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An open-door policy is a vital tool for business leaders who want to foster transparency, trust, and effective communication within their organizations. 

When managed correctly, it can boost morale, improve collaboration, and increase productivity. However, it must be implemented thoughtfully to avoid potential pitfalls such as misuse, leader burnout, or undermining formal processes.

“One of the main things that leaders need is information to make decisions. So, an open-door policy is good in terms of acquiring information or getting the knowledge that you need,” says Professor Douglas Brown of the Faculty of Arts Department of Psychology at the University of Waterloo. “But then the downside is if you take the open-door policy too far that it potentially makes your employees less able to engage in problem solving themselves. Potentially, it creates a bottleneck in terms of decision making. If everyone's bringing every decision to you, you become essentially a choke point in getting things done.”

When employees feel that they can approach their leaders at any time for advice, feedback, or to voice concerns, it can lead to a high frequency of meetings or conversations, many of which may be trivial or not urgent.

Leaders may find themselves bogged down with constant disruptions, which can detract from their ability to focus on high-priority tasks. This not only affects their productivity but may lead to burnout, as leaders struggle to juggle management responsibilities with being constantly available.

Micromanaging can derail leaders

“Managers and leaders have their own jobs to do and if they're being inundated constantly with having to make all kinds of decisions in the short run then that's distracting them from doing things that are more strategic that need to get done,” says Professor Brown, adding delegating responsibilities is key for business leaders. “But one of the biggest derailers of managers is being a micromanager and being unable to delegate.” 

When employees are constantly encouraged to approach their leader with every issue or concern, it can lead to dependency and over time, employees may begin to rely on their leader to make decisions for them, rather than fostering independence and critical thinking. This dependency can stifle innovation and initiative, as team members may not feel empowered to solve problems on their own.

Leaders may find themselves spending more time providing solutions to issues that their team should be capable of handling independently, leading to inefficiency and slower decision-making.

“So, is your open-door policy a symptom of something more problematic about your own leadership style?” asks Professor Brown, adding the first thing a leader should ask is if an open-door policy is working for them. “They have to reflect on information that they're getting themselves as well as through observing their teams. Do you feel stretched as an individual? Do you feel stressed out and is this a consequence of these constant interruptions that you're getting because you're being asked to make all kinds of small insignificant decisions?”

He says hybrid work situations can exacerbate the situation.

Clear boundaries needed

“I think in these virtual environments in many ways it's psychologically hard because you don't have control and information and so you have this level of uncertainty of what are people doing which makes it psychologically hard on you,” says Professor Brown, adding leaders must move away from the mentality that leadership isn’t about walking around keeping tabs on employees but creating structures that allow leaders to collect the information they need. “But you also can’t give people free control to do anything they want. It’s kind of a balancing act because you don’t want to completely rob people of their freedom and autonomy.”

To mitigate these risks, leaders should establish clear boundaries, encourage independent problem-solving, and ensure that they are still focusing on long-term strategic goals. With the right balance and structure, an open-door policy can be a powerful tool for fostering a healthy, communicative, and productive work environment.

Professor Brown says structural changes may be required to achieve a more productive environment.

“Maybe I don’t provide enough role clarity for people as a leader? Or maybe I’m very inconsistent in my delegation? Or maybe I have a decision-making process where everything must run through me?” he says. “Those are all structural things I think are easy to change if they accept this may be the source of the problem.”

How a business leader should effectively deal with an open-door policy:

Clearly define the policy

Leaders should communicate the purpose of the policy—encouraging open communication, quick resolution of concerns, and building stronger relationships. It should also include guidelines on what types of issues are appropriate for open-door discussions (e.g., ideas, feedback, ethical concerns) and when more formal channels should be used (e.g., HR complaints or legal issues).

Maintain availability, but set boundaries

Leaders need to strike a balance between being accessible and staying productive. While it’s important to be approachable, setting realistic boundaries around availability helps prevent disruptions. For example, a leader might designate specific times for walk-ins or encourage scheduling brief check-ins to manage time more effectively. This also signals that while the door is open, time and focus are respected on both sides.

