I am sure that in the minds of many people, there is helplessness and sadness of the senseless killings in the recent Mumbai Terror Attacks. As a Singaporean, I especially mourn the killing of a young Singaporean female lawyer who had just passed the first year of her marriage and was planning to start a family.

In the article by Alex Kingsbury in USNEWS.com “Lessons From the Deadly Mumbai Terrorist Attacks” (1/12/08), he highlighted a statement by Jamie Smith, who was a retired CIA officer who had operated in both Pakistan and India and now heads the private security group SCG International, "Ten guys with guns and hand grenades in shopping malls in 10 different cities—or even spread out in one city—could bring this country (US) to a standstill. Even if this had happened in a city like Los Angeles, there are only so many SWAT officers available to respond."

In a further developing story from Mid-day.com, Ketan Ranga (3/12/08) reported that the sole surviving terrorist, Azam Amir Kasab was promised, money, and assurance of family's lifetime welfare, including a Kashmiri bride!

This makes me reflect about how unstable it is to run a business in these times and Azam’s chilling revelations above made me reflect about how Maslow’s Hierarchy of Needs and basic pragmatism are still applicable.

In the business world, the act of “terrorism” – in this case an event that destabilizes an organization because it does not have the resources to manage need not come from its competitors. Ironically, disgruntled employees may share Azam’s desires and leave the organization in droves.

So how can we apply the lessons of the Mumbai Terror Attacks for our organizations? Here are some tips:

Employee Sentiments

It is wrong to assume that the rank-and-file have a greater propensity to disrupt the running of the organization. Upper management can also be lured to competing organizations for better job opportunities and remuneration. Thus it is essential that each department provide a monthly update about their employees’ career progress and welfare.

Proper Remuneration

Employees should be properly remunerated, as communicated from their first job interview with the company. When times are rosier, they should be remunerated more.

Organisational Culture

Many employees find a sense of detachment from the organization because they are not given the full disclosure of the organization’s mission and goals. They feel that they are just part of a well-oiled machinery and their importance is questionable. Thus the onus is on the organization to communicate their employees’ true importance to the organisation and invite their rank-and-file to also sit in important board meetings.

Life Coaching

Organisations should invite business coaches to offer advice on life coaching. The reason is that it is hard for the employee to fully concentrate on work-related issues if there is an on-going problem a home or even with children. Organisations should take a total and holistic approach in viewing their employees. They should also provide different avenues to listen-out the various problems of their employees.

Relevant Training

Employees should be regularly sent for relevant training to upgrade themselves and boost the productivity of their work. Organisations should not make the excuse that there is a global recession and subsequently decrease their training budget all at once. Training is integral in getting the employee ready for the next economic upturn.

Fun and Bonding

I have discovered that many world-class organizations have a good “fun factor” that is incorporated in daily work-life. It can be a simple weekly competition or the supply of a pool table to be used during lunchtime. The element of fun is important to provide relaxation and an opportunity for different departments to communicate and see the “big picture”.