How to Pass a Pilot Group Exercise at an Airline Assessment

A group exercise is a common part of an airline pilot recruitment or cadet selection process. Although the task itself may appear relatively straightforward, the real purpose is usually to allow assessors to observe how you communicate, make decisions, manage time, deal with disagreement and work with people you may never have met before.

The key to performing well is not to dominate the discussion or prove that you are the natural leader. Equally, sitting quietly and allowing everyone else to make the decisions is unlikely to produce a strong assessment. The best candidates usually sit somewhere between the two: they contribute useful information, listen carefully, help the group stay organised, challenge ideas when necessary and encourage other people to contribute.

In other words, they behave much like a good pilot should behave when operating as part of a crew.

This guide explains what normally happens during an airline pilot group exercise, what assessors are likely to be looking for, the common mistakes candidates make and how you can prepare effectively.

What Is a Pilot Group Exercise?

A pilot group exercise is normally part of the non-technical element of an airline assessment or selection process. A group of candidates is given a problem, scenario or decision to work through within a limited period of time.

The task might involve:

• Ranking a number of options in order of priority.
• Allocating limited resources.
• Planning an operation or project.
• Resolving a problem.
• Evaluating several competing solutions.
• Reaching an agreed group decision.

The scenario may be aviation-related, but it does not have to be. Some airlines use operational-style scenarios, while others deliberately use subjects that have nothing to do with flying.

The important point is that the scenario is mainly a vehicle for assessing your behaviour. The assessors are interested in how you interact with the group, how you process information and how you contribute towards reaching a sensible outcome.

The exercise may take place face-to-face around a table or remotely as part of an online assessment.

Why Do Airlines Use Group Exercises?

Pilots rarely work in isolation. During a normal working day you may need to communicate and cooperate with the other pilot, cabin crew, air traffic control, engineers, dispatchers, operations control, ground staff and numerous other people.

When something unusual happens, effective teamwork becomes even more important. Airlines therefore need pilots who can operate effectively within a multi-crew environment rather than individuals who are simply technically capable of flying an aircraft.

A group exercise gives recruiters an opportunity to observe those behaviours directly. Rather than simply telling an interviewer that you are a good team player, you have to demonstrate it.

What Are Assessors Looking For?

Every airline has its own recruitment process and scoring system, but the behaviours assessed during a group exercise closely resemble the non-technical competencies used throughout professional pilot training and airline operations.

Assessors are likely to be interested in areas such as:

• Communication: speaking clearly and concisely, listening properly, clarifying information and responding appropriately to other people.
• Leadership and teamwork: taking initiative when useful, supporting others, encouraging participation and helping the team achieve its objective.
• Problem-solving and decision-making: identifying the real problem, considering different options, assessing risk and helping the group reach a sensible decision.
• Situational awareness and information management: understanding the information available, identifying missing or conflicting information and recognising when circumstances change.
• Workload and time management: prioritising effectively, keeping track of time and preventing the discussion becoming bogged down in less important issues.

None of these require you to be the loudest person in the room. Good leadership in aviation does not mean continuously telling everybody else what to do. Sometimes it means suggesting a plan, sometimes it means asking the right question, and sometimes it means recognising that somebody else has a better idea and supporting them.

Don’t Try Too Hard to “Show Leadership”

One of the most common mistakes candidates make is arriving at the assessment determined to demonstrate leadership at every opportunity. They speak first, volunteer to chair the group, become the timekeeper, take the notes and attempt to control every stage of the discussion.

This can have exactly the opposite effect to the one intended. An airline is looking for somebody who can work effectively within a crew. A candidate who talks over colleagues, dismisses ideas or tries to control everything may actually demonstrate poor teamwork, regardless of how confident they appear.

Instead of thinking, “How can I show the assessors that I am a leader?”, ask yourself:

“What does this team need from me right now?”

That usually produces much more natural and effective behaviour.

You Still Need to Contribute

There is an opposite problem as well. Some candidates become so worried about appearing dominant that they barely say anything.

