About
Team Resource Management (TRM) is the third course in the Leadership PRO series from CAVU, The RelyOn Leadership Academy. It builds the non-technical skills that high-performing teams rely on in high-risk, high-tempo environments—leadership, communication, teamwork, situational awareness, and decision-making—so teams can perform reliably when conditions change.
TRM is especially valuable for operations with complex interfaces (multiple roles, contractors, cultures, handoffs, and shifting risk). It translates proven team-performance concepts into practical behaviors teams can use immediately.
Target Audience
- Operations and maintenance teams working in dynamic, safety-critical environments
- Frontline leaders and supervisors responsible for team performance and risk control
- Cross-functional teams (Ops, Maintenance, HSE, Engineering, Planning) working together under pressure
- Contractor-heavy environments where alignment, communication, and shared expectations matter
- Organizations with global / multicultural workforces who want stronger intercultural communication
You Will Learn
- The history and purpose of TRM and why it matters in high-risk operations
- How leadership behaviors directly impact TRM and team performance
- Core team communication concepts and what breaks down under pressure
- Communication best practices that improve clarity, alignment, and follow-through
- How to navigate intercultural communication challenges in global operations
- Teamwork skills, behaviors, and actions that prevent errors and strengthen execution
- Lessons learned from a teamwork case study (Blue Angels accident) to reinforce practical takeaways
- How situational awareness works, how it degrades, and how to recognize the warning signs early
- Situational awareness skills teams can use to stay ahead of changing conditions
- Practical decision-making processes for teams operating with time pressure and uncertainty
- Human error: why it happens, how it shows up operationally, and how to reduce its impact
- Lessons learned from a human error case study (Titan minisub) to connect concepts to real outcomes
- How cognitive biases influence judgment, risk perception, and decision quality
- Why human factors matter to safety and performance in real-world operations
- How stress (environmental and mental) affects performance—and what leaders/teams can do about it
- How fatigue and physiological factors degrade awareness, reaction time, and decisions
- How complacency and other psychological factors create risk during normal operations
- How mental health can influence performance, team dynamics, and safety outcomes
- How human factors connects to behavioral safety—improving behaviors without oversimplifying people