Be fully present

When employees do come through the door, leaders must give them their full attention. Listening actively and without judgment builds trust and encourages honest dialogue. It’s important to acknowledge concerns and follow up with appropriate actions. Even if the answer is “no” or change isn't possible, employees will appreciate transparency and sincerity.

Encourage a culture of communication

An open-door policy should complement—not replace—a broader culture of communication. Leaders should regularly engage with employees at all levels, foster team dialogue, and promote peer-to-peer communication. Encouraging open dialogue in meetings, anonymous feedback channels, and regular one-on-ones can support the policy and make employees feel heard beyond just the “open door.”

Avoid micromanagement or bypassing hierarchies

One challenge of an open-door policy is that it can unintentionally bypass middle managers or create confusion around decision-making authority. Leaders must reinforce the importance of chain-of-command and support managers rather than undercutting them. When appropriate, employees should be encouraged to resolve issues at the closest level before escalating them.

Act on feedback

The effectiveness of an open-door policy depends heavily on what happens after the conversation. If employees regularly share concerns or ideas and nothing changes—or worse, there's retaliation—trust erodes quickly. Leaders should document key themes from conversations, follow up, and implement improvements where feasible. Even small changes based on employee input can reinforce the value of the policy.

Model openness and integrity

Finally, leaders should model the values they want to see—honesty, humility, and openness to feedback. If leaders are defensive, dismissive, or inaccessible, the policy becomes symbolic rather than functional. Being authentic and approachable sets the tone for the entire organization.

A website is one of the most critical tools for attracting and retaining customers and is often the first point of contact when it comes to developing relationships between your business and potential clients. 

However, as technology and consumer expectations evolve, a website that was once cutting-edge can quickly become outdated. As a result, if your website looks like it was designed a decade ago, visitors may assume your business is outdated as well so a ‘reboot’ may be in order, says Aneesh Janardhanan, who operates White Space Studio Inc. which serves many clients in Waterloo Region.

“It’s one of the major mistakes many small businesses make. They think just having a website will give them customers,” says Aneesh. “But that’s not the real story since the internet is filled with millions of websites.”

Running a company that specializes in web design and SEO has given him invaluable insight creating sites that utilize the latest practices when it comes search engine results.

Search engine algorithms change frequently, and a website that isn’t optimized for modern SEO techniques—such as fast loading times, relevant keywords, and high-quality content—won’t perform well. Regular updates can help maintain or improve those rankings.

Keep tabs on competitors

“Google cannot read images, so putting as much text on your site as possible will be much easier for Google to read,” says Aneesh, who also recommends creating a Google business profile. “That’s where people are going to check initially when they have a requirement. For example, if I’m new to Cambridge and I need an electrician or a plumber, where should I go? I’ll just ask Google for plumbers near me, or I will use other key words to search.”

He also stresses the need to look towards what a business’ competitor is doing with their website.  If they look more modern, load faster, or provide a better user experience, potential customers may choose them over you so keeping your website updated ensures you remain competitive in your industry.

“Anybody can create a website, but at the end of the day, you have to think about ‘What am I doing with this? Why am I creating this website?’” says Aneesh. “When creating a website, make sure you do your research regarding what’s going on around your locality.”

He also recommends when designing or updating your website, a business should try to maximize the amount of information it can have on the site.

“I always say put as much information as you can on the website, but it should be categorized in a way people can easily find it,” says Aneesh. “For example, if you're posting reviews, create a page for reviews. If you are posting your services, create a particular page for those services. That’s how people can easily, or even Google, see that your business is providing these services because you have a page explaining everything.”

Comprehensive experience is key

He says giving customers a comprehensive experience online is key since the majority no longer will take the time to reach out via an email, let alone a phone call.

“Nowadays, nobody goes out to a business ahead of time without knowing what they provide, or what exactly they offer,” says Aneesh.

