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Are You an Optimist?

By cmiadmin | Jun 24, 2015 | Comments Off


Three Ways to Become an Optimist

by Ty Bennett 

Last week I spoke at The Million Dollar Round Table in New Orleans, Louisiana. I had a chance to sit in on a few of the other sessions and in one of them I listened to Shawn Achor.

Shawn Achor is a New York Times bestselling author of The Happiness Advantage. He is the winner of over a dozen distinguished teaching awards at Harvard University where he delivered lectures on positive psychology in the most popular class at Harvard. Shawn’s work on happiness and positivity became mainstream when his Ted Talk went viral.

Shawn shared three habits that have been scientifically proven to make you an optimist. These simple habits are powerful enough to counteract your genes, your environment and your habitual pessimistic thinking.

Three Ways To Become An Optimist:

  1. Take 1 minute every day and vocalize three things that you are grateful for in your life. Make sure each day you come up with a new list. This process will change your focus and your thinking.
  1. Everyday write an email, text or note to someone where you praise them or thank them for who they are, what they do, or how they have helped you.
  1. Work out for 20 minutes every day. Studies show that 20 minutes working out is the equivalent to taking and anti-depressant.

These three habits may seem simple but they are scientifically proven to turn you into an optimist.

Your new positivity will affect your life in every area for good

Ty red carpetTy after his standing ovation at one of the MDRT Annual Meeting Sessions 


Digital Transformation Starts With You | Mike Walsh

By cmiadmin | Jun 24, 2015 | Comments Off

BigData_350New, stronger OTT players to put pressure on 'first wave' and telcos -- futurist



So-called OTT players will struggle along with telecoms operators to sustain success in the long term unless they can think bigger about the full impact of digital disruption.

That was the warning shot fired by ‘futurist’ Michael Walsh (pictured) during his keynote at Amdocs’ APAC summit in Singapore last week.

But the common denominator for both, insisted Walsh, will be finding a new level of customer engagement as the next wave of OTT companies puts pressure on the “incumbents”.

As companies consider embarking on a digital transformation, the least important part of the journey is digital, he argued. “Because what digital transformation really begins and ends with is a deep understanding of the human, who tomorrow’s customer is, what motivates them, what it takes to engage them, and what it takes to keep them.”

Walsh outlined three questions that operators need to address for success in the 21st century. The first is, how to innovate around customer experience? “We’re heard a lot about it, but I think we are still at very early days when it comes to re-imagining what a telco could be for customers.”

The second is, how to enable enterprises to reinvent themselves using tools and communications? And the third is, how to build a truly distributed computing infrastructure platform?

The problem, he pointed out, is that it is very difficult to be good at all three of these things. “But there are companies that are going to be very good at engaging customers, very good at helping enterprises and very good at building infrastructure. But they won’t just be doing it in one market, they will be doing it globally.”

Next move for OTT guys
The traditional OTT app players also are starting to think about the future in a different way. Based on what upstarts like Uber — which just hired the entire robotics team from Carnegie Mellon University — are doing, the first wave of OTT players are falling behind, he claimed.

“In some ways early success in the consumer market is just table stakes; it buys into the game. But the smart applications are playing for a much deeper strategy, as they know to stick around they actually have to go deeper into the core infrastructure that is going to power the future web. And they have got to do that because they are in a race against time.”

For example, market leader Netflix is on target to spend $4.4 billion by 2017 buying content, and 70 per cent of every dollar Spotify earns is paid out to the music labels.

The OTT guys will struggle for the long-term sustainability of their model unless they can think bigger, he said. “The long gain is not about the rise of the OTT apps and whether they are taking away from your voice and messaging revenues. The real gain is whether they can leverage their initial success to dominate the web’s future infrastructure.”

Beyond voice & SMS
A few weeks ago Facebook launched Hello, which he said is an attempt to marry a user’s social graph with their traditional voice system. “It’s caller ID, so when someone calls and you know them on Facebook, it shows all the details from Facebook. But it goes beyond that and allows the user to create special block lists. It adds a layer of intelligence to traditional voice services by leveraging the social graph.”

But Facebook is not doing this because they want to be in voice services, he explained. “It doesn’t see voice as a revenue item, it sees it as an engagement strategy. So it’s important to remember that these new competitors entering your space have a very different motivation and a very different agenda.”

Google’s MVNO in the US is another case. Project Fi is said to be easy to use since its advanced switching technology can dynamically move between T-Mobile and Sprint or WiFi depending on which signal is better.

