Enjoy the start of our new decade!

Cheers to all of our volunteers + 100,000 Blessings!

Thanks to everyone that participated in our fundraising event on Thursday and Friday.

Together, we raised over $100,000.00 to benefit Calgary education initiatives. Way to go - blessings and thank ye!

#generosity

How to save a meeting - technology challenges (infographic)

Statistics, problems, and solutions from infographic at https://www.techrepublic.com/article/infographic-the-wrong-tech-can-ruin-your-meeting-heres-how-to-fix-it/

Disagreements are inevitable. Use these tips to make them productive instead of petty.

From https://www.inc.com/kat-boogaard/6-key-tips-to-respectfully-disagree-with-someone.html

6 Smart Ways to Disagree With Someone Respectfully

What a world it would be if we all agreed on absolutely everything. But, as you already know, that's just not reality.

We all have our own thoughts, opinions, and values -- which means disagreements can be pretty common, especially in the workplace.

However, there's a big difference between just disagreeing and disagreeing respectfully. The first will likely cause hurt feelings and only add fuel to an already tense fire. But, the second? That approach can lead to new ideas and a much more productive discussion.

Unfortunately, it's all too easy to get so wrapped up in your own beliefs that all common courtesy goes straight out the window. So, as a friendly reminder, here are six key tips for disagreeing with someone -- respectfully, of course.

1. Focus on Facts

A strong argument is one that uses facts over opinion. But, that can be difficult to remember when you're in the middle of a disagreement.

However, a respectful -- not to mention compelling -- disagreement is one that prioritizes logic over your emotions about the situation. So, don't forget to place your emphasis on the reasoning and information supporting your disagreement.

Not only will that make you much more convincing, but it'll also make it clear that this isn't personal.

2. Don't Get Personal

Speaking of getting personal, it's something you want to avoid at all costs when disagreeing with someone -- particularly in a professional setting.

Obviously, that means you shouldn't put down the other person or attack his or her ideas and beliefs. That's not at all helpful or productive.

Instead, focus on illustrating why you feel the way you do. Remember, your goal is to effectively present your ideas -- not to just poke holes in the other person's.

3. Recognize the Good

Yes, you're disagreeing with this person. But, rarely is a suggestion so bad that you can't find a single nugget of wisdom hidden in there somewhere.

Before launching right in with your argument, it's best if you can preface it with something that you like about that person's original suggestion -- and then use that as a launching point for your own idea.

For example, something like, "I definitely think you're on the right track in saying that we need to improve our customer response time. But, what if we did it this way instead?" shares your idea in a way that's friendly and collaborative -- and not at all accusatory.

4. Remember to Listen

There's a trap that's all too easy to fall into when you find yourself in the middle of a disagreement: Rather than actively listening, you're just sitting there waiting for your chance to respond.

Unfortunately, conversations where you're completely tuning the other person out are never productive. So, remember to actually listen to the points your conversational partner is presenting. You might be surprised -- you could end up finding an even better solution that way.

5. Use "I" Statements

Which one of the following statements sounds more harsh and critical?

"You always come up with these big ideas so close to the deadline that you only make things harder for everybody."

"I see where you're coming from, but I'm concerned we might be getting too close to the deadline for major changes."

Chances are, the first one made you recoil just a little bit. This example is an adequate representation of why it's best to use "I" statements when disagreeing with someone. It's just another subtle way to illustrate that your disagreement isn't a personal attack.

No, effectively disagreeing isn't all about sugarcoating what you're trying to say. But, making even this small effort to soften your language can make a big difference in how your message is received.

6. Know When to Move On

That cliché catchphrase "agree to disagree" is oft-repeated for a reason: It can be a handy sentiment to lean on when you need it.

Perhaps one of the most important pieces of respectfully disagreeing with someone is knowing when you need to just call it quits and move on.

No, it's not always easy to swallow your pride and walk away -- particularly when you feel strongly about your side. But, sometimes it's the best thing you can do.

Disagreements are inevitable. But, there's definitely a wrong way and a right way to present your own arguments.

Implement these six key tips, and you'll be able to disagree in a way that's effective, professional, and always respectful.

By Kat Boogaard The Muse @kat_boogaard

Make meetings work for you with these two tactics.

From https://www.inc.com/nick-hobson/how-emotionally-intelligent-people-run-meetings.html

By Nick HobsonBehavioral scientist@NickMHobson

How Emotionally Intelligent People Run Meetings

For many founders, meetings are the ultimate time-waster. More than ever, meetings are being forced down people's throats. It's OK. You can say it: They're a royal pain.