If the assessors cannot observe your behaviour, it becomes very difficult for them to assess you. You therefore need to contribute, but the emphasis should be on quality rather than quantity.

A candidate who makes six useful contributions may perform considerably better than somebody who talks continuously for twenty minutes without helping the group progress.

Try to make your contributions achieve something. For example, you might:

• Introduce useful information.
• Clarify a point that is unclear.
• Identify a risk or limitation.
• Develop somebody else’s idea.
• Help resolve a disagreement.
• Bring the discussion back to the objective.
• Help the group reach a decision.

Start by Understanding the Objective

When the exercise begins, resist the temptation to immediately start solving the problem. First make sure the group understands exactly what it has been asked to achieve.

A useful early contribution might be:

“Before we start looking at the individual options, can we just confirm what our main objective is?”

This sounds simple, but groups working under time pressure frequently start discussing details before everybody fully understands the task. Clarifying the objective gives the discussion structure and demonstrates both situational awareness and planning.

Check Whether Everybody Has the Same Information

This is particularly important in some pilot recruitment exercises. Candidates may not all be given exactly the same information.

Your briefing document might contain a fact, restriction or priority that another candidate does not have. Likewise, somebody else may have information that is not included in your own briefing.

A sensible early question can therefore be:

“Has everyone been given the same information, or does anyone have any additional constraints or details?”

Do not automatically assume that everybody’s briefing pack is identical. In some exercises, finding and combining information held by different members of the group may be part of the task itself.

Separate Facts From Assumptions

Strong candidates tend to establish what they actually know before making a decision. If somebody says, for example, that one option is “obviously cheaper”, consider whether the information provided actually confirms that.

You could respond:

“That could be the case, but do we have any cost information to confirm it?”

This is useful because it challenges the assumption without challenging the person. Pilots constantly need to distinguish between known information, assumptions and unknowns when making operational decisions, and the same discipline can be useful in an assessment environment.

Give the Discussion Some Structure

If nobody else has suggested a method, helping organise the discussion can be a very effective contribution. You do not need to appoint yourself as the group’s leader to do this.

For example:

“We’ve got four options and twenty minutes. Shall we quickly identify the advantages and risks of each, then compare them and aim to make a decision with about five minutes remaining?”

That is a good example of practical leadership. You have considered the objective, recognised the time available and suggested a sensible plan, all without trying to take control of the group.

Don’t Become Obsessed With Being the Timekeeper

Volunteering to monitor the time can be useful, but some candidates appear to treat it as a guaranteed way of scoring points. It isn’t.

If somebody else has already volunteered, there is no reason to compete with them for the role. What matters is whether the group manages its time effectively.

If ten minutes remain and the discussion is still stuck on the first option, you could say:

“We’ve got about ten minutes left and still need to consider the other two options. Shall we move on and come back to this if we have time?”

That demonstrates situational awareness and workload management much more effectively than repeatedly announcing how many minutes remain.

Listen Properly

Listening is one of the easiest behaviours to claim and one of the hardest to fake. Do not simply remain silent while waiting for your next opportunity to speak.

Listen to what has actually been said and then build on it. For example:

“I think Sarah’s point about the weather risk is important. If we combine that with James’s concern about fuel availability, option three might give us the greatest margin.”

This is a strong contribution because you are integrating information provided by other members of the group rather than simply broadcasting your own opinion.

Encourage Quieter Candidates

Airline crews contain different personality types, and some people naturally speak more than others. If somebody has contributed very little, giving them an opportunity to speak can demonstrate good teamwork.

You might simply say:

“Alex, we haven’t heard your view on this one yet. What do you think?”

The important thing is not to overdo it. If you repeatedly invite quieter candidates to speak, it can start to look forced and rehearsed. The aim is to make better use of the team’s available resources, not to demonstrate that you have memorised a group exercise technique.

How to Disagree Without Creating Conflict

At some point somebody may suggest something you strongly disagree with. That is not necessarily a problem. In fact, it gives the assessors an opportunity to see how you deal with disagreement.

Avoid responses such as:

“No, that’s wrong.”

