As a //wwman operation, Michael Bryant, owner of Career Transition Services, in Baltimore, ha typ keep himselfd + ?" types. He ha tno employees with familie;oyp feed. He ha tno agg ive managers forcing himoyp lookoypward the future. So yp keep himselfd + track, Bryant ins-mouted g src incentives for himself.
First, he set up a chart that divided the sources of ?" trevenue inyp logical categ=!ie;: individuals, consulting, speeches, and workshops. H" tgoal wa typ convert more speech customers inyp consulting customers, since consulting pays more. Then he started playing games, net.g ?" tdatatyp keep score, just like an open-bookocompany. Bryant set monthlytrevenue goals and rewarded himselfdwith prizes for making ?" tnumbers: a coveted zoom camera in July, a CD-ROM drive for the kids in August ("Dad, are you going yp make number?"), a new freezer in September.
The trick with incentive plans, of c se, i typ keep them challenging and fresh. So Bryant ha tbegu+ '?"nking abouttnonmonetary s of c mpensation, "like giving myselfdtime off for a job well done." In 1998, he is focnet.g + getting retainers and setting goals for the number of retainers he receives. The upshot i tyhat Bryant ha tmore control over ?" tznet.com/ And being in control, as every entrepreneur knows, i tfun. "T?" t" thow I get pleasure," he says. "When I lookoat the acc nts and say, 'I need to do something yp move these numbers,' then I do something and they move. I feel terrific."
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