I'll admit I'm not perfect, too.

One of the things that cannot be addressed inside a classroom setting are all the dynamics that occur on the floor ranging from disagreeable passengers to demanding airport executives who speed dial the FSD whenever the line appears longer than reasonable. (By the way, one of my pet projects I'll do when standing in line to the movies, at the grocery store, etc. is note the waiting time before attended to, serviced, etc. and compare that to the average wait time at the airport, but I digress.) Point is that there are a host of factors that cannot be addressed in a lesson plan.

The real issue is the distinction between training, which lays the foundation for implementing the SOP, and leadership, which ensures that the SOP is carried out effectively. What I've observed about government service is that it encourages management and mistakenly calls it leadership. I learned all about leadership in the military, and TSA sorely misses the boat. But I think that applies to any large corporation be it private or government.

At my airport, we've implemented some initiatives to bridge the gap between what's taught in the classroom and what's actually implemented on the floor. But there are a lot of intangibles that affect how decisions are made and procedures are carried out. It's something that needs to be worked on continuously; there's never a point when one can sit back, pat oneself on the back, and be satisfied that the goal has been met.