Something doesn’t go according to plan. Something goes horribly wrong. A strategy doesn’t play out as hoped.
Business as usual in many startup situations. What happens next is decisive.
Ideally the team and the board are interested in getting to the depth of what really happened, what the real problem is and how as a team we can fix the issue.
Sometimes what happens next though is – as a pure knee-jerk reaction – the blame game, “She / he really blew it”, etc. Firing, demoting, etc. come up as options quickly.
This is easy to do – it requires hardly any thinking and effort to analyse what really happened; and therefore is so tempting. Also blaming, firing someone (say a head of sales due to revenues not growing as expected) is a lot easier than to fundamentally question the value proposition of a product (and therefore often the entire company), etc.
Don’t get me wrong – often issues can be tied to a role or a person and changes must be made. That is always an option and must be considered.
But when you are foaming at the mouth in anger, looking for someone to blame, you may be missing an opportunity to find out what is really going on.