Additional options were awarded to employees who exemplified outstanding performance. After the due diligence was performed and we became a wholly owned subsidiary, we had a ceremony for Rockwell employees to announce the sale. At that time, we brought each employee up to the podium, one by one, and awarded them their stock options. It really gave them feeling of accomplishment and comraderie. Future options will be allocated to employees based on years of service and for meeting specific performance targets.
Employees now feel connected to a larger entity while retaining the old corporate culture.
They are stakeholders and can see that our success will translate into future benefits for them. This has turned out to be a very important benefit. Then I give them a lot of room to succeed or fail, make adjustments, then move on. I look for attitude over raw talent. Also, anything to do with aviation.