Speaking about yourself, your organization and what you do is important...but something that needs to be done carefully. If you're oversharing or if the information you're providing doesn't meet your client's communicated needs, you're closing doors. Remember the axiom of having two ears and one mouth and using them in these proportions. Client's don't want a homework assignment, they want you to deliver. Make an effort, to really customize your messaging to what stakeholder has identified as their priorities. Actions will always be more impactful than sending marketing material.

This step doesn't make sense...you've engaged stakeholders, gathered information...but you're not clear about roles and responsibilities? What happens if you've misidentified your stakeholders or left critical decision-makers and influencers out of the group. If you haven't done your discovery and validation...you're going to have a hard time actually delivering value. Also, before you build a RACI matrix, shouldn't you be putting together a framework that you can use to fill in these roles? Now is the time to actually validate, and put together a proposal that confirms priorities, establishes value. Making suggestions even if accepted is not making a plan to implement. Can't skip planning and expect results.

When employees are not meeting or exceeding the expectations of the company’s (airline’s) role requirements, they need to be disciplined (written up). Only so many write ups until you lose your job. Customer Service is one of the MOST IMPORTANT Jobs with almost every Industry, however, it is becoming a thing of the past.

Another step that seemingly presupposes that you haven't done proper discovery. Why are you just now identifying skills, knowledge and attitudes? This should be core to your strategy, and something that your stakeholders are actively working towards. Also, where's your process? Why are you delivering training without a process map? When you're delivering your training, it should be coming from the top-down. First you train your leaders and get their feedback, then you train your coaches and your front-line training staff, then run a pilot with more senior members...and then finally delivering a broad program that's aligned with process, deliverables and has been ruggedly tested to smooth out issues before day 1.

Sure...you can skip a pilot, and do a full go-live...you'll have to expect a lot of issues and confusion at the front-line level. Here's the thing...you're talking about collecting and analyzing data. Ok...if you review your steps...where did you identify KPIs? How do you measure success? How do you measure performance? Do you have a timeline for implementation? Have you established potential impacts? How do you analyze and communicate results when you haven't spent any time establishing a baseline? Why haven't you identified challenges and opportunities yet? Shouldn't that be an ongoing process? A goal without a plan is just a wish...looks like you're wishing for success rather than planning for it.

These steps are a clear example of why intiatives fail. You start with a good idea, you generate interest...and then go straight to implementation. There are a lot of good ideas that don't actually deliver value...KPIs, ROI, Implementation timelines, business impacts, business drivers are not just buzzwords; but critical items that need to be identified and addressed to ensure that an initiative will successfully deliver value across your organization. I'd love to be able to drive value in 5 simple steps...but the reality is that good business takes time, effort and planning to deliver consistently. You can sometimes drive something though and have everything work out...but that's luck rather than good business.