The location of Reuters made it possible for the employees in the building to witness the 9/11 bombing. It cause havoc in the firm as people reacted to the scenario in different ways. It was critical that Router’s ensured that all its employees were safe thus there was need to establish who needed to be contacted so that there was an update on their whereabouts. In addition, Routers had a database in the World Trade center which meant that its operations were going to be interrupted in certain ways. Bringing data operations on was critical to ensure that Routers had the situation in control and that they would be better armed with ways of helping clients deal with the aftermath of the attack. This was in addition to handling its employees in 3 Times Square. A command center was immediately established which greatly benefited from previously established procedures for a millennium project although it still took a lot of improvising (Davidson, 2010).

Reuters established its priority with its employees coming first followed by its customers and business was the last item on the priority list. There was team work with each one expected to contribute to finding a solution and leading to good management practices. Reuters also ensured that its employees were on the knowhow which helped ease tensions and control the pandemonium. It searched for missing people to know where they were and thus established the employees it had lost to the attack. It allowed the company to deal well with what the families needed and to focus on them as is necessary when loss knocks. HR was mobilized and it took steps such as offering counseling to employees in a means to contain the effects of the attack.

The town hall meetings gave room for talking about how the company could carry on and ways they could interact with the clients. Once people and clients were taken care of Reuters could easily ensure that databases were up and running and that it was back to business. It involved taking on initiatives towards operations as well as starting to find ways to deal with finances that were needed to see the process through (Davidson, 2010).

Analyzing Reuter’s reaction to the crisis reveals good management traits in the company. The move to establish a command center was wise as it gave a common place where all leaders could come together and share insight on a way forward. The respect and humility they showed as leaders was facilitative in that it allowed each to offer skills in their fields. It created room for corporation as well as a united front that allowed them to instill confidence in their employees amidst a crisis (M Kraatz, 2010).

Good leadership was also portrayed in how the leaders picked out their priorities. That employees were given priority tells a lot about the organizational culture and principles. It is a source of motivation and inspiration for the company to make them a priority. It is one of the factors that allowed the company to get back to operations soon as the employees were cooperation in that they knew that their contribution and presence in the company were recognized and appreciated. Clients’ confidence was boosted as they knew that Reuters was doing all that was possible to reassure them.

This case illustrate the impact good leadership has on all stakeholders and how it ultimately determines performance and productivity. Good leadership is essential in crisis management as well as encouraging team work. Every organization can benefit from team work such as Reuters having being able to be back on business when stock markets reopened. Thus in prioritizing employees and clients, the organization reaped more benefits that it would have if business was the first priority and major point of concern. Getting the facts right and setting the right priorities are critical as good leadership skills (Weick, 1993).