Leadership Lessons from the 2005 London Bombings: When Normalcy Collapsed

By Samantha D'Angelo

The morning of 7 July, 2005 started out like any other work day. People started arriving in the office and by 8:30 am we probably had about 25% of people there. I was settling into the day for what was another normal Thursday, business as usual, however, things quickly took a sharp turn.

News filtered in that an ‘incident’ had occurred on the Tube between Liverpool and Aldgate. It wasn’t quite clear what had happened, but it was thought there may be casualties as it seemed to have occurred on a packed commuter train during peak hour. Generally, it wasn’t uncommon for an incident to be reported on the Tube, however, this one caused alarm as it sounded like it may be quite serious.

A few people were streaming live feeds and calling people who may have been in the area to try and find out what had happened. The alarm soon turned to panic as a second and a third ‘incident’ was reported in other parts of the Tube. At this point, we all realised that something was drastically wrong.

All the TVs in the office were quickly turned over to the news. Anxiety in the room was starting to grow.

And then, it struck; a devastating bus explosion that shattered the morning calm, confirming our worst fears: London was under attack. This new explosion, now above ground, was in full view of the public, ripping the roof right off a double-decker bus. Casualties, wounded people and pure destruction was right there in full view. Raw emotion, intense feelings, and total vulnerability.

The mood in the office very quickly turned to desperation. People started phoning their loved ones to see if they were okay. Some made a quick exit in despair, anxiously rushing to find their families and be with them. Things were spiralling into chaos, and it was clear that somebody needed to take action - and quickly!

Our senior leaders were absolutely incredible that day. They didn't know exactly what was going on, however, they pulled everyone together and addressed us. What they specifically said at the time escapes me all these years later, but I remember it being empathetic and comforting. They showed us their humanity; they too had loved ones on the morning commute, yet here they were with us, in a courageous display of leadership. They were honest, they were authentic, and they showed us that they were here for us all.

Not long after their first announcement, they made a second one. Our building was now in lockdown and a security guard had been placed in the foyer to keep the building secure. Pure terror surged through us; the realisation dawned that whoever was behind this might be coming for us…

In their second announcement, they were again calm, compassionate and ready to answer questions. They advised we were free to leave, however the strong advice from authorities was to remain in the building, as there were reports of imminent danger outside. The building was fully secured, the stairwells were fireproof, and the belief was that we were in the safest possible place.

We were in a high-rise building surrounded by other high-rises, with an airport only 5 km away. With 9/11 still very fresh in the minds of many, it was extremely hard to keep focused and remain calm. There was also an internal debate going on, on whether to follow the advice and remain in the building, or retreat to the street and take your chances. We didn’t know what the danger was, or from what height it might be coming at us. It was frighteningly intense.

Instinctively my thoughts turned to, “I just want to go home”, “I may never see my family again”, and “I’ve got to get out of here.” I knew those thoughts weren’t going to be helpful. I couldn’t let my mind wander to the hypothetical. I just needed to deal with the reality and facts that were right in front of me. I was safe. The building was secure, and right now this was probably the best place I could be.

Londoners are no strangers to attack. Having experienced many incidents over the years, they have robust emergency management plans in place for these catastrophic times. The senior managers gathered and initiated the Emergency Management Plan. They made sure everyone knew the emergency evacuation procedure and what to do if any threat came to our floor. We were told to move around the office in pairs and stay away from the windows.

After a thorough briefing, our senior managers began delegating responsibilities, carefully selecting who was the right fit for each role. Throughout the day, they diligently monitored the psychological impact of the situation on each person.

I was in an HR position at the time and on that day I was delegated to account for all 3,000 of the company's employees. I headed straight for the payroll office and had them run me a full company report. My desk number and email address were circulated to all employees, asking them to make contact with me to confirm they were safe.

I was holding up okay and ready to focus on the job at hand. My phone and inbox soon became inundated as people checked in. I was the only person updating the spreadsheet and it became quickly apparent that this inbound approach was not the greatest method. I couldn’t capture the data quickly enough to give the senior leaders accurate reporting!!