When it comes to updating a website, if it requires calling a developer every time you need to make a small change, it could be time to switch to a modern content management system (CMS). Platforms like WordPress, Shopify, and Wix make it easy for business owners to update their sites without technical expertise.

However, for any major redesigns, Aneesh recommends using the services of a professional, recognizing that costs are always at the forefront of decision-making for smaller businesses.

“But e-commerce is so important, which is something businesses learned going through the pandemic,” he says, noting the introduction of AI is also drastically changing the way people search online. “The possibilities are infinite nowadays and technology is evolving every day.”

Signs that your website needs a reboot:

Outdated Design and Aesthetics

Trends in web design evolve, and a modern, visually appealing site creates a positive first impression. Flat design, bold typography, and interactive elements are now standard. If your site still features cluttered layouts, outdated fonts, or excessive animations, it may be driving potential customers away.

Poor Mobile Responsiveness

More than half of web traffic comes from mobile devices, so a website that isn’t mobile-friendly is a major drawback. If users must zoom in, scroll excessively, or struggle with unclickable buttons, they’re likely to leave. A responsive website automatically adjusts to different screen sizes, ensuring a seamless experience across devices.

Slow Loading Speeds

If your website takes longer than a few seconds to load, visitors may leave before it even loads. Slow loading speeds can be caused by unoptimized images, outdated coding practices, or a lack of proper hosting. Regularly testing speed and making necessary improvements can enhance user experience and boost search engine rankings.

Low Search Engine Rankings

If your website isn’t ranking well on search engines, it may be due to outdated SEO practices. Updating your website with modern SEO techniques, such as optimized content, meta tags, and mobile responsiveness, can help improve visibility.

Security Vulnerabilities

If your site is still running on an old CMS version, lacks SSL encryption, or doesn’t follow security best practices, hackers may exploit it. Regular security updates and a secure hosting provider can protect sensitive customer data and maintain trust.

High Bounce Rate and Low Engagement

If your website analytics show that visitors are leaving quickly without interacting, it may indicate a poor user experience. This could be due to confusing navigation, slow load times, or unappealing content. Analyzing user behaviour and making necessary updates can help keep visitors engaged and encourage conversions.

Difficult Content Management

A modern CMS makes it easier to edit pages, publish blog posts, and update product listings without needing technical expertise. A well-maintained and dynamic website keeps customers informed and engaged.

Incompatibility with New Technologies

With evolving technology, older websites may not support new features such as chatbots, e-commerce integrations, or interactive elements. If your website can’t keep up with current digital trends, you might be missing out on valuable opportunities to enhance customer experience and streamline operations.

Canadian businesses are grappling with significant challenges stemming from U.S. President Donald Trump's imposition of tariffs.

These measures have introduced economic uncertainty, disrupted supply chains, and strained the historically robust trade relationship between Canada and the United States.

That uncertainty has been compared to what many businesses felt when the pandemic virtually shut down the economy, creating chaos and confusion.

To assist the local business community as they did then, the Cambridge Chamber of Commerce and Greater Kitchener Waterloo Chamber of Commerce have relaunched their Ask the Expert initiative to share information and resources.

Held online every Thursday from 9 a.m. to 10 a.m., Ask the Expert provides business operators the opportunity to discuss their concerns, as well as hear the latest news and insights from a variety of professionals surrounding the issues related to this escalating trade war, including federal aid programs.

Global growth slowdown

Among those who recently shared their knowledge was Automotive Parts Manufacturers’ Association (APMA) CEO Flavio Volpe who discussed, among other things, the impact tariffs will have on auto industry on both sides of the border. 

“It almost feels a little bit like we are in the early days of the pandemic when business owners we’re just trying to understand what was happening,” says Cambridge Chamber President and CEO Greg Durocher, describing the uncertainty currently being felt by business owners.

The Organization for Economic Co-operation and Development (OECD) has highlighted the detrimental impact of these tariffs on the global economy, with particular emphasis on Canada.

