Which Way to Run? Lessons from 9/11 Choices

New York, NY, September 21, 2001 -- Emergency ...The fight or flight instinct is one of our most basic survival tools. Everyone was running on 9/11. Most ran away from trouble. The heroes ran toward it. And the leaders helped others run in the most appropriate direction.

Make no mistake about it. The first responders and their leaders displayed a selfless courage that most of us can only dream about. Our world is a better place because people like them existed and continue to exist. We desperately need fire, police, emergency medical, military and other personnel that will put themselves in harm’s way to protect others.

There were other leaders as well. Though they may have been unnoticed and unsung, they helped others in their flight away from danger. We need them just as much as we need those leading others into harm’s way.

And then there were those leading the leaders. New York Mayor Rudy Giuliani knew that people were going to watch what he did far more than they were going to listen to what he said. So he went down to the site. He calmed the panic. And then he followed up – relentlessly – attending hundreds of funerals for 9/11 victims. To be clear, Giuliani has his flaws and detractors. He is far from perfect – as are we all. But in a time of crisis and panic, he led by example and made a huge impact.  As he told Steve Forbes in a recent interview during which Rudy Giuliani recalls the first moments of September 11th, 2001:

I always had a firm rule that, as best I could, if I was going to have to make decisions about an emergency, I better go there, observe it, see it, then I’d know what advice to rely on and what advice not to….

I always try to calm down the overexcited people, because I think that emotion gets in the way of thinking.

The lesson is that we need all sorts of leaders: those that will lead others into harm’s way, those that will lead others out of harm’s way, and those that will lead the leaders.  Whichever way you choose to lead, remember that everything communicates: what you say, what you do, what you don’t say, what you don’t do, and which way you run.

Read More Articles

NBA Champions game
The Stockdale Paradox: Preparing Your Leadership Team for Adversity

Down 29 points in the third quarter of Game 4 of the 2026 NBA Finals, the New York Knicks did something that had never been done in Finals history. With…

Read Article
Building Accountability in High-Performing Teams: From Slogan to Commitment

Turning empowerment from a slogan into a mutual agreement and engagement from an attitude into observable commitment  Almost every leader says they want empowered people. Almost every employee says they…

Read Article
Clear road
What To Do When Others Don’t Do What They Said They Would Do

One of the most predictable realities is that not everyone does what they said they are going to do - and even fewer do it when they said they would…

Read Article
Board meeting with the CEO
Why the Best CEOs Start Board Meetings With One Simple Sentence

Most board meetings don’t fail because of bad data. They fail because of unclear expectations—especially about how directors should feel when they leave the room. Too often, management teams present…

Read Article
White-water rafting team navigating strong river rapids with teamwork and coordination.
Recalibrating Your Own BRAVE Leadership in Turbulent Times

Leadership is most effective when it turns other‑focused intent into disciplined, everyday action in an ever-changing world. Take this moment to recalibrate how you are leading to sharpen both your…

Read Article
Team meeting
The Hierarchy of High Performance: Defining Ways of Working by Level

Use this approach to make your ways of working more disciplined, consistent, and effective by level, remit and choices, and systems and tools: Level, Remit and Choices:  Board – governance…

Read Article