Personal gripes aside, research has shown that meetings have increased in both length and frequency over the past 50 years. In the '60s and '70s, leaders spent roughly 10 hours a week in meetings; now it's upwards of 25. Meetings for meeting's sake happen all too frequently. It's begun to impinge on individual productivity and, as a result, negatively influence large-scale company success.

Busy entrepreneurs simply can't afford wasted time; nor can their startup's bottom line. This is evident to the best performers. They schedule their days and weeks to get the most out of meetings and optimize their behavior. And in building these systems, they leverage what's called "smart emotional design." 

That is, they plan, schedule, and run meetings knowing how human emotions work. They meet with emotional intelligence.

Here are the two best habits people high in emotional intelligence use when optimizing for meetings in their day.

1. They set the meeting location wisely.

The first thing to realize is that the conversation during meetings happens long before you actually meet and begin talking. Most people don't know this. Doing so requires a bit of foresight in planning, but the effort pays dividends down the road in terms of getting the most out of the meetings.

Consider that busy founders are always running off to external meetings to pursue potential business partnerships. Those high in emotional intelligence choose the location of these meetings wisely. They have in mind a few key spots they can suggest for an in-person gathering.

Choosing a more stimulating environment works wonders. Here are just three easy examples:

1. A unique and trendy coffee shop over your standard Starbucks
2. A room with an outside view of some greenery; better yet, a "green" room with lots of natural sunlight and plants (side note: green rooms boost cognitive performance)
3. A "walking" meeting in which you can get these benefits on top of the added bonus of stimulating creative thinking and fostering a sense of trust and cooperation through effective nonverbal communication

High emotional intelligence says that an exciting environment makes everything else seem more exciting to another person, including the other people in the meeting. It's the result of what psychologists call the misattribution of emotions--humans are pretty bad at pinpointing the exact source of what's affecting their mood, whether good or bad.

In other words, having a meeting in an interesting place will lead those present to feel greater excitement and be in a more positive mood. Due to mental misattribution, the attendees might not be able to identify the exact cause of that pleasant feeling state. But the brain needs answers. So it takes a shortcut--called heuristics--and says the positive feelings must be the result of what's immediately in front of them: the person and his or her words.​

2. They start the meeting by priming it with positivity.

Meetings require a bit of a ramp-up instead of jumping in. It's a matter of easing oneself into it. Though small talk is often seen as a time-waster, research has found that it is important for building rapport and trust. This seemingly irrelevant element of a meeting actually increases the chances that it will lead to something good.

Not just any kind of small talk will do, though. Emotionally intelligent people are careful to stay away from the common topics. Instead of starting with "How about those [insert local sports team here]!" emotionally intelligent people are more strategic and creative in their pre-meeting chitchat. What they do is prime the attendee to enter into a positive mental state. They use the pliability of these feel-good states to their advantage.

Here are a couple of examples:

1. An internal meeting can begin with a conversation around a recent success story in the company, one in which the person you're meeting with had a direct hand.
2. An external meeting can start with addressing a person's recent wins and accomplishments. In both cases, the key lies in the attendee's willingness to disclose and share the positive experience. Get him or her to talk.

Priming people with feel-good emotions at the beginning of a meeting gets them (and their brains) into a favorable state called broaden and build. The brain state leads people to broaden their perceptual experience and see other things, though unrelated, through a glow of positivity.

The result: When the actual meeting begins, the halo effect of the initial small talk makes bad things good, and good things great. High emotional intelligence people apply this knowledge and steer the meeting topics accordingly.

Keep in mind, however, that there are times when the opposite holds true--when, despite your best attempts, negativity gets primed instead. Emotionally intelligent people are careful to avoid certain meeting topics once they recognize that those types of small talk create a venting session of a person's complaints and objections. Why? Because everything that follows the venting will be tainted by the negative emotions felt by the person.

PUBLISHED ON: MAR 7, 2018

The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

Where Do You Sit In A Meeting? The 4 Power Positions

From https://www.richardwinters.com/seats

Are you running the meeting?

Do you have the ear of the meeting’s Chair?

Or do you want to just blend in?

Where you sit in a meeting directly influences your effectiveness.

1. The Power Position

The power position is at the head of the table. Everyone in the meeting can see you. From this seat you can best facilitate the flow of the meeting.

Sitting in the power position doesn’t mean you have the biggest ego. As Chair, you need to keep the agenda moving, keep people on task and get to decision.

The meeting gets sloppy when there is no clear Chair. Whether you use this spot to wield personal power, or to encourage the social good is up to you. However, if you choose to sit in a weaker position at the table your ability to be an effective Chair has decreased.

