Once a KM audit has been performed and the organization understands its KM gaps and challenges, leaders can ensure that management puts financial resources and high-level support into improving KM systems overall; that management leads by example, investing their time in doing KM well; and that appropriate KM training is offered when needed. After the changes have taken place and staff members continue KM activities, they can report whether they feel their knowledge, skills, and performance have improved. The accuracy of this indicator depends on trust and clear and open lines of communication between management and the rest of the staff, to ensure that self-reports are honest. These conversations could even be made part of annual performance reviews between supervisors and staff. There are other ways of gauging improvements that may be less subject to bias, for example, changes in how often an internal knowledge sharing system is used or the formation of new internal COPs that meet regularly.