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28th November 2008, it was a day when one of the most devastating terror attacks struck Mumbai, with the iconic Taj Mahal Hotel among the main targets. We honor the bravery of the soldiers and firefighters; what was lessor known but emerged later was also the role played by the Taj Hotel employees. This blog is a tribute to them and a reminder on the leadership insights that emerged from their actions, which have since become a widely discussed case study in business schools around the world.
The corporate world was startled by the findings of this case study* on the 2008 attack at the Taj Hotel. Remarkably, none of the 600 Taj employees fled during operation that lasted 3 days and 2 nights; instead, they stayed on duty, supporting guests—some even at the cost of their own lives. This defied typical human responses in life-threatening situations. These Taj Hotel employees had no formal training for handling such a crisis, let alone the chaos of a war-like scenario, nor did they carry leadership titles or degrees from prestigious business schools. It’s hard to determine whether it was their sense of hospitality, the institutional culture of Tata, or simply the spirit of the people involved that led to this extraordinary display of courage and resilience. There is a lot of detailed information and study available now which one can dive in if interested.
What explains this?
Is leadership solely about qualities possessed by those sitting above others? The case in point proves beyond doubt that it is not true. The case of Taj Hotel staff behavior provides one of the most visible examples of leadership from below.
In fact, leadership from below is now recognized by HR organizations as essential talent to recognize and nurture. Organizations prioritize foundational leadership skills during recruitment, even for junior positions, not just for senior leadership roles.
· Being authentic, brave, trustworthy, respectful and empathetic are qualities that stand out, regardless of one’s position. These qualities represent exceptional human values and emotional intelligence that propel performance beyond the ordinary in extraordinary situations.
· Hiring for talent over hiring for skills. This paradigm shift, when done right, can bring enormous long-term value to a business. It was observed that Tata group hired its customer-facing workforce based on family values and upbringing rather than just degrees. Observing how candidates view their teachers or guests within their families can reveal whether they’re likely to treat customers with respect and care.
Many leaders rise with personal ambition, but those who are remembered for the long term are the ones who genuinely care for those who lead from below. There is a lesson for all aspiring leaders to learn and understand what talents are needed and skills to be honed to be successful in your journey.
November always brings back the tragic memories of the attack on the Taj Hotel. Yet, it would be fitting and honorable to remember this day for the leadership, selflessness and bravery of the soldiers, firefighters and Taj employees who led from front and saved hundreds of lives.