In my company, all the evaluations come to me. Our sales guys, obviously mission #1 is selling our software solutions. But the managers often fill the evaluations with other goals that are aimed at building good sales people (particularly our junior sales people)--focus on memorizing and understanding the collateral, sharpen up on your Challenger and Sandler, recommit yourself to utilizing our sales model and methodologies, etc. They're all secondary to actually closing sales, but the purpose is to establish the foundation for these younger guys to become great sales people.
That's the whole point, I think, of what Quinn is trying to do. He has plans for his young guys and if they adhere to the plans, in theory, they become better at their jobs and eventually the team succeeds. At my company, if one guy isn't great at his job but is doing everything the manager asks and is clearly working on improving himself according to the objectives provided, he's going to be just fine. If there's another guy who is making more sales but is offering all these discounts and telling people the software can do this, that and the other thing without consulting implementations to see if it actually can, and ignoring his personal objectives as stated by the manager, he's going to find himself on a PIP even if he's making a bunch more sales.
Accountability does't have to equal good play. You eventually reach a point where the quality of play becomes more important, but during a rebuild I think establishing the culture and building the foundation are even more important.