Abstract. In the wake of the COVID-19 pandemic, the aviation industry is interested in becoming more resilient; however, its operationalisation remains challenging. This study aims to support the operationalisation of resilience by investigating the sources of resilience of airport crisis management teams' (CMTs). Through six training and debriefs with 54 operational managers and reflexive thematic analysis, three sources of resilience were identified. The first source emphasises the role of metacognition, where practitioners adopt a reflective approach to their decision-making. Metacognition is critical for creating shared situational awareness (SSA) and directionality. The study identified two ways to foster metacognition: being explicit and reflective about the SSA level and asking metacognitive questions. The second source is directionality, which involves establishing and adjusting a shared goal during disruptions. Directionality helps align CMTs, prioritise goals, and provide a benchmark for success. It also facilitates timely escalation to higher-management CMTs when necessary. The third source highlights the importance of mastering the rules of play (e.g. protocols, procedures and leadership styles) as it creates a robust decision-making process. Given the high turnover in aviation personnel, further research is needed to ensure that protocols and procedures are easy to use. Finally, the training methodology used in the study proved effective for evaluating and improving resilience capabilities. It provides a near-real-life experience that allows for detailed analysis. Further exploring the interactions between participants and antagonists could help develop a qualitative resilience indicator, offering new insights into measuring, standardising and operationalising resilience.