remember that the airplane takes off against the wind,
not with it.
To use “headwind” to work for you rather than wearing yourself out is an art of primarily resilient people. But what exactly does it mean „to be resilient“ and more importantly how can an individual or even an organization become resilient and retain this quality?
The fact of the matter is that it just won´t work, at least not without any “headwind” at all or without a stumbling block, since these are the necessary challenges that teach us how we can turn the struggle of disadvantages into positive advantages. To acquire resources is therefore one of the most important components.
An additional component is to keep re-orienteering and reverifying oneself in order to make sure that you’re still going in the direction you wish to head in; or if you have gotten partially or completely disoriented, then to be able to know when to reach out for help where it is required. Therefore, although not everybody literally needs a north to orientate like pilots, everybody figuratively needs a north to find their way.
And even if you are moving in a direction where you advance towards your goal it may happen that you find yourself in situations in which you’d wish that you´d never experienced; or at least, that you had mastered better. Learning from these situations and seeing them as opportunities is of prime importance particularly for high reliability organizations as errors could have drastic consequences. Accordingly, executives play a special part as they are decisively responsible for effectively functioning teams. On the one hand, they have to structure and lead a team in a way that the team is able to stay capable of functioning effectively even in stressful situations in order to avert any damage; and on the other hand, they have to be able to simultaneously ensure that they make good decisions even in difficult situations so as to achieve satisfactory and positive results.
Regular training to improve and keep these skills is therefore as much a part of the job scope for all HROs as all their other job tasks. It is integral to their core objectives for them to be effective in accomplishing their overall goal of safety. However, this success is not only reserved for HROs. Anyone can learn this!”
For over twenty years I have had the pleasure to fly as a commercial pilot and since 2017 to lead my crew in its entirety as a captain. Being a pilot is a job which still brings great joy to me after all these years and which shows me consistently with all its challenges how vital CRM (Crew Resource Management) is. When I encountered CRM the first time as a flight student, I was so thrilled by these tools for a safer and more efficient teamwork that seven years later in 2004 I became a trainer for CRM myself and have been mainly training pilots and flight attendants on this subject with full conviction ever since.
With many years of practicing CRM and being far richer for the experience that training interpersonal competences really makes a difference in safety, I got motivated to broaden my knowledge about human factors and started, aside of my job as a pilot, to study psychology which I finished five years later with a master´s degree from the University of Groningen. During my studies I did a placement at the German Airspace Center (DLR) where the main task was assisting in the EU-Project HUMAN in developing a cognitive model of normative behavior of pilots in connection with new systems. My Bachelor thesis dealt with resilience over life span and my Master thesis concentrated on the influence of unconscious goals in pilots on emotional reactions after a critical decision.
Since then I have given different lectures about human factors, conceptualized seminars, workshops and have been training various organizations, mainly high reliability organizations (HROs) like the German armed forces, fire brigade, medical personnel and others in addition to my flying career.
EXTENDED VOCATIONAL TRAINING:
- PSI Skills
- CRM Refresher
- ZRM (Zürcher Resource Model)
- EAWOP Congress
You can only learn from the person who loves their subject,
not from the one who spurns it.
– Galileo Galilei
With all the services offered, I naturally orientate myself to your needs and design the training courses according to your requirements. A prior consultation, if desired, is therefore also a given.
Crew Resource Management /
Team Resource Management
Crew Resource Management came into being at the end of the 1970s when it became painfully clear that even with a perfectly functioning aircraft, a serious accident can occur if the crew does not work well together (Tenerife accident, 1977). Since then, more and more attention has been paid to the so-called “Human Factor” and over the years the cooperation between the crews has been improved, among other things, by a change in the selection of personnel, but above all with the help of many, sometimes very elaborate training of the crew members. As a result, a significantly safer air traffic could be created in the long term.These trainings deal with the most diverse factors that can bring out and strengthen the potential of each individual and in particular that of a team and thus of an entire organization; therefore, these training courses are no longer limited to the flying industry. The abbreviation “CRM” therefore sometimes also stands for “Company Resource Management” or is supplemented by the term “Team Resource Management” (TRM).Such training is particularly suitable for organizations that are looking for a way to make their company safer and more efficient together with their employees or to maintain the high standard of safety and efficiency they have already achieved.
Stress management training
(including building up resilience)
Stress is unavoidable in our everyday life and its negative effects are well known to most people. Whether it is the stress at work, the trouble at home or other burdensome circumstances does not play a decisive role. It is a fact that stress cannot always be avoided so easily, especially since studies have shown that stress can be contagious.
Therefore, it is even more important to have a good strategy for dealing with this stress so that you can manage it well, or in the best case even use it for yourself. It is particularly helpful to strengthen the “antagonist”, which in this case, for example, takes the form of resilience. The development and strengthening of the resilience of an individual can be taken into account here as well as that of a team or a company.
This training focuses accordingly on the handling of troubling factors and the development of resilience.
These training courses are intended in particular for acting managers or those who would like to undertake such a position.
Leading employees and teams in such a way that on the one hand they can and want to make the best possible contribution to the company’s goals; and that on the other hand, neither you as a manager nor your employees have to permanently push yourself or your employees to their limits. This can be a tightrope act that not many people manage at the first attempt; therefore, conflicts are often already pre-programmed.
Sometimes it becomes particularly delicate when you are suddenly appointed as the new team leader of your former peer group, and for this or other reasons you are met with challenges.
Conflict management is therefore an important part of these seminars along with leadership tools such as control, care, and feedback, as well as communication as an instrument for promising implementation.
Making decisions in difficult situations
Why do we sometimes find it so difficult to make decisions – after all, it is the “end” of a “struggle” that should actually bring us relief?
There are many very individual reasons why we are reluctant to make decisions and often we are not even aware of them. And even if we know why, it remains an unpleasant task that we can rarely avoid. It becomes especially difficult when we find ourselves in a dynamic situation, which is also perhaps time-critical, and in which the consequences of one or another decision may not even be foreseeable.
Becoming aware of one’s personal pitfalls that make it difficult to make decisions and at the same time having individual tools at hand that make it easier to make decisions are the main focuses of this training.
Coaching focuses on individual progress in relation to specific, selective skills. The group size is usually smaller up to a one to one coaching to enable more intensive work. At the beginning, there is a detailed discussion of what needs to be trained in particular. Often these are groups of people who already know and use their strengths well and just want to improve in these areas.
Learning and practicing mental training is often an important element here as is the constant application of self-reflection. In addition, other methods are also used such as parts of the Zurich Resource Model or diagnoses to determine individual competencies.
Coaching is therefore particularly suitable, for example, for flight students and pilots as well as for all those who would like support in developing their strengths.
A seminar, training, or coaching is not everyone´s desired means of choice especially if there is a lack of time or other reasons. In this case, a comprehensive consultation can be expedient and sufficient. This applies to individuals, teams or entire organizations.
In the case of a desired training, the consultation and creation of a training plan is naturally included in the service.
The focus of the lectures and presentations is on aviation and a person´s motivations to do or not to do things. Safety and the directly related error culture are the main pillars of this and not only in a professional context.
In addition, it is quite exciting that parallels to other organizations can often be drawn, thus such a presentation could also be done interactively
Tell me – and I will forget.
Teach me – and I will remember.
Involve me – and I will understand.
de Beaufort Trainings