The OECD forecasts a slowdown in global growth to 3.1% in 2025 and 3.0% in 2026, attributing this deceleration partly to the trade tensions initiated by the U.S. Specifically, Canada's economic growth is projected to decline to 0.7% in 2025, a significant reduction that underscores the profound effect of the tariffs on the nation's economic trajectory.

Eroded business confidence

The unpredictability associated with the on-again, off-again nature of the tariffs has eroded business confidence.

The latest CEO Confidence Index from Chief Executive magazine indicates a significant drop, reaching the lowest level since November 2012. This decline is attributed to the fluctuating tariff policies between the U.S., Canada, and Mexico, which have made long-term planning and investment decisions increasingly challenging for businesses.

Executives from major financial institutions have voiced concerns about the negative impact of this uncertainty on business operations and economic stability. 

Greg says that uncertainty is clear, noting many of those logging on to Ask the Expert are smaller business owners who may not be directly impacted by tariffs but more from the trickle-down effects of a prolonged trade war.

“Nobody really knows yet what those impacts will be,” he says. “The people joining us really want to know more about timing and when things are going to happen. I think some of the concerns are morphing away from talk of annexation and are now touching on the realization that there is something really wrong in the U.S.”

To join an Ask the Expert conversation, visit www.chambercheck.ca (which offers resources and information to help businesses) and sign up. 

For those who can’t participate live, Ask the Expert videos are posted on  www.chambercheck.ca  and the Cambridge Chamber of Commerce YouTube channel. 

Federal aid package info

In response to U.S. tariff impositions that have disrupted trade and heightened economic uncertainty, the Canadian government has introduced a comprehensive aid package exceeding $6 billion to support affected businesses. The key components of this financial assistance include:

1. Trade Impact Program by Export Development Canada (EDC):

With its newly launched Trade Impact Program, EDC is prepared to facilitate an additional $5 billion over two years in support. This program aims to:

• Market Diversification: Assist exporters in identifying and penetrating new international markets, reducing reliance on the U.S. market.

• Risk Mitigation: Provide solutions to manage challenges such as non-payment risks, currency fluctuations, and cash flow constraints.

• Expansion Support: Offer financial backing to overcome barriers hindering business growth and international expansion.

These measures are designed to help companies navigate the economic challenges posed by the tariffs and adapt to the evolving trade environment. 

Government of Canada.

2. Business Development Bank of Canada (BDC) Financing:

To support businesses directly affected by the tariffs, the BDC is providing $500 million in favorably priced loans. Key features include:

• Loan Amounts: Businesses can access loans ranging from $100,000 to $2 million.

• Flexible Terms: Loans come with favorable interest rates and flexible repayment options, including the possibility of deferring principal payments for up to 12 months.

• Advisory Services: Beyond financing, BDC offers advisory services in areas such as financial management and market diversification to strengthen business resilience.

This initiative aims to provide immediate financial relief and support long-term strategic planning for affected businesses. 

3. Farm Credit Canada (FCC) Support for Agriculture and Food Industry:

Recognizing the unique challenges faced by the agriculture and food sectors, the government has allocated $1 billion in new financing through FCC. This support includes:

• Additional Credit Lines: Access to an additional credit line of up to $500,000 for eligible businesses.

• New Term Loans: Provision of new term loans to address specific financial needs arising from the tariffs.

• Payment Deferrals: Current FCC customers have the option to defer principal payments on existing loans for up to 12 months.

These measures are intended to alleviate cash flow challenges, allowing businesses to adjust to the new operating environment and continue supplying high-quality agricultural and food products. 

4. Enhancements to the Employment Insurance (EI) Work-Sharing Program:

To mitigate layoffs and retain skilled workers, the government has introduced temporary flexibilities to the EI Work-Sharing Program:

• Extended Duration: The maximum duration of work-sharing agreements has been extended from 38 weeks to 76 weeks.

• Increased Access: Adjustments have been made to make the program more accessible to businesses experiencing a downturn due to the tariffs.

This program allows employees to work reduced hours while receiving EI benefits, helping employers retain experienced staff and enabling workers to maintain their employment and skills during periods of reduced business activity. 

