What is the best way to handle an error once it has already occurred?

Many companies come to us looking for answers, and it’s a perfectly valid question. Sarah Furness, who is sharing her story with us today, learned this the hard way. In her case, there were two mistakes: damaging a Royal Air Force helicopter… and underestimating the seriousness of what had happened.

Keep reading to discover its history…

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👤 Who.

Sarah Furness is a former combat helicopter pilot who served for 21 years in the Royal Air Force. She flew and led numerous operational missions and later headed the Air Safety Centre, where she taught pilots about the human factor, safety, and error management.

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After retiring from the RAF in 2021, she became a motivational speaker and executive coach. Her goal is to promote honest learning from mistakes in the corporate world.

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FuN: What is your personal definition of failure?

Sarah: I see it differently than I used to. I’m not sure we ever truly fail, because failure can lead to future learning. However, the times I’ve felt like a failure are when, whether by action or inaction, I’ve caused harm or put others in danger. That harm can be emotional (hurting their feelings), reputational, or even putting someone’s life at risk.

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FuN: What was your background before this story?

Sarah: I was an experienced helicopter pilot, recently promoted to instructor, feeling like I was at the top of my game. I excelled in training. Among pilots, ego is common; I wanted to be the best and probably believed that good pilots don’t screw up.
I was in Kenya flying a training mission with my student, practicing “dust landings.” When you’re operating in desert conditions and trying to land, the dust kicks up and you can barely see, so we have to practice special techniques for limited visibility.
Basically, you find an area in the desert, pick a spot, and practice landing over and over again. As you approach the ground, dust engulfs the aircraft, so you have to switch from visual navigation to a combination of visual and instrument navigation, and coordinate with the crew member (who is riding in the back of the helicopter) to achieve a safe landing.

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💣 The real mistake

Sarah: The landings were going well. After a while, the dust had settled, so we changed our approach angle by about 10 degrees to kick up more dust.

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After that, I noticed some broken branches on the desert floor. I could smell a faint scent of eucalyptus. And when I looked back along the path we had taken, I saw that eucalyptus tree. It looked a little smaller than before.

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We realized immediately that we had struck a tree with the rotor blades. At that point, we assessed the situation, checked the engine instruments, and performed a maneuverability test. As a crew, we agreed that “we’d been lucky” and that the aircraft was okay, although as captain I knew the final decision was mine.

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Now I know that deep down I knew it was the wrong decision, but at the time I was in denial.

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FuN: When did you realize it was a failure?

Sarah: When we finished the mission, I told my boss what had happened, but I downplayed how serious it was.

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I remember that he sounded really stressed. We needed to move troops and couldn't afford to lose a helicopter. I assured him that everything was fine. Moments later, in private, another pilot asked me what planet I was on: the rotor blades were completely shattered, and there was no way we should have continued the mission.

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In my desperation and my wish for everything to be okay, I hadn't even noticed how badly damaged they were. I didn't want it to be real, and I was terrified of what would happen. The magnitude of my failure hit me full force. Not only had I screwed up; by hiding it, I had put my crew in danger. At that point, I still wanted to maintain the impression that I hadn’t been aware of the gravity of the situation. So I clung even more tightly to that version of events.

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FuN: What happened next?

Sarah: I reminded my boss that we had conducted an assessment at the time and were convinced that the aircraft was undamaged. But later that day, my boss met with me in person, looked me straight in the eye, and asked:

“Are you sure you didn’t know how serious it was, Sarah?”

He had caught me. I didn't know how to get out of that situation. But then he did something unexpected and extraordinary.

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He apologized.

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He said, “I probably didn’t help when you told me. My first reaction was to focus on the next mission, and that probably made it harder for you to admit how serious it was.”

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That was a turning point. I didn't think my boss needed to apologize to me, but the fact that he was able to show vulnerability and take responsibility for his part gave me the confidence to share my own failure, without holding back.

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FuN: How did your teammates react?

Sarah: Afterward, I told the whole squad about my mistake. I shared how I had tried to convince myself it wasn't that serious and how I had been afraid to admit the full extent of my poor decisions.

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I was terrified of exposing myself—not just as a bad pilot, but as a coward. However, when I looked around, I saw many people nodding. I realized that everyone was thinking, “That could have been me.”

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Later, other drivers also shared their mistakes. Not just out of solidarity, but because we believe it is our moral duty to share our mistakes so that everyone can learn from them.

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FuN: What insights did this experience give you?

Sarah: I rethought my ideas about courage and competence. I realized that the best pilots aren’t the ones who never make mistakes, but the ones who use them as opportunities to learn. And the best teams are the ones that share their mistakes with one another to amplify the learning.

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💡 In conclusion

Sarah: “Have empathy for those who feel shame and fear.”

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💡 FuN: Shame and fear often lead to silence in work teams. Create an environment where people feel safe to speak up from the start. This reduces risks, accelerates learning, and builds trust within teams.

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Sarah: “I don’t judge people for making mistakes, or for wanting to hide them: it’s a reaction driven by fear.”

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💡 FuN: Mistakes are inevitable, and fear-based cultures make them more costly. Focus on understanding the causes rather than assigning blame. This fosters transparency and faster problem-solving.

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Sarah: “Start with compassion, and then show through your actions what it means to be brave.”

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💡 FuN: Teaches culture through behavior. Leaders who act with compassion and responsibility set the standard for how teams should respond to challenges and uncertainty.

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Sarah: “Be vulnerable, share your failures, and show others that they can do it too.”

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💡 FuN: Vulnerability in leadership normalizes learning. When leaders openly share their mistakes, it fosters psychological safety and encourages teams to take smart risks and innovate.

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Connect with Sarah!
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