Management leading a team in chaotic times

1. Act not too hastily

Moments after the attack, the world expected the President to unleash a wave of military fury on the Taliban and Osama's network quickly in the game. Yet, the government took the time to deliberate on their next move -- gathering information on the situation and plotting a plan for action. This tactic gained international respect. As a corporate leader, if your employees deem your strategy rash, its implementation will be jeapoardised by lack of conviction from within the ranks. Ensure that even when hasty measures are required, proper investigation into the matter is made known to your employees.

2. Time to make your leadership known

As a Prime Minister whose initial credibility was precarious to say the least, Dato' Seri Abdullah Ahmad Badawi emerged a real leader amongst the nation as he stepped up to the mantle and took responsibility for Malaysia's turnaround. It is key that as management, you make it known to your "troops" that you stand with them and lead them forward through uncertainty. Personally meet with them and share progress of the company regularly. Seeing your face and having your presence on the ground tells them that you stand with them in difficult times ahead. If they know you are committed, they will be too.

3. Communicate, communicate, communicate

Throughout the weeks following the attacks, the government consistently and frequently provided the public with need-to-know information on the situation at hand, and how the investigations were proceeding. The President's speech to Congress and the nation produced a tremendous support for his actions and motivated a positive change in the nation's attitude from fear to courage. Further, he met with the public affected by the event, listening to their personal trials -- getting an on-ground feel for the public's sentiment on the situation. In times of turmoil, mutual knowledge-sharing is key in ensuring the accurate and valuable information is provided both to and from the people involved so that the big picture of what needs to be done is developed holistically.

4. Rally them around a common mission

In the case of the Malaysia, Prime Minister Abdullah Badawi did not find it hard to rally the public and government factions around a singular cause - to regain their freedom to live without fear. The effect was astounding - political and social differences forgotten, forging a unity towards a mission across the nation and around the world. Similarly, especially in turbulent times, it is essential that employees realise why they might be facing pay cuts, why colleagues are being laid off or why they are burdened by longer working hours. When the scenario is mapped out clearly and a common goal identified - employees will understand their place in the scheme of things and why measures have to be taken.

5. Realise the power of networks

A global coalition of nations was developed with deft political manoeuvrings. What this created was a network of partners who built up a cooperation of abilities, resources and support. For a company facing a hazy future, this can come in the form of relationships with suppliers, vendors, business contacts, your unions and even former employees. In times of economic strife, parties are always looking for the ability to leverage networking advantages. This mentality should be inculcated into the minds of staff in seeking out opportunities towards a clear corporate goal.

6. Give them a share in accountability for success

The worst feeling to have is one of helplessness, especially when faced with an uncertain and fearful future. President Bush placed the responsibility for the nation back into the hands of its people -- to revive the economy, continue with life and support the government's actions. And it seems that they are doing that slowly but surely. A company without the support of its employees will never succeed in any initiative. The knowledge of possible layoffs can be an incredible demotivator - a dangerous thing for a company relying on its resources for survival. Rather than treating them as drones at a desk and trusting that they will get on with work as usual, show them how their actions contribute and give them a real stake in the company's revival.

7. Don't leave them hanging

A pillar of the Malaysia's economy, the airline industry plummeted to despairing depths of unemployment and activity. The government realised that they had to step in to float the industry or face further social and economical uncertainty. Management's assistance come in various different forms - acknowledgement of efforts, emotional support or technical knowledge. If you rely on your teams to bring the company back from the brink, you cannot leave them hanging as they do so. More than ever, this is where your role becomes an essential tool of support for success.