5. Strengthening Investment Protections:

To safeguard Canadian businesses from potentially harmful foreign takeovers during this period of economic vulnerability, the government has updated the Investment Canada Act Guidelines. While Canada continues to welcome foreign investment, these updates ensure that any investments posing risks to economic security can be thoroughly reviewed and addressed.

Click here to learn more.

It has been nearly two decades since a rudimentary prototype of Twitter began to take shape in 2006 and quickly gained traction resulting in more than 100 million users producing 340 million tweets daily by 2012. 

Seen initially as a great tool for businesses to promote their brands and messaging, the platform has undergone dramatic changes since billionaire Elon Musk’s takeover of X (formerly Twitter) in late 2022, and that has left businesses and advertisers re-evaluating their presence. 

His vision for X as a “free speech” platform has been polarizing, with critics pointing to the rise in hate speech and misinformation. These concerns, coupled with strategic missteps, have led some businesses to leave the platform entirely or significantly reduce their advertising spend.

“None of the businesses I work with are using X right now because it just doesn't seem like a credible platform and they don't want to be associated with that right now,” says social media expert Ashley Gould, owner of Cinis Marketing.

“I think the premise of what Elon Musk was trying to do originally by opening it up with a huge emphasis on freedom of speech was meant to try and make it a safe space for everybody. The problem is we all don't share the same opinions and we don't share the same beliefs.”

Advertisers’ confidence eroded

As a result, she says those who thrive on hate mongering and perpetuating conspiracy theories have clearly found a home on X thanks to Musk’s decision to overhaul content moderation policies. A similar move also recently embraced by Meta CEO and founder Mark Zuckerburg for Facebook and Instagram.

Under previous management, Twitter (X) maintained strict guidelines to ensure a safer environment for users and advertisers. However, Musk’s looser approach has made some companies wary of associating their brands with potentially controversial or harmful content.

The New York-based Anti-Defamation League and other watchdog groups have reported spikes in hate speech and abusive language on the platform which has further eroded advertiser confidence.

Additionally, changes to the verification system—transitioning from a badge earned through authenticity to one purchased through Twitter Blue subscriptions—have muddied the waters for users and advertisers alike. The proliferation of impersonation accounts and disinformation has made it challenging for brands to trust the platform as a reliable advertising space. 

Despite these challenges, X retains some unique advantages thanks to its real-time, text-focused format which remains unmatched for breaking news and direct communication. As a result, Ashley urges businesses not to delete their X accounts just yet.

Re-evaluate social media platforms

“But I wouldn't utilize it either because it actually could decrease your credibility if you're on there because people may make the assumption that you're ‘enjoying’ the drama.”

Instead, Ashely recommends re-evaluating your focus on social media platforms that would work better to promote your business’ brand, such as Instagram, Threads, Snapchat or Bluesky, even if your X (Twitter) account still retains thousands of followers.

“The ethical people that you’re looking to communicate with aren’t all on Twitter right now,” she says. “Even if they say they are and they’re still a follower, they’re not really there.”

Competitors of X, like Instagram, TikTok, and LinkedIn, have taken this opportunity to attract disillusioned businesses. These platforms offer more sophisticated targeting tools, robust safety features, and higher engagement rates, making them attractive alternatives for advertisers.

Meta’s Threads, a text-based platform launched in mid-2023, quickly gained traction as a ‘Twitter alternative’, luring away both individual users and businesses looking for a less volatile environment. As well, Bluesky introduced a suite of anti-toxicity features this past summer to combat harassment and provide a more ‘user friendly’ experience. 

Multiple platforms not necessary

“It’s good to go with social media platforms that verify and are trying to keep the spam out,” says Ashely, adding it may not be necessary to be on multiple platforms depending on how you’re trying to promote your brand.

“You have got to step back and ask yourself what kind of content are you creating? Who are we trying to make it for? And then really focus on that community side, not that you have 50,000 followers. That’s great, but if nobody's talking to you where's the ROI?”

