They instituted customer audits so the customer tells them if the performance is good or excellent. If the evaluation is sub-par, it doesn't contribute to the bonus. They also examined their current processes and organizational structures. For a while that was needed, as we were building the company, but in today's environment, we have to undo all of that without people feeling devalued. The only way you do that is not to have management do it.
People have to learn the skills.
You're learning new ways all the time and the communication process and participation requires a lot of meetings, but that's where the work takes place. The next step in the organizational development process was to develop a learning organization. You can't have that in a learning organization, you must allow yourself to learn from your mistakes. No one person gets anything done, it takes a team. Our systems were rewarding individuals versus teams.