This blog is inspired by Jim Ewing’s book Braving Uncertainty, a powerful exploration of leadership at the edge of change. Ewing describes how leaders often find themselves standing on a precipice “where talent and vision meet uncertainty, fear, and wide-open possibility”. It is in this space that true learning occurs—not through safe, shore-bound instruction but through supported experience. It is also where authentic connection is tested—not through rescue, but through presence.

In today’s often uncertain and complex corporate landscape, particularly in high-stakes environments like health and social care, we’re often tempted to sacrifice learning and connection in favour of control and quick fixes. 

At times we find ourselves driven by a desire to protect and problem solve or an instinct to rescue struggling teams or individuals.  On the surface this looks like genuine support but it inadvertently creates a risky & harmful dependency. 

This blog explores these leadership dynamics through the metaphors of lighthouses and lifeboats, shore commanders and helicopter rescues. It challenges traditional models of change leadership and offers a framework for fostering learning and connection, not through more sophisticated rescue techniques, but by fundamentally shifting how we are present with teams through change.

At its heart, this is a call for a leadership approach that honours both the necessity of growth and the human experience of transformation. It is built on the belief that learning and connection are not just idealistic values but the foundation of sustainable transformational change.

Three Common Styles of Leadership

As a leader we face a fundamental choice in how we guide our teams a choice that directly impacts both learning and connection. Below I outline three of the most common styles of leadership I’ve used, experienced and witnessed. 

The Lighthouse

The lighthouse leader gently illuminates a path, showing that a way through the storm is possible. They create conditions for authentic learning through experience while maintaining connection through consistent presence. They understand that true learning requires both the freedom to explore and the security of a guiding light. This approach builds not just capability but trust—the foundation of meaningful connection.

However, while this style of leadership is highly effective in day-to-day situations, it is often not impactful enough when transformation across entire organisations or systems is required. In large-scale change, leaders need to go beyond guidance and create the conditions for deep, structural shifts. If a lighthouse leader’s presence is too distant or passive during major transitions, teams may struggle to take the necessary leaps into the unknown.

The Lifeboat

The lifeboat leader, though well-intentioned, disrupts both learning and connection. While they may create a temporary learning experience by allowing their teams the feel of being in the water they quickly offer the safety of their lifeboat, instructing their teams to jump on board as soon as they’re out their depth. More subtly, they damage connection by establishing a dynamic of dependency rather than partnership. Their teams learn to wait for rescue rather than developing their own capabilities.

The Shore Commander

This is the most restrictive approach—one that fears both learning and connection. Leaders here keep the rules and controls so tight that those they lead get no experience of the tide. They keep their teams at the shoreline, where every move can be seen and managed.

This control masquerades as care but actually prevents both the learning that comes from experience and the deep connection that grows through facing challenges together.

Over time many become happy paddling here where the beach meets the gentle ripples of the ocean; they have no desire to swim further in.

This apparent contentment hides a deeper problem. When times become tough (and they always will) and change is no longer optional, those who have been kept safely on the shore will suddenly find themselves plunged into deep water without the ability to swim. The lack of learning opportunities leaves them vulnerable, and the superficial nature of shore-bound connections leaves them isolated just when they need support most.

The Helicopter Rescue Syndrome

Whilst the above leadership styles have been around for some time I have noticed development of an additional leadership style, or maybe syndrome? Perhaps we have developed this out of the complexity and uncertainty we all now inhabit. Our attempt to settle our nervous system and have quicker impact with less harm. 

I’ve called this the Helicopter Rescue Syndrome, and we’re all susceptible to it. This syndrome initiates a pattern that, despite its dramatic interventions, ultimately undermines both learning and authentic connection causing severe long term harm that can take years to reverse. 

The Initial Response

When we enter this leadership mode, we are pleased to have access to our circumstantial, hierarchical power we’ll call this our helicopter. 

We believe that our elevated position gives us the perfect vantage point to orchestrate a rescue. This physical and emotional distance, while feeling safe, actually erodes the very connection needed for sustainable & transformational change.

The Data Dump

Our first instinct in the helicopter is to drop in essential supplies, typically in the form of data and analytics. We rain down reports and metrics, hoping that by showing how dire the situation is, we will reinforce the need for urgent action from those below. 

But drowning people don’t need proof they’re drowning; they need supported opportunities to develop their swimming skills within a relationship of trust.

The Tool Drop

If the data does not have the hoped for effect we attempt to share different tools that have been successfully used in past rescues, whether by ourselves or others. We throw these down like life jackets, assuming they will provide immediate support.

But the problem is that these life jackets were designed for different people, in different waters, under different conditions. They may not fit the individuals currently struggling, nor the specific challenges they are facing. When we rely on pre-packaged solutions rather than supporting teams in developing their own capabilities, we inadvertently undermine both learning and connection.

The Final Descent

Eventually, a limit is reached. The rescuers take the last fateful action—dropping in themselves and physically pulling the drowning people out. This dramatic intervention completes the cycle of dependency—replacing learning with reliance, and connection with control.

The Exhaustion Cycle

Not one of us does this deliberately, yet we all do it.

The pull of the rescue mission is so compelling that, at any given time, we are both part of the rescue team and the ones being tossed about in the waves awaiting rescue. 

This cycle exhausts everyone because it works against two fundamental human needs

1. The need to learn through supported experience

2. The need for genuine connection through challenges

A Framework for Deeper Support and Transformation 

Level 1: The Expert’s Answer

At its most basic, support looks like expert problem-solving. This level creates a connection based on knowledge transfer, but neither deep learning nor connection can thrive on expertise alone.

Level 2: Transformative Inquiry

When people face uncertain, complex challenges, our role shifts from expert to learning partner. Jim Ewing suggests writing down all the advice we want to give but not offering it, creating space for genuine dialogue, relationship, and discovery.

Level 3: The Power of Presence

The highest form of support comes when there is nothing to be said or done—only presence. In these moments, we become an affirming presence, holding space for deep learning and connection to emerge naturally.

Creating Conditions for Growth

From Rescue to Presence.

Rather than swooping in with pre-made solutions or tight control, effective leaders:

• Illuminate possibilities while allowing others to navigate their own path

• Stay present during struggles without rushing to fix

• Create frameworks for thinking rather than providing answers

• Honour learning through experience while maintaining supportive connection

The Courage to Stay Present

True leadership is not about rescue or control, but about creating the conditions where people can truly learn and connect.

Like a lighthouse, we illuminate possibility while honouring others’ journeys through uncertainty. We resist the urge to rescue, instead trusting in the power of presence.

This is how we support genuine transformation. This is how we lead.