As X continues to evolve, the long-term viability of its business model remains in question as Musk mulls over potential plans, such as integrating payment systems and expanding into content creation. However, the platform’s reputation as a stable and trustworthy space for businesses has been significantly tarnished.

For now, the exodus of advertisers serves as a cautionary tale about the delicate balance between free expression and the need for moderation in digital spaces.

“They broke it (X) in two years, maybe they can fix it two years?” jokes Ashely. “Unfortunately, my crystal ball is broken, so I can't see if that's actually going to happen.”

Tips for Businesses When Selecting Social Media Platforms:

1. Understand Your Target Audience

Before diving into any platform, research your audience's demographics, interests, and online habits. Platforms like TikTok appeal to younger users, while Facebook often caters to an older demographic. LinkedIn is ideal for B2B professionals, while Instagram attracts visual-centric audiences. The more aligned the platform is with your audience, the more effective your efforts will be.

2. Define Your Goals

Are you looking to drive website traffic, increase brand awareness, generate leads, or build a community? For example, Instagram and Pinterest are great for showcasing products, while Twitter excels in real-time engagement. Matching your goals with platform strengths ensures better ROI.

3. Consider Content Formats

Different platforms excel in specific content types. Instagram and TikTok thrive on short, engaging video content, while LinkedIn favors professional articles and thought leadership. If you lack resources for creating high-quality videos, focusing on text-based platforms like Twitter or LinkedIn might be more manageable.

4. Assess Your Industry Presence

Analyze where your competitors and industry leaders are most active. While you shouldn’t copy them outright, understanding their strategies can help you identify relevant platforms and trends. A strong presence in the right niche can give your business a competitive edge.

5. Evaluate Platform Features and Costs

Some platforms may require higher advertising budgets to be effective, while others offer organic reach opportunities. Look into ad pricing, analytics tools, and features like shopping integrations to determine if a platform aligns with your budget and business model.

6. Start Small and Scale

It’s better to focus on one or two platforms and excel rather than spreading resources thin. Once you’ve established a strong presence, expand to other platforms that align with your strategy.

7. Monitor and Adapt

Social media trends evolve quickly. Regularly analyze performance metrics, keep an eye on emerging platforms, and adapt your strategy as needed to stay ahead.

Small to medium-sized businesses generate big returns for the Canadian economy.

Defined as businesses with fewer than 100 employees, SMEs constitute about 98% of all businesses in Canada providing employment opportunities to millions of Canadians and make up 48% of our gross domestic product.

According to Statistics Canada, businesses with one to 19 employees provide employment for nearly 30% of the country’s working population and three out of four Canadian businesses have less than 10 employees.  Locally, 70% of the workforce in Cambridge is employed by small businesses with less than 10 employees, according to the City of Cambridge website. 

Taking this into consideration it is fitting that Oct. 20-26 has been deemed Small Business Week to coincide with Small Business Month, providing the Cambridge Chamber of Commerce the chance to not only celebrate SMEs but offer them a unique learning opportunity thanks to our Small Business Summit: Embracing Transformation for Future Success. 

“Local SMEs play such a significant role in the economic fabric of our community and this summit is a great way to provide their operators with actionable insights and strategies to create even more success,” says Cambridge Chamber President and CEO Greg Durocher. “The summit will focus on embracing transformation which is something all businesses need to consider given the current economic climate.”

The Small Business Summit – being held Oct. 23 at Tapestry Hall - features three expert speakers who will explore a variety of topics, including AI and automation, diversification strategies, as well as community engagement and corporate social responsibility.

Also featured is a 90-minute virtual experience entitled ‘Spark’ that outlines for viewers the stages surrounding transforming an idea into action.

Summit speakers and topics include:

Building a Resilient Business Model:  Diversification strategies to withstand market fluctuations

Yohaan Tommy, MNP partner, will share his knowledge surrounding delivering measurable financial results, revenue growth and sales, and supply chain management as well as how to conduct business process reviews to improve operations.