2. The Other End

The seat immediately opposite the Chair is the second power position. This seat tends to be reserved for the guest. It is visible to all and a good location for people who need to pop into the meeting to present specific items on the agenda.

This end seat can be a powerful spot to voice disagreement with the Chair. You sit here and you sit opposite the leader.

The smart leader may want to minimize divisiveness and have no seat at the opposite end of the table. Put up a screen for slides or a whiteboard to prevent individuals from sitting there. Or create a different table configuration for the meeting.

3. The Flanking Position

The individuals who sit next to the Chair have the ear of the Chair. When you sit in this position you can influence the flow of the meeting by assisting the Chair. You can draw attention towards or away from topics. You can prompt a speeding up or slowing down of the agenda.

Classically the seat to the right of the Chair is the spot for the second in command. The left seat is the spot for the up-and-comer.

4. The Middle Few

The individuals who sit in the middle are out of sight to many at the table. They are being talked over and around. Only the heads of the table can see everyone.

You may want to sit in the middle next to individuals with opposing view points to soften or mitigate their opposition. Sit closer to the Chair and your opposition has to talk over or through you.

The middle of the table is also good place to sit if you don’t want to be heard. Sit here if you are unfamiliar with the group and you’d like to quietly size up the situation. This is the seat if you want to be forgotten or overlooked.

Circular Tables

These are the best tables for collaboration. However, the bigger the circle, the less effective the collaboration becomes.

It’s best to sit closest to the facilitator to wield influence. Sit farther away and off to the side to have less influence.

No end chairs.

Sometimes there are no seats at the end of the table. The power position in this setting is the middle of the table. It has the best view of the most individuals. The weakest position is at the end of the table on the same side as the Chair.

Most meetings are a bit like musical chairs. Individuals come in and sit in the closest chair. They may sit closest to the food or the door. They may sit next to friends or away from others.

Think about how the choice of where to sit effects the flow of the meeting. Having this knowledge will make you more effective.

Imagine how effective you would be if you tried to lead a meeting from one of the orange chairs.

Hot-Desking

An interesting concept for encouraging collaboration and creativity, from https://www.mindtools.com/pages/article/hot-desking.htm

Companies that grow rapidly can soon run out of office space – yet they can still find themselves with empty desks most days, due to vacations, business travel, sickness, and remote or flexible working, for example.

So, why pay for more space if it won't be used? Or, to look at it another way, how can you use your existing office space more productively?

An increasing number of organizations are responding to these questions with "hot desking." If it's managed with care, this workspace-sharing model can foster collaboration and creativity, and utilize your space more efficiently. But it's not without its critics, and it can be a challenge for your people.

In this article, we look at the pros and cons of hot desking, and discuss how you can sidestep its potential pitfalls.

What Is Hot Desking?

Hot desking is the practice of providing a pool of desks, and allowing people to choose where they sit – ideally, in a different place each day. This replaces the tradition of sitting at your own personal desk, in the same position, every day.

The idea has its roots in the open-plan office format that was first introduced in the 1950s. And, just as open-plan spaces signaled the demise of the private office, hot desking may be hastening the decline of the personal workstation.

The Pros and Cons of Hot Desking

Settling down at a different desk each day gives people from different teams and departments the chance to interact, and to build networks that cross the formal company hierarchy. This helps to break down silos and cliques, and facilitates "chance" encounters that can enable organizations to become more creative.

Hot desking can also lead to significant cost savings, because it cuts down on unused space. Let's say you have a staff of 50, but 10 of them work from home Mondays and Wednesdays. That's 20 empty desk spaces per week that can be reallocated. Consider the example of Citibank – its HR department in New York has just 150 workspaces for 200 employees.

Despite these benefits, though, hot desking isn't universally popular.

The loss of a familiar workspace, and the separation from teammates and managers, makes some people feel unsupported. Others argue that splitting up close-knit teams may reduce communication and creativity, and that it impacts morale.

And, competition for the "best" desks can cause problems. "First come, first served" may sound fair, but it's less so in offices where people don't all work the same hours. It can be irritating and inconvenient to hunt for a free desk if you arrive later in the day.

How to Manage a Hot-Desking Workplace

But, while hot desking can be a challenge, there are practical ways to manage it. Here are six points to consider before you take the plunge.

1. Manage the Change

Switching to hot desking can be a big cultural change for your organization. But, if you give people the chance to help shape the policy, they'll more likely support it.