Instead, challenge the idea using reasoning:

“I can see the advantage of that option. My concern is that it leaves us with very little margin if the situation changes. Would option two reduce that risk?”

You have still disagreed clearly, but you have done it professionally. This is much closer to good cockpit communication, where pilots need to be sufficiently assertive to raise concerns while remaining constructive and respectful.

Don’t Automatically Agree With Everybody

Trying to be agreeable throughout the exercise can be just as damaging as being overly confrontational. Good teamwork does not mean agreeing with every suggestion.

If there is a genuine problem or risk, say so. An assessor is unlikely to be impressed by a candidate who recognises that the group is heading towards a poor decision but remains silent because they do not want to create disagreement.

Raise the concern, explain your reasoning and then listen to the response. If the group subsequently makes a reasonable decision that differs from your preferred option, support the group rather than repeatedly trying to reopen the argument.

Dealing With a Dominant Candidate

Occasionally one member of the group will talk continuously, interrupt other people or attempt to control the exercise. Do not get dragged into a competition with them.

Remain calm, acknowledge their useful points and try to reopen the discussion to the rest of the group. For example:

“That’s a useful point. I’d also be interested to hear whether anyone sees any disadvantages with that option.”

Remember that the assessors can see the dominant behaviour as well. You do not need to defeat the other candidate. You need to demonstrate how you deal with a difficult team dynamic.

Be Prepared for New Information

Some group exercises include a change in circumstances part-way through the task. The assessor might introduce a new restriction, a different priority or additional information that affects the group’s original plan.

Do not view this as an inconvenience. It may be one of the most important parts of the exercise because it allows the assessors to see whether the group can adapt.

If the new information changes the situation, acknowledge it:

“That changes one of the assumptions behind our original decision. Shall we quickly reassess the options against the new information?”

Changing your mind when the evidence changes is not a weakness. In aviation, persisting with a plan simply because it was the original plan can be a much bigger problem.

What Might a Modern Airline Group Exercise Look Like?

There is no universal airline group exercise, and recruitment processes change regularly. However, recent candidate experiences from airlines such as easyJet show the type of structure that can be used.

A typical exercise may involve:

• A short period of individual reading or preparation.
• Information that needs to be shared between candidates.
• A limited period for group discussion.
• Several competing options or priorities.
• A requirement to reach an agreed decision.
• New information or a change in circumstances part-way through the task.

The exact scenario is much less important than the behaviours being assessed. Trying to memorise the details of a previous airline exercise is therefore of limited value.

Prepare for the process, not the answer.

What If There Is No Correct Answer?

Many group exercises are deliberately designed so that there is no obvious perfect solution. Different options may have different advantages, risks or consequences, which gives the group something meaningful to discuss.

Do not waste half the exercise trying to discover the hidden answer you think the airline wants. Instead:

• Identify the objective.
• Establish the important criteria.
• Consider the available options.
• Assess the advantages and risks.
• Make a reasoned decision.
• Review the decision if circumstances change.

The final answer may matter, particularly if the group has ignored important information, but your contribution to the decision-making process is usually much more revealing than simply selecting a particular option.

Think Like a Pilot, Even if the Scenario Isn’t About Flying

A group exercise about organising an event, choosing a business strategy or allocating rescue equipment may initially appear completely unrelated to aviation. The subject itself is not the main issue.

Approach the task using the same thought process you would expect on a flight deck:

• Establish the objective.
• Gather the available information.
• Identify the constraints.
• Consider the options.
• Identify the risks.
• Make a decision.
• Monitor whether that decision still makes sense.

This is much more useful than trying to force aviation knowledge into a scenario that is not actually testing it.

How to Finish the Exercise Well

As the exercise approaches its time limit, the discussion needs to move towards a decision. If nobody else recognises this, it is perfectly reasonable for you to intervene.

For example:

“We’ve got about four minutes left. I think we’ve narrowed it down to options two and four. Shall we agree which one we’re going with and make sure we’ve captured the reasons?”

Once the group reaches its conclusion, a short recap can be useful. Confirm the decision, the main reasons behind it and any significant risks or considerations.