Seeing that the process was inefficient the senior leaders decided to change tact. Instead of an inbound approach, we shifted to an outbound approach where the team or department leaders were responsible for contacting their team. They would then relay this information back to me, confirming the safety of their people. This approach sped up the process as whole departments were able to divide and conquer to get quicker responses. Of course, that only lasted until the telephone lines were turned over to emergency services… Email then became our only means of contact.

As an Antipodean in London, my family were all in Australia fretting. It was late night for them and for the next few hours they did not get any sleep as they watched the horror unfold on the TV. My now husband was in Ireland with his parents and whilst he was closer to me in distance, he felt like he was on the other side of the world from where I was. He was physically unable to get to me. Desperate to speak with me, my loved ones kept ringing my mobile. I kept the calls incredibly brief to let them know I was fine. I was solely focused on finding my colleagues. At this point, I didn’t feel I needed any support. I was accounted for! I just needed to get the job done to make sure everyone else was alright.

After the phone lines were turned over to emergency services I lost contact with my loved ones. As I reflect on this all these years later, if I had my time again, I would take the extra minute to speak with them and give them the connection they were so desperately craving. I was busy and preoccupied. I never appreciated how my hastiness impacted them. Had the outcome been different that day, my last words to them would have been “We are in lockdown but I’m okay. I can’t chat, I’ve got to get off the line. I will call you later”. It wasn’t my finest leadership moment however, on reflection, it was one of my greatest lessons learned!

I remember the vibe that day being unlike anything I had ever experienced in a workplace. It was sombre, yet there was a real tribal feel. It was an understanding that we were at risk and needed to rely on each other for support, protection and survival. People were looking out for each other, consoling each other, and bringing out the best in humanity. There was fear, but there was also solidarity. It was gut-wrenching, but also comforting. The only other time I have ever felt this connectivity was going to the supermarket during the COVID lockdowns. Initially, people were not comfortable with it, but then it became an outlet. No one was in a hurry, and everyone was just happy to be out of the house, connecting with other people.

I can't recall the duration of our lockdown in London; however, in the days that followed, we were briefed on the events that triggered it and the precision operation that brought the incident to an end. It was probably for the best that we were unaware of all the details at the time.

On the day of the bombings, it took until 3 pm before we located the very last employee. That person had been on a long flight all day and had no idea we were even looking for them!

By that point, I was exhausted. All I wanted to do was go home and be with my housemates. The sirens wailed on long into the night. The fear was palpable, as the terror from earlier in the day became the main topic of conversation everywhere. Every TV and radio station was continuously reporting on the events, making it impossible to escape from the day's harrowing experiences.

And whilst my day had finally ended, our senior leaders stayed on and together discussed all the implications to come. The imminent danger was gone, however, there was going to be fallout from this and they needed to strategise on how best they would manage it.

I learnt so much on that day about leadership. First and foremost, I learned the importance of staying composed and making deliberate, informed decisions even under extreme pressure. The senior leaders demonstrated unparalleled dedication and empathy, prioritising the team's emotional and physical well-being alongside operational demands. Their ability to manage their own distress while supporting others was not just admirable but instructional. I also learnt what I was made of and what my default response is in crisis situations. There were certainly things that could have been done differently on the day, but overall, it was managed incredibly well. I have total respect for the senior leaders there that day and how they conducted themselves. How they supported the team, even in their own time of pain, and how they led us through a very serious situation. It was done with compassion, but most of all it was done with empathy.

For new leaders, this experience underlines the significance of developing a calm and composed demeanour, the ability to assess situations quickly and accurately, and most importantly, leading with empathy. Effective crisis management isn't just about making the right calls - it's also about ensuring the team feels supported and secure. This incident has provided me with the insight that in leadership, one's true strength is shown not just through decision-making but through the ability to maintain human connections and inspire confidence in others during the darkest of times.

As a new manager stepping into a leadership role, remember that your actions and demeanour during a crisis will not only affect the immediate situation but will also influence your team's trust and morale in the long run. Let empathy and clarity guide you, and like the leaders I admired so much during the London bombings, you will be able to steer your team through crises with compassion and competence.

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Image Credit: 7 July 2005 London bombings. (2024, April 6). In Wikipedia. https://en.wikipedia.org/wiki/7_July_2005_London_bombings