To achieve their buy-in, spell out the benefits that hot desking will bring. Explain how it will operate, and be upfront about how it will affect their working lives. Invite people to respond – this will demonstrate that you value their concerns and their well-being. It could also highlight issues that you hadn't thought of.

You could also consider including home working as part of a wider policy on flexible working. Such a move would free up more desk space, and it may encourage reluctant hot deskers to accept the change.

Tip 1:

To be successful, hot desking needs to apply to as many people as possible in an organization. But, for certain roles – Human Resources teams and receptionists, for example – assigned desks may be essential. Beware of making too many exceptions, though, as this may cause resentment among the majority who switch desks every day.

Tip 2:

Hot desking can be about more than just desks. You may be able to offer a variety of workspaces – couches for one-to-one meetings, and booths for quiet, focused work, for example – to bring even more flexibility into the office.

2. Embrace Technology

Providing the right technology is crucial for successful hot desking.

Messaging apps such as Skype, Yammer, and Slack can help scattered colleagues to keep in touch, and cloud-based tools such as Google's G Suite and Microsoft's Office 365 are great ways to collaborate online in "real time."

But, face-to-face contact will keep your hot-desking team connected at a deeper level. So, be sure to schedule regular in-person team meetings, too.

And don't forget the basics! Think about how you will allocate hardware such as computers, monitors and phones, and remember that hot deskers will still need access to company networks and systems.

Tip:

Some people need specialized equipment such as modified keyboards and adapted chairs. Make sure that these items are clearly labeled, and store them in a special area so that the individuals concerned can always find what they need.

3. Try "Hoteling" and "Zoning"

"Hoteling" is a variation of hot desking that allows people to reserve desks in advance. This secures the benefits of hot desking while alleviating the daily stampede for seats. Tools such as Skedda and Google Calendar offer desk scheduling facilities.

With "zoning," you designate areas where team members can work together. This can be a temporary arrangement, for specific projects, or a permanent one. But take care to ensure that people don't see it as a way to use the same desk every day.

Even with hoteling and zoning in place, competition can still be fierce for the "best desks." So, lead by example, and sit at a different desk each day yourself. If more persuasion is required, consider asking people to move if they monopolize favored desks.

4. Let People "Own" a Space

Some people find hot desking stressful because they can no longer personalize their workspace. So, try to find other ways give them a sense of "ownership."

It may not be practical for people to move personal items from desk to desk. But, if possible, provide lockers where these items can be kept. And consider having an area of the office where items such as awards can be displayed, or a board for personal photos and notices.

It's also important that your people can set up a desk each day in the way that suits them. Factors such as desk layout, monitor height, adjustable armrests, and lumbar supports, for example, allow people to feel in control of their workspace – and they're vital for health and well-being, too.

5. Keep Desks Clean and Tidy

The average office desk is home to around 10 million bacteria, some of which can cause illness. That's one great argument for having a clean desk! Another is that a dirty or untidy office can lead to a drop in motivation.

With hot desking, some people may feel less inclined to keep their workspace clean, because they know they won't be sitting there tomorrow! To combat this, make it clear that everyone must leave their desks spotless at the end of the day. Supply antibacterial wipes and hand sanitizers, and make it a policy that people eat lunch away from their desks.

Desks and computers should also be kept free of personal or confidential material. Physical items should be taken home or locked away, and personal files deleted.

6. Share Your Hot Desking Policy

To make sure that everyone understands how hot desking will work in your organization, it's a good idea to summarize your decisions in a policy document, and to share it throughout the organization.

Keep the document short and simple. Start by outlining the scope of your policy. Does it apply to everyone, or are some individuals excluded? Then, itemize your people's hot-desking responsibilities, using the points above as a guide.

Also explain the commitments that your organization will make. These could include ensuring that the right number of desks are available, that appropriate technology is provided, and that people have access to safe spaces for their belongings.

It's important that your people feel this change is being made with them, not to them, so be sure to offer support throughout the process.

Key Points

In a hot-desking office, people no longer have designated workspaces. Instead, they sit at a different desk each day. This can free up space and cut costs. It can also stop cliques from forming, and may encourage creativity, collaboration and networking.

However, hot desking can have drawbacks. Some people may feel "cut off" from their team, or experience a lack of "ownership" of their environment, and this can affect productivity.

If you're introducing hot desking in your organization, you can mitigate these risks by consulting staff to encourage buy-in, and then managing the change carefully.

Make sure you have the appropriate technology to support the new way of working. Consider whether desks will be "first come, first served," or allocated via a "hoteling" or "zoning" system. Provide safe places for personal belongings, and see that desks are kept clean. Finally, make sure that your people feel supported throughout the process.