DEL (Doctorate of Executive Leadership)
Human Behavior Consultant
Professional Speaker and Presenter
Dr. Shari Frisinger, a behavioral analyst, works with leaders on ‘maintaining their composure when they really want to strangle someone’. Her human factors programs raise awareness of potentially disruptive or unsafe behaviors (there are many more than you think!) and provide solutions to strengthen safety culture by everyone “playing nice in the same company hangar”. She has researched the “why” of behaviors and has worked with leaders to improve the culture of their department – whether it’s safety (which begins and ends in your mind), customer service (adapting to them, not vice versa), recognizing and perfecting the best of your people.
Dr. Shari has merged her doctoral dissertation on crisis leadership and her ERAU graduate research project on personalities in the cockpit to create programs that address core issues and solid behavior-modifying techniques. The result: a stronger SMS culture and a more unified higher performing team. All of which directly affects your bottom line.
A dynamic keynote speaker, corporate trainer, consultant, executive coach and facilitator, Dr. Shari Frisinger has impacted the bottom line of organizations for decades.
Dr. Shari designs and conducts hands-on, real-world workshops and executive one-on-one coaching tailored to leaders that want to improve their bottom line through enhanced internal and external situational awareness. She is Professor-teaching leadership courses at the undergraduate and graduate level and wrote a monthly article for DOM Magazine. She has served on the NBAA Safety Committee and Professionalism Subcommittee and has presented at many NBAA and other aviation conferences and events.
What if I told you there was one set of core learnable skills that is the foundation for influential leadership, proactively resolving conflict, building cohesive teams and extraordinary customer service … would you be interested?
Are you, your own worst enemy? Do you let your environment control your reactions? Are you considered erratic, toxic or difficult to work with? Studies have revealed that the top two primary causes of executive failure involve working with others – if a you cannot engage others, disaster can result. The good news is that skills that contribute to being successful in the “people” areas are developed and teachable skills -- you can learn how to interact more masterfully with others.
How to maintain your composure --- when you really want to strangle someone!
How many times have your words and/or actions been misunderstood and you were called out in front of your colleagues, clients, or others? People’s reactions towards each other and situations can quickly create stress and lower morale. When challenged or overwhelmed – are you able to clearly hear what others are saying? When your emotions erupt, you lose control of your minds and your words. The question remains: Can you control your emotions before they do you damage? What you get: methods to stop your kneejerk reactions and handle tense situations with professionalism.
Emotional LIEs (Labor, Intelligence and Exhaustion) and Controlling Crises
Emotions are the foundation of your thoughts and actions; thoughts and actions follow the direction of your emotions. As a leader, you must first master your own mental and emotional states and demonstrate confident composure under fire. “Faking it” takes energy, which leads to exhaustion and slower response time. This program delves into the first step of change: what causes rash reactions. This develops a productive climate for people to work together and fosters team synergy. What you get: awareness methods to minimize stress and an early means to detect and thwart tension.
Self Preservation in the business aviation world: What every leader needs to know when considering change
“Change” is a word that elicits excited responses and fear reactions. This six-letter word can easily and quickly invoke the fight-flight reaction. As a leader contemplating change, it is imperative that you are aware of how each of your team members will react – and more importantly, understand and accept why they are experiencing this reaction. This program presents several clear and definite reasons why people resist, run from or stubbornly refuse to accept change – despite your logical and objective reasoning. It’s not logical or objective. It is emotional.
Note: All programs are based on the results of Dr. Shari’s doctoral dissertation
and her on-going research.
CRM to Increase Your Leadership and Safety
"Awareness Discover alternate ways to break the error chain”
Your crew is the ultimate driver of safety. Working together ~ whether in the cockpit or on the ground ~ is critical. How do your flight department personnel stack up in their relating to the other crew members?
