Need to find a good time to schedule your next meeting?

WhenIsGood.net compiled a random sample of over 100,000 responses to meeting invitations and found that event invitations are most likely to be accepted on Tuesday at 3pm.

Groups have been using WhenIsGood.net since 2007 to find meeting times that work for everyone. The meeting coordinator simply starts an event, suggests a range of times and dates, then circulates an invitation link via email. Participants indicate the best time for them, so the coordinator can make an informed scheduling decision.

In addition to confirming the optimal meeting time on Tuesdays, WhenIsGood.net anonymously sampled user data and found that the afternoon is generally freer than the morning (especially first thing in the morning).

Interestingly, they didn’t find much variation between days of the week. People are just as available on Wednesday as they are on Friday or Monday.

Funny thing is…we used to always reserve Tuesday at 3pm as our flexible meeting time, to meet about a specific subject if necessary. Of course, now we’re juggling the daily schedules of full-time students, hourly workers and distributed employees, and Tuesday at 3pm doesn’t quite cut it anymore.

What about you? Has your group found a meeting time that tends to work for everyone?

Here’s the full report from WhenIsGood.net.

Yeah, you heard me. I don’t mean something corny like sitting around a campfire singing Kumbaya, My Lord. Instead, I mean giving your team a way to interact regarding everything that is valuable to them — not just work. It’s all about building a team environment that makes people want to interact with eachother. Think about it: you spend a month hiring the perfect person to fit in your team, so why not facilitate the exchange of music between the people that you think are so perfectly fitted to each other? The good thing news is that there is a great site that allows you to do exactly that, with a little finesse. And now, I introduce you to Blip.

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Training a new employee is exciting and stressful. You are responsible for the success of a new coworker, but you have to stay on top of your own game simultaneously. You can be confident the days will be shorter, the frustration levels higher, and the bugs more plentiful. This two-part article will give you some tips on how to keep your new employee and your hair from leaving, including tips on teamwork, explaining things, making mistakes, and navigating The Big Picture.

Start with The Big Picture. You should begin training by giving an overview of the company and its projects and later climb down to specifics. Even though your employee will not vividly recall all the general information you give them about the vast array of tools and procedures you use, it’s still important to expose them early on. It is the foundation of their learning, and you can revisit The Big Picture before going into each new tool or area of information to be learned. It takes a lot of sleep to assimilate vast amounts of information to the point where it can be usefully applied.

You’re a team. If you are pointing out a mistake your trainee made, it is often better to say something like “It looks like we forgot to…” or “We accidentally put this in wrong…” This lowers both stress and anxiety and lets you share responsibility for their learning. Share credit for tasks completed with your trainee, even if you did most of the work. They are doing a lot of work by learning. Using these methods, confrontations are minimized, more issues are openly resolved, and enthusiasm and morale are maintained.

It’s OK to make plenty of mistakes. You’re going to mess up, type in the wrong thing, be lost for an example, or explain things in such a way to incite laughter from your coworkers. Don’t worry about it. They would be doing the same thing. It’s more important to admit that you are wrong as soon as you realize it, and work towards finding the correct solution. That’s the essence of your work–problem solving. You’re an expert at making mistakes and finding solutions, not perfectly reciting facts and procedures you already know. Plus, making mistakes in front of new employees will create an atmosphere for them where it’s okay to make mistakes as a part of creative problem solving.

Explain the same things over again and again. You should expect to do this and not get frustrated too easily. Be very patient. Make sure your employee knows it is OK to ask for an explanation of anything you are doing, even twice, thrice, or the umpteenth time. Having them take notes is good, but you can’t expect every piece of information to make it into the notebook, or be easily found and applied to the current situation.

Take a break. Have someone else take over training for a day or two so you can catch up on other pressing issues and recuperate. In part II of this article, we’ll explore some topics to help you along after those first few critical days of training. You will learn about increasing efficiency, preventing burnout, and transitioning your trainee into being a productive employee.

Once in awhile, I find myself in a meeting that doesn’t seem to accomplish much of anything. It’s a strange result, because I know that I’m meeting with intelligent, innovative people. And all of them have suggested some great ideas. But somewhere along the line, things derail and the potential with which we started fizzles away.

In school or work or sports, decisions are often made in a group setting and we often assume that groups are the best way to produce valuable, creative ideas.

The truth is: groups often hinder creativity.

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