If a presentation or summary is required afterwards, make sure everybody understands what the group has actually agreed. Reaching the end of the exercise with different candidates believing that the team has selected different solutions is an obvious sign that communication has broken down.

Online Pilot Group Exercises

Virtual assessments create slightly different challenges. Normal conversational cues can be harder to read, small audio delays can lead to people talking over each other and candidates can appear disengaged if they spend too long looking down at notes.

Before an online assessment:

• Test your camera and microphone.
• Use the most reliable internet connection available.
• Choose a quiet location.
• Make sure your face is clearly visible.
• Keep your notes brief and easy to refer to.

During the exercise, be slightly more deliberate with communication. Avoid fighting for the floor if two people start speaking simultaneously. A simple “Sorry, you go ahead” can demonstrate more about your teamwork than whatever point you were about to make.

Body Language Matters

Communication is not limited to what you say. Your body language can also influence how you come across.

Try to look engaged but relaxed. Look towards whoever is speaking rather than constantly looking at the assessors. Avoid rolling your eyes, shaking your head dismissively or appearing visibly irritated when somebody disagrees with you.

One common mistake is directing comments towards the assessor rather than the group. Remember that the assessor is observing the exercise; the other candidates are the people you should be working with.

Remember People’s Names

If introductions take place before the exercise, make an effort to remember people’s names. Using somebody’s name naturally can help the discussion feel more professional and cooperative.

For example:

“Emma, I think you mentioned another restriction earlier. Does that affect this option?”

There is no need to force names into every sentence. Used naturally, they can improve communication. Used excessively, they can sound rehearsed.

Don’t Perform for the Assessors

Candidates sometimes become so focused on demonstrating competencies that their behaviour becomes artificial. They repeatedly announce the time, manufacture opportunities to resolve disagreements or continually invite quieter candidates to speak because they believe these actions will score points.

Experienced assessors are likely to recognise behaviour that feels forced. The best way to demonstrate teamwork is simply to work effectively as part of the team.

Concentrate on helping the group perform well rather than trying to collect imaginary competency points.

A Useful Mental Model During the Exercise

When deciding whether to speak, ask yourself:

“Will what I’m about to say help the team?”

That question can prevent both over-participation and under-participation. Speak when you can add something useful, such as:

• Highlighting information the group has missed.
• Identifying a risk.
• Clarifying an unclear point.
• Moving a stalled discussion forwards.
• Bringing the discussion back to the objective.
• Helping resolve disagreement.
• Involving somebody whose information or view may be useful.

If somebody has already made exactly the same point you intended to make, there may be little value in repeating it simply so the assessors hear your voice.

How to Prepare for an Airline Pilot Group Exercise

The best preparation is practice. Get four or five people together, give yourselves a scenario involving several competing options and work through it with a strict time limit.

Recording the exercise can be particularly useful. When you watch it back, do not simply count how often you spoke. Instead ask yourself:

• Did I interrupt people?
• Were my contributions concise?
• Did I actually listen to other people’s points?
• Did I ask useful questions?
• Did I identify important risks?
• Did I help the team progress?
• Did I change my position when presented with better information?
• Did I become too quiet when another strong personality entered the discussion?
• Did I help the group reach a conclusion?

This type of review is considerably more useful than simply rehearsing phrases.

It is also worth researching the airline’s values, recruitment process and competency framework before attending the assessment. The group exercise is only one part of the overall selection process, and many of the same non-technical behaviours are likely to appear during the interview and other stages.

Common Pilot Group Exercise Mistakes

Candidates who struggle are not necessarily the quietest or least experienced. Problems often arise when people become too focused on the fact that they are being assessed.

Common mistakes include:

• Talking for the sake of talking.
• Trying too hard to become the group’s leader.
• Interrupting other candidates.
• Ignoring or dismissing other people’s ideas.
• Failing to listen.
• Refusing to change your view when new information becomes available.
• Agreeing with everything to avoid conflict.
• Saying too little for the assessors to evaluate you.
• Allowing the group to lose track of time.
• Becoming focused on winning rather than helping the group.

