I started a new gig last week and that is why I took a week off and didn’t post.

What? You didn’t notice? Jeez.

But seriously. I didn’t post because I wanted to be singularly focused on the new job, the new organization, understanding my new role and how I can bring value and impact.

The new job is more tactically focused. It’s a more pure sales/biz dev role bringing an existing technology solution to clients in order to create more efficient and effective incentive programs. It’s a bit of a departure since my last job was much more about the long-term strategy, vision and build of the incentive platform – with sales thrown in as a kicker.

A Success Plan

After filling out all the required HR forms I set about creating my success plan – defining the things I need to do to be successful.

My process starts with creating a list of what success looks like in specific, non-negotiable terms. Amounts, numbers, time frames. Specifics.

Next – I try to envision all the tasks and behaviors that will lead to those success outcomes. Some are things I do. Some are things other people do, like signing the contract. I can’t do that. Only the client can. But that is a necessary step in my success plan.

Then I list out all the things I can actually DO. Meaning my behaviors. Things like getting up and reading the business news. Making a list of client targets. Creating my “stories” for when I talk to clients. MY work. 

I also list out the things I can influence. Like – the client’s opinion about our offering. Getting clients to elaborate on their real needs and wants on a platform.

And then finally, I do the most important thing.

I list out what I CAN’T control or influence.

Things like my competitor’s pricing or my clients past experiences with the industry. This is a critically important list. Too often we focus on and blame things we can’t control. Getting them out in the open early makes it easier to ignore later on.

I bring this up now because as important as it is for me to do this in order to be successful in my new role – it is just as important for you to do when designing your incentive program.

Sphere of Control

Make sure your program rewards people for the things they can actually control and have influence on. Don’t create a program where luck is a driving success factor. Or create a program where someone else’s failure is a criteria for winning. 

Focus on your audience’s sphere of control. 

That will make your incentive successful.

Onward and upward!