5 lessons on leading under fire

Leadership is most critically tested under pressure. When the stakes are high and uncertainty proliferates, the true essence of leadership emerges. Drawing from her extraordinary experiences as the first female to fly Special Forces missions, Sarah Furness delivered a powerful presentation on the art of leading under fire at our recent ECI Unlocked: Growth Summit.

From rescuing soldiers on the side of a mountain to commanding teams in life-and-death situations, Furness’s stories offer invaluable insight for leaders in any field. Below are five key lessons from her journey that are essential for leaders navigating challenging times.

1. Stay open to learning and adaptation

One of the most important traits of a leader under pressure is a willingness to keep learning and evolving. When Sarah Furness joined the Royal Air Force 25 years ago, leadership was perceived as being about dominance and charisma. However, her experience over the years taught her that leadership is far more nuanced. Today, the best teams are those built on cognitive diversity and emotional intelligence, where everyone’s voice matters.

Furness stressed that no matter how experienced or skilled a leader is, there is always room for growth. This means being open to feedback, even during difficult moments. For leaders under fire, this adaptability can be the difference between success and failure. By reflecting on her own mistakes, Sarah reminds us that leadership is not about being perfect, but about constantly improving.

2. Encourage brave conversations

In high-pressure situations, Sarah learned that having the best people on your team means nothing if they don’t feel empowered to speak up. One of her most difficult leadership moments was when her team refused to voice concerns during a dangerous mission in Kenya. Despite repeated near-crashes, her crew did not challenge her decisions, even though they privately wanted to turn back.

This incident taught her the importance of asking “brave questions” that invite dissent. As leaders, we often ask questions that seek consensus, like “Are we okay to continue?” Instead, we need to create a culture where people feel comfortable challenging us. Sarah advises asking questions like, “What would you do differently if I wasn’t your boss?” This helps to surface concerns early and encourages the team to take personal responsibility.

3. Trust your team, and delegate beyond your comfort zone

One of the biggest challenges for leaders is learning to delegate effectively. Sarah emphasises the importance of giving people autonomy while pushing them just beyond their comfort zones. In the military, delegation wasn’t just about handing off tasks; it was about developing trust and growing the capabilities of her team.

To do this well, Sarah suggests replacing detailed instructions with key information, allowing people to find their own way to the solution. For instance, instead of telling her team exactly how to complete a task, she would give them the necessary data and trust them to make decisions based on their strengths. This not only builds trust but also leads to innovative solutions. When people are empowered, they often exceed expectations.

4. Create a safe space for failure and learning

Failure is inevitable, especially in high-stakes environments, but how leaders respond to failure determines the culture of their team. Sarah’s experience as a pilot taught her that mistakes are not just moments of failure—they are opportunities for growth. After narrowly avoiding a crash during a mission, she initially brushed off the severity of the situation. However, when confronted by her superior, she realised the importance of taking ownership of mistakes.

Furness advocates for fostering a culture where failure is seen as a stepping stone to success. This involves sharing mistakes openly and encouraging team members to learn from them. By normalising debriefs after missions, Sarah ensured that her team viewed setbacks as learning experiences. Leaders who allow their teams to reflect and learn from mistakes create an environment of continuous improvement.

5. Maintain emotional resilience in the face of adversity

Perhaps the most powerful lesson Sarah shared was the importance of emotional resilience. As a leader, being under pressure is inevitable, but how you respond to that pressure defines your effectiveness. Sarah recounted a rescue mission where she had to make the agonising decision to leave an injured soldier behind due to unsafe flying conditions. Though it was the hardest decision of her career, she realised that making the tough call saved the lives of her crew. (The patient made it through in the end.)

Emotional resilience doesn’t mean ignoring fear or discomfort—it means leaning into difficult emotions and making decisions with clarity. The fear of making mistakes can paralyse leaders, but the real strength comes from recognising and overcoming these fears. In high-stress situations, leaders must learn to manage their own emotions to guide their teams effectively.