Think about how many times code doesn’t work as expected. Many times the blame can be to not fleshing out all the requirements. Users tend to blame the programmer. In the end, they are as responsible as the Business Analyst to have made sure this happened.
When a CEO singles out an intern, just think of how many layers between the 2 have a share in what happened. There might be a scapegoat, but responsibility goes upward, whether directly or indirectly.
I had the pleasure of working for a CEO that was different from most. The big thing many noticed about him - he knew you by name. Whether you were in upper management, worked in the office, on the shop floor, or in the warehouse. He always would hear you out, even if he disagreed with your view. Best of all, he made sure when you did something well, he thanked you. It didn’t seem to matter whether it was a small project, or a huge one. He wanted you to know that he noticed your contribution. You felt more like part of a family, rather than just another body at a Fortune 500 company.
Del was there during the Code Red issue, and focused on how to improve the process rather than lay blame. We were a separate group, a dotted line to him, unaffected by Code Red. He made sure we attended the big IT meeting, and started by thanking us for having patched servers while everyone else was scrambling.
Del always liked all the numbers first thing in the morning. On the rare occasion we were late, it was a simple did you find the issue? And do we have a resolution so it won’t happen again? I guess when you grow up on a farm, your concern is less on the blame game, and more on fixing and moving forward.
The world could use more like people like Del - and not just at the top.