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This is targeted primarily at a communication crisis course, triggering a debate on how a company should react to crisis and use communication to limit the damage to its reputation due to crisis. This case also highlights the need for employees co-operation to combat crisis and exemplifies how Taj Hotel's employees stared into the eyes of death when terror struck them off guard. While focusing how the management's concern towards its employees motivated them to stand by the company when they were most required, the case also presents an itinerary on the way the Taj management has used communication effectively to regenerate confidence in its regular patrons. What could challenge the existence of a luxury hotel more than a terrorist blood bath? And can the hotel dream of playing host to the most followed patrons, such as the UK Foreign Secretary, David Miliband, even before the bullet sounds stop reverberating in the corridors of the hotel? Taj Mahal Palace & Tower, a monumental hotel in Mumbai and victim to the 26/11 terror attacks had done exactly that. Two months after the attacks, Hillary Clinton, the US Secretary of State visited Taj as a guest, showing once again that the human spirit will not succumb even at the expense of hundreds of lives. The hotel reopened for its regular 'who's who' of India, within barely a month of the attacks - thanks largely to the spirit of the hotel employees, who had shown the courage to face the barrage of bullets and rejected to blink while facing death in their service. How could the company command so much camaraderie from its employees?