​Adopting AI and Automation: Practical applications of AI in small business operations and automation tools to streamline workflows

Atif Khan, Vice President, AI & Data Science at Messagepoint, has extensive experience in cutting edge AI research and big data technologies regarding solving challenges and will share his expertise on AI, information systems as well as data privacy and security.

​Community Engagement and Corporate Social Responsibility: Building a business that gives back to the community 

Brittany Silveira, Marketing Manager at Grosche International Inc., will share her insights on this topic and the impact of CSR on brand reputation and customer loyalty. 

​'Spark’

Spark is a 90-minute virtual experience that will highlight for participants the five stages of transforming an idea into action, including a critical component that is the difference between failure and success on a new goal. The presentation features teaching and interactive exercises that will serve participants’ newest goal or project.

Click here to attend our Small Business Summit: Embracing Transformation for Future Success. The summit runs from 9 a.m. to 2 p.m. Wednesday, Oct. 23 at Tapestry Hall.

As technology continues to rapidly evolve, businesses are increasingly turning to Artificial Intelligence (AI) to streamline operations, enhance efficiency, and gain a competitive edge. 

There is no question surrounding the benefits of integrating AI into business processes, but there remain legitimate concerns that accompany this technological leap.

One primary concern is the ethical implications of AI implementation. As AI systems such as ChatGPT, ClickUp, Copy.ai, or Kickresume become more sophisticated, they often require access to vast amounts of data to function effectively. This raises questions about privacy and the responsible use of sensitive information, as well as legal concerns surrounding the use of intellectual property.

“The question is fair use or is it a violation of copyright,” says Maura Grossman, Research Professor, School of Computer Science at the University of Waterloo, whose expertise centres on AI policy and ethics. 

She notes that an AI user can reference a particular article, book, or poem, despite it being copyrighted.  “It shouldn’t be able to do that because that’s a copyright infraction, but it can. The law hasn’t caught up with that yet but there are a number of legal cases now pending.”

Algorithms a concern

As well, Professor Grossman says bias in AI algorithms is another major concern. AI systems learn from historical data, and if that data contains biases, the algorithms can sustain and amplify them resulting in discriminatory outcomes and reinforcing existing social disparities.

“You’re going to find that in the language as well as the images. Open AI has spent a lot of time trying to remove toxic language from the system, so you get a little bit less of that with ChatPT,” she says, referring to the problems Microsoft experienced when it released its Tay bot in March 2016. The bot, under the name TayTweets with the handle @TayandYou, resulted in Twitter (now known as ‘X’) users tweet politically incorrect phrases and inflammatory messages resulting in the bot releasing racist and sexually charged messages in response to other users. Initially, Microsoft suspended the account after 16 hours, erasing the inflammatory tweets and two days later took it offline.  

“Most systems, like ChatGPT, are trained on the internet and that has its pluses and minuses,” says Professor Grossman, adding ‘hallucinations’ pose another big problem for AI users. “ChatGPT for example is trained to generate new content and to sound very conversational, so it uses what it has learned on the internet to predict the next most likely word. But that doesn’t mean it’s telling you the truth.”

Official policy needed

She says there have been instances of people using AI to conduct legal research and submitting bogus case citations in court. “I think the first case happened recently in B.C., but it has also happened all over the U.S.,” says Professor Grossman.

For businesses utilizing AI, she recommends drafting an official policy to outline usage.

“First they need to have a policy and then need to train who in the business is going to use AI because people need to understand what it does well and doesn’t do well,” she says. “Your policy needs to say what permissible uses are and what impermissible uses are.”

Impermissible uses could include creating a deep fake video in the workplace.

“Even if it’s a joke, you don’t want employees creating deep fakes,” she says, noting the policy should also outline what workplace devices can be used for AI. “If you need to save something because you’re involved in a lawsuit, then you don’t want to it be on an employee’s personal device because you won’t have access to it.”

Employees require training

As well, Professor Grossman also recommends employees clearly know what AI tools are okay to use and which are not and