Walsh asked, is Google doing this because it wants to be in the mobile business or is it for something completely different? “My theory is that what is really driving Google Fi is that Google wants to do for mobile operations what it did with hardware for Android. It wants to build a platform that developers can build on top of to unbundle voice from telephony and messaging from the hardware platform.”

In another example, he said Twilio provides the in-app messaging for services like Airbnb and Uber and has about half a million developers building on top of its platform to bring communication services into apps.

“This is an early glimpse of a world where potentially operators can build networks that can have programmatic access to voice, SMS and instant messaging. The scary thing is that the people doing it have never worked in the telco space previously,” he said.

Excerpt From Upcoming MDRT Presentation

By cmiadmin | Jun 02, 2015 | Comments Off

MDRT Ty Bennett June 2Million Dollar Round Table Keynote Teaser:

The Power of Storytelling 

In financial services you describe some very complex concepts and you use terminology that most people don’t understand – so metaphors are a way to make your information understandable and transferable.

I started as an entrepreneur when I was 21 years old. And one of the challenges that I faced in getting my business going was establishing credibility with people because of my age—or, more accurately, my lack of age. I tried several different ways to overcome the perception that I was too young to be taken seriously. What ultimately worked best was a metaphor-based story I developed. When I sat down with people who clearly had a bias against me because of my youth, I’d start off by saying, “You know, it’s interesting as I’m talking to you because I know some people look at me and they think what does this guy know about business? He’s young, He’s 21. He really doesn’t have a ton of experience. But you know, I kind of feel like a young Bill Gates.” And when I put it that way, most of the time they would smile and then I’d say, “What I mean is, you know, Bill Gates was 19 years old when he started Microsoft. He dropped out of college and he had this vision, he told everyone that he was going to take computers, which were the size of refrigerators, and he was going to put one in every house in the world. People probably thought he was nuts. Who was this young, naïve entrepreneur?”

Then I’d continue: “Now, I’m not saying that I’m going to change the world, and I’m not saying that I’m going to make as much money as Bill Gates. What I am saying is that I have something here and I know where I’m going with this, and I want you to really sit down and take a look at it. Are you willing to do that?”

That metaphor-based story worked like magic to establish credibility. I compared myself, an unknown entrepreneur, to a known entrepreneur, Bill Gates, and that little story caused people to forget about my age and concentrate on our product. Eventually we ended up building an incredibly successful business.

Whoever Tells the Best Story Wins




To See More From Ty Click Here

Dealstorm Your Way to the Finish Line

By cmiadmin | Jun 02, 2015 | Comments Off

Tapping Into Your Team’s Brilliance To Solve the Hardest Sales

By Tim Sanders - Former Yahoo Chief Solutions Officer Tim Sanders has sold over a half a billion dollars of products and services during his career.  He’s worked for hard-charging luminaries such as Mark Cuban and weathered multiple acquisitions and mergers along the way.

The bestselling author of Love Is the Killer App: How to Win Business and Influence Friends unveils a methodology that sales managers and account executives can use to get high-potential deals un-stuck by combining the wisdom and creativity of everyone who has a stake in the sale. There is not a single big idea that saves the account or closes the deal.  It’s a matter of organizing the right team for the challenge, then giving them the tools and motivation to create solutions faster than the competition.  He’ll reveal the dealstorming methodology that includes creating the Deal Brief, running the meeting and executing on the best of the ideas to move to the next level of the sale.


Selling is getting more complicated:  technology is increasingly a part of services, competition from the cloud and the crowd emerges daily, and account penetration won’t always land you the deal. Too many companies are leaving huge, game-changing deals for dead, stuck in their pipeline, the kind of multimillion dollar strategic deals define the success of your sales team and your company.

At the root of the problem, Tim Sanders says, is that too often, strategizing a sale takes place between a sales person and a sales manager in an age old deal-review process, where they return to the same old scripts and frameworks that have let them down in the past. When a deal gets stuck, the standard procedure is to make one more attempt to close, offer better terms, or move on. There’s a better way to close high-potential, high-difficulty deals: through dealstorming.

Dealstorming is the scalable, repeatable process that any B2B sales team can use to find a breakthrough on a high potential sale that has gotten bogged down at some point along the way. By including every person who has a stake in the sale in this highly-structured process, questioning existing assumptions, and channeling the collective experience of the group, sales teams will uncover creative solutions to move along the deal that would be impossible otherwise.  In Sanders experience as a sales executive and consultant, this process has led to a stunning 70% close ratio.

Sanders explains how dealstorming works to break a deal deadlock, how to organize a successful dealstorming session and who to include, and how to use your results to push a stuck deal to the next stage of the sales cycle.