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Table 3 Qualities of a Professional Operator
As well as having a good knowledge of operations, procedures and technical subjects and good handling skills - a professional operator is a person who: 
. Is calm, relaxed and unflustered . Has control of the situation and can see the big picture . Is flexible and sensible with procedures . Is clear and precise . Is open and honest . Is patient and forgiving . Debriefs directly but fairly, and focuses criticism on how to improve . Is reliable and consistent . Is approachable and open to ideas . Is conscientious and enjoys their work . Listens well and demonstrates an understanding of other people’s positions . Is confident, modest and reserved . Plans well, is aware of what is going on and thinks ahead . Lets others know what they are thinking and planning . Makes good decisions and involves others in the process . Sets an open climate by offering to both give and receive criticism . Admits to things that they don’t know . Treats everyone equally and part of the team . Reviews their own performance candidly . Is friendly and has a sense of humour . Delegates, trusts and recognises work . Motivates by example and giving praise 

Table 3 Qualities of a Professional Operator

and not someone who as well as being incompetent: 
. Is insensitive, pompous and aggressive . Is impulsive, unprepared and unpredictable . Is confrontational and deliberately obtuse . Demoralises others by nitpicking and blaming them . Is selfish, individualistic and self centered . Is judgmental and critical . Is disloyal, devious and rude . Says little . Has little respect for others . Is unaware . Has a closed mind and rigid views . Is overconfident, arrogant and autocratic 

References and Useful Additional Reading
a) GIHRE. Enhancing Performance in High Risk Environments: recommendations fo rthe use of Behavioural Markers. July 2001. http//www2.hu-berlin.de/GIHRE.
b) O'Connor, Flin, Fletcher and Hemsley. Methods Used to Evaluate the Effectiveness of Flightcrew CRM Training in the UK Aviation Industry. 2002.
c) O'Connor, Flin, Fletcher and Hemsley.Literature Review. Methods Used to Evaluate the Effectiveness of Flightcrew CRM Training in the UK Aviation Industry. 2002.
d) Behavioural Markers for Crew Resource Management. CAA Paper 98005. 1998 Printed by Documedia www.documedia.co.uk.
e) Joint Aviation Requirements: Translation and Elaboration of Legislation (JARTEL). www.sofreavia.com/jartel/.

Appendix 12 The "Short Guide"
This Appendix includes a copy of "The Short Guide to Performance Standards for CRM Instructors" - v.4 (Jan/03).
The purpose of this Short Guide is to establish industry standards for CRM Instructors (CRMIs). It gives guidance and information to operators, providers of CRM training and CRM Instructors, on the necessary standards of competence.
Further information is provided in the ‘Guide to Performance Standards for Instructors of Crew Resource Management Training in Commercial Aviation’ dated September 1998. However, the contexts in that document differ from those here, which are aligned with those in CAA Standards Document 29 Version 1 dated 18 September 2001.
　
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