Dr. Shari presents cutting edge research on how emotions affect everyone’s attitudes and behaviors, and the influence on safety it has on your operation. Working side by side, pilots, schedulers and dispatchers, flight attendants and mechanics need patience and methods to diffuse power struggles. Interactions with CRS’s, passengers, executives can be improved by using the same techniques.
You’ll learn from Dr. Shari’s interactive session proven systems to more suitably respond to external and internal situations and not react with ‘emotions’. In addition, you’ll minimize frustration and stress in your interactions.
Leadership Awareness for the Progressive Thinker
“It begins with self-awareness and managing risk”
Business executives recognize that emotional intelligence (EI) is a major determinant of the success of individuals and ultimately the company’s bottom line. A high level of EI encourages adaptability and empowers positive attitudes. People are savvier in handling relationships and can more easily handle challenging situations.
Those leaders that are aware of their own triggers are more flexible and resilient—which leads to greater confidence in their leadership abilities from themselves and their followers.
It does make a difference what you do and say. Your words and actions have an impact on your company. You have a greater influence in the thoughts and feelings that drive team members’ actions. Your effectiveness is based on how well you are able to discern others’ unspoken meanings and take appropriate action—or inaction.
You will explore the underlying motivation behind your behaviors and create your own action plan to negate unproductive thoughts and actions.
Leadership Awareness in Conflict Situations
“Don’t use your 21st century mindset to counter their primal reactions”
Conflict does not necessarily need to bring about angst, anxiety and worry. From conflict, innovation and creativity can emerge, much like a phoenix rises from the ashes. As a leader, it is critical that you understand the emotional sources of the conflict. After this discovery, you can proactively diffuse power struggles and capitalize on the tension.
We can see conflict as a personal attack or a threat to our survival. In this view, our emotional options are limited: stay and fight, flee from the situation or freeze and hope we become invisible. None of these emotional reactions bring about the most productive outcome. Yet it is a natural, primitive survival technique.
This unique program is built around cutting edge research into human behavior and is firmly grounded in the disciplines of leadership and social psychology. Dr. Shari will share her latest research findings on what we perceive is threatened and why we retaliate and fight.
Ethics, and ethical behaviors, are critical to your reputation and to a successful company.
Some ethical situations are black-and-white. Most are not – depending on your perspective, the visibility of the situation and the consequences of your actions. Acting ethically can fall in a wide and deep grey area.
What is ethical to you may not be ethical to me. For instance, is incompetence unethical? Most people say, “it depends.” Furthering that thought promotes an in-depth discussion and raises awareness to many different facets.
This course presents seven traits that begin with “IN” and explores the ethical implications of each.
The Human Side of Human Factors
Both the FAA and the CAA define ‘human factors’ in a similar manner. In short, human factors is performing at your absolute best in your current surroundings.
This program focuses on communications and relationships; emotions and resilience; stress and conflict; and how the intermingling of these elements affects your safety program. It will shed light on mistakes and who the human side of safety, errors, misjudgments and miscalculations.
Included in this course are communication styles, TEA Tornado™, emotional intelligence, different types of demands and distractions, stages of conflict, and more. It’s a complete package in one course; the sections can be taken separately or consecutively.
This course presents a different perspective to safety and the single biggest threats to safety: the brain behind your mind.
“A satisfied customer is the best business strategy of all”
Maintaining a competitive edge in business aviation by ensuring your employees provide exceptional service is the key to success! This customized course, using proven communication skills and techniques using your products and services, your process and your clientele knowledge.
These courses are highly interactive and focus on consistency, communication and troubleshooting skills, and conducted in an entertaining and engaging manner.
Exceptional customer service providers instinctively know what their clientèle need and what they want – and recognize the difference. They understand how to talk to their clientèle, including what words more positively influence the relationships.
"Captainitis" is the logical fallacy where subordinates in a group blindly follow orders based on someone’s perceived authority.
Captain's infected with "Captainitis" are so absorbed in their own world that they lost their situational awareness.
Communicating in the manner in which the other
person needs to hear.
It wasn’t what I said, it’s what he thinks he heard.