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The power of diverse thinking
In her time as a fighter pilot, Mandy learnt first-hand the power of diverse thinking, also known as diversity of thought or cognitive diversity. This ability to consider a variety of different ideas, perspectives, and approaches when solving problems or making decisions that can be applied in the cockpit or the boardroom, it’s the range of experiences, expertise, and perspectives that arm a team to tackle the most complex challenges.
Cognitive diversity is a game-changer. It breaks down hierarchies, fosters constructive dissent, and pushes us to reconsider where the best ideas truly emerge from.
It’s not just about strengthening the team – it’s about enabling individuals to step beyond their echo chambers and unlock their full potential. The lessons Mandy has carried from the skies to the workplace are clear: success lies in harnessing the collective intelligence of those around you.
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Am I supposed to be here?
Many of you will be thinking, ‘we are not in the aviation business so what does this all have to do with us?’
Mandy unequivocally believes that decades of lessons learnt in the high-risk aviation industry can be applied to any organisation that works for, or with people.
For corporate clients, Mandy's personal experience of teamwork, leadership, crisis management, and how to deal with human error translates seamlessly into your boardroom.
Mandy will build your specific objectives into an entertaining, informative, and dynamic talk that will leave a lasting impression.
Redefining crisis management
A crisis is characterised by three key elements: a threat, an element of surprise, and limited time to respond.
Through tailored models, Mandy helps organisations shift their mindset and approach to crises, moving from reactive to proactive thinking. By changing attitudes toward crisis management, it is possible to emphasise its importance as a core component of business planning—on par with any other strategic initiative.
By practising realistic scenarios, teams become familiar with programmed responses, ensuring that when a crisis arises, they can act decisively and effectively, turning potential chaos into controlled, confident action.
Supportive managers are crucial
Teaching managers how and when to flex their leadership styles will help them tune in better to employees’ changing needs and help employees. Understanding employees’ own natural working styles is a very effective way of building cohesiveness and understanding within teams and can be done at no cost other than an hour or two of time. It’s the understanding of what makes the members of your team tick.
Employees feel more engaged when they understand the vision and strategy their company is following and what their role in it is. We look at the communication skill, which should be as much about listening as sharing and should empower employees to talk about what concerns them.
Sharing the concerns across the company can further embed a culture of involvement. If employees feel that they have a voice and that voice is not just heard but acted upon, then the benefits can be enormous.
Building an open and just culture
Organisations should focus on creating a culture that acknowledges a simple truth: even the most competent professionals can make mistakes and may develop unhealthy habits over time, such as shortcuts or routine rule-breaking. However, lines should be drawn when it comes to reckless behaviour, maintaining zero tolerance in such cases.
This shift encourages open conversations and reporting when mistakes happen. Threats can be identified and informed, risk-based decisions can be made that strengthen our operations.
Without an open and just culture, you’re essentially flying blind — unable to see where the real risks lie or how to address them effectively. True progress comes from trust, accountability, and a commitment to learning from every situation.
A new perspective on risk and resilience
Risk is often defined as the probability or threat of damage, injury, loss, or other negative outcomes resulting from vulnerabilities. While this definition covers the basics, it leans heavily on a problem-focused mindset.
But today’s fast-paced, ever-evolving world calls for a fresh approach—one that views people not as potential liabilities but as invaluable sources of insight, creativity, and wisdom. This new mindset shifts the focus from avoiding failure to building trust and fostering positive outcomes.
True risk management isn’t just about avoiding negatives; it’s about cultivating the capacity to make things go right. It’s about moving beyond a narrow focus on safety to embracing resilience—the ability to adapt, recover, and thrive in the face of challenges.
It’s time to reimagine risk as an opportunity to strengthen and innovate, not simply as something to fear.
The power of debriefing
As a pilot, Mandy routinely took part in debriefing sessions. In the debrief room, rank and hierarchy are set aside and everyone has an equal voice, fostering an environment where speaking up is not only encouraged but essential.
In any organisation, after every project, mission, or milestone, it’s imperative to take time to debrief. This isn’t just a nicety – it’s a vital opportunity to learn, improve, and grow as a team.
Using a structured process, we examine:
- What happened (the facts)
- Why it happened (the cause)
- How we can improve (the cure).
This method is about continuous improvement, ensuring that every experience – success or failure – becomes a stepping stone toward better performance.
Mandy will equip you with practical tools to implement these techniques, helping your team enhance its performance every single day.
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