When Crisis Strikes, Leadership should sieze the Opportunities

How to Transform Crises into Opportunities for Growth

In business, crises often strike like a sudden storm—unexpected, unpredictable, and capable of causing immense disruption. Yet, it is not the storm itself that breaks a business; it’s the absence of leadership during these critical moments. A true leader looks beyond the chaos, transforming challenges into opportunities for growth.

Throughout my career in the hospitality industry, I have faced and managed several major crises that tested my resilience and leadership. From the A320 crash in Bangalore in the early ‘90s to the devastating supercyclone in Orissa in 1999, through to the privatisation of ITDC in 2001 and the COVID-19 pandemic in 2021, each event was an opportunity to learn, adapt, and thrive.

A320 Crash in Bangalore, 1990: Leading Amidst Tragedy

It was a calm day, 14th february 1990; when tragedy struck. An Indian Airlines Airbus A320 crashed in Bangalore, throwing the city into turmoil. Our hotel, located near the airport, was quickly overwhelmed with emergency personnel, affected families, and passengers who had narrowly avoided boarding the ill-fated flight. The hotel soon became an unofficial crisis management centre, and as General Manager, I had to ensure that our operations didn’t merely continue but excelled during this period of turmoil.

Our team was asked to accommodate grieving families and rescue workers, many of whom were emotionally and physically exhausted. My immediate focus was on creating a supportive environment that offered not just comfort, but compassion. We set up a dedicated crisis communication centre, providing information, logistical support, and emotional care.

While such a tragic event could have paralysed operations, I used it as an opportunity to strengthen our team’s crisis management skills. We turned the hotel into a sanctuary for those affected, and in doing so, solidified our reputation as a reliable partner during times of need.

Supercyclone Orissa, 1999: Service and Survival in the Eye of the Storm

In 1999, the catastrophic supercyclone hit Orissa, leaving a trail of devastation in its wake. Our coastal property faced unimaginable damage, and with roads blocked and communications cut off, we were isolated from the outside world. It quickly became clear that external assistance would not reach us anytime soon.

I vividly recall how, within hours of the storm striking, I rallied both the hotel staff and guests. Our primary goal was not just survival but ensuring everyone’s safety, maintaining morale, and continuing essential services despite the loss of basic utilities. We converted the hotel into an emergency shelter, housing displaced families and stranded tourists, providing them with food, water, and medical assistance.

The hotel became a focal point for local rescue operations, and our staff played an integral role in the recovery efforts. Despite the monumental challenges, we emerged as local heroes, with our actions enhancing the hotel’s reputation as a centre of community care and crisis resilience.

Privatisation of ITDC, 2001: Navigating Industry Upheaval

The privatisation of ITDC (India Tourism Development Corporation) in 2001 caused immense upheaval in the Indian hospitality sector. Many government-owned hotels were either shut down or transferred to private ownership, and uncertainty loomed over the future of these properties. I was tasked with overseeing one such property during this transition, and the challenge was not only operational but also deeply emotional for the staff, many of whom feared losing their jobs.

Rather than focusing on the negatives, I saw this as an opportunity to create an adaptive workforce and implement new operational efficiencies. I initiated a retraining programme for the staff, preparing them for the transition to private management. I also engaged with stakeholders to ensure that the transfer would benefit both the new management and the employees. By focusing on long-term sustainability, we turned what could have been a chaotic period into one of growth and renewed purpose.

The successful transition led to increased profitability, with many staff members retaining their jobs while embracing new skills, ultimately positioning the hotel as a strong competitor in the newly privatised sector.

COVID-19 Pandemic, Diamond Harbour 2021: Resilience in the Face of a Global Crisis

The global pandemic of 2020-2021 presented an unprecedented crisis, but its impact on the hospitality industry in India, particularly in regions like Diamond Harbour, was devastating. By 2021, after months of lockdowns and restrictions, hotels were either closed or operating at minimal capacity. We were managing a property in Diamond Harbour, a picturesque yet isolated destination, and the pandemic had brought tourism to a standstill.

Instead of succumbing to the crisis, I pivoted our strategy. We transformed the property into a quarantine facility, collaborating with local authorities to house COVID-positive patients and frontline workers. This allowed us to maintain operations while contributing to the community’s fight against the pandemic.

At the same time, I saw an opportunity to reimagine the guest experience for the post-pandemic world. We implemented stringent hygiene protocols, revamped our services to focus on wellness, and introduced “safe travel” packages once restrictions eased. By adapting swiftly and leveraging the property’s potential, we ensured the hotel remained relevant and resilient despite the challenges of COVID-19.

Turning Crises into Growth: Lessons in Leadership

These crises have taught me that no matter the magnitude of the disruption, leadership and adaptability are the keys to survival and growth.

• In the A320 crash, it wasn’t just about managing operations but offering a human touch during a period of grief.
• During the Orissa supercyclone, we became a lifeline for an entire community, demonstrating that hospitality extends far beyond luxury.
• Through the privatisation of ITDC, I learnt how to balance emotion with business strategy, using upheaval as a launchpad for innovation.
• And through the COVID-19 pandemic, I realised the importance of pivoting swiftly, not merely to survive, but to serve the community in a way that fosters long-term loyalty and trust.

In each instance, the crisis didn’t break us—it strengthened us. We emerged with better systems, a more resilient workforce, and a reputation for being leaders in times of trouble.

Crisis Doesn’t Break Businesses—Lack of Leadership Does

Looking back, each crisis presented itself as a challenge, but ended as an opportunity. Leadership during crises isn’t just about weathering the storm; it’s about finding the hidden opportunities and building resilience.

So, what’s the biggest crisis your business has faced? Let’s talk about how to turn it into growth.

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