The aim is balance. Be involved without dominating, assertive without becoming aggressive, supportive without becoming passive, and decisive without becoming inflexible.

Is the Group Exercise a Competition Against the Other Candidates?

It is usually much more helpful to think of the people around you as your temporary crew rather than your opponents.

Your objective is not to make the other candidates look bad. In fact, helping another candidate make a useful contribution may demonstrate more about your own suitability for airline operations than trying to prevent them from speaking.

Several candidates from the same group may ultimately be successful. Trying to “win” the exercise at everybody else’s expense is therefore usually the wrong mindset.

What Happens if the Group Makes the Wrong Decision?

Do not panic if the group reaches a conclusion that you think is imperfect. A group can make a questionable final choice while individual candidates still demonstrate strong communication, teamwork and decision-making behaviours.

Equally, reaching the “correct” answer does not compensate for poor communication, aggressive behaviour or a failure to listen.

If you identify an important problem with the proposed solution, raise it constructively and explain your reasoning. Once the issue has been properly considered and the group has made a reasonable decision, support the team rather than repeatedly announcing that you still disagree.

Final Advice for Your Pilot Group Exercise

The strongest candidates usually do not look as though they are desperately trying to pass an assessment. They look like people you would be comfortable sharing a flight deck with.

They tend to:

• Communicate clearly.
• Listen properly.
• Notice when information is missing.
• Challenge decisions when necessary.
• Remain calm when somebody disagrees with them.
• Help quieter members of the team contribute.
• Keep an eye on time and priorities.
• Adapt when circumstances change.
• Help the team reach a decision.

If you remember only one thing before your airline pilot group exercise, remember this:

Don’t try to show the assessors that you are the best person in the group. Show them that you make the group better.

That is much closer to what effective multi-crew flying is really about.

Frequently Asked Questions

How long does a pilot group exercise last?

The exact format varies between airlines. Exercises commonly include a period of individual preparation followed by a time-limited group discussion. You may also be asked to provide a final summary or presentation.

Should I volunteer to lead the group?

Only if the group genuinely needs somebody to provide structure. You do not need an official leadership role to demonstrate leadership. Helping organise the discussion, identifying priorities, involving other people and moving the group towards a decision can all demonstrate it naturally.

Should I volunteer to be the timekeeper?

You can, but there are no guaranteed points for doing so. If somebody else is already monitoring the time, let them. What matters is whether you demonstrate awareness of the time available and help the group use it effectively.

What should I do if I disagree with the group?

Explain your concern clearly and professionally, give your reasoning and suggest an alternative if appropriate. Listen to the response and, once the issue has been properly discussed, support a reasonable group decision even if it is not the option you originally preferred.

What if another candidate dominates the exercise?

Do not compete with them. Stay calm, acknowledge useful contributions and help bring other candidates back into the discussion. The assessors can see the dominant behaviour for themselves.

How much should I speak?

There is no ideal number of contributions. Focus on making useful contributions rather than trying to hit a target. You need to speak enough for the assessors to observe your behaviour, but continuously talking can be just as damaging as saying very little.

Can I prepare for a group exercise?

Yes. Practising timed group scenarios is one of the most useful forms of preparation. Concentrate on communication, listening, decision-making, managing disagreement and helping the group remain organised rather than trying to memorise answers to specific scenarios.

Are pilot group exercises always aviation-related?

No. Some airlines use operational or aviation-related scenarios while others use completely non-aviation situations. The subject of the exercise matters much less than the behaviours you demonstrate while completing it.

Preparing for the Rest of Your Pilot Assessment

The group exercise is normally only one part of an airline pilot recruitment process. You should prepare for the interview and other non-technical elements with the same focus on communication, decision-making, teamwork, leadership and self-awareness.

For further preparation, see our How to Pass an Airline Pilot Interview guide and our guide to Crew Resource Management (CRM). Candidates who want more individual help can also take a look at FlightDeckFriend’s Pilot Interview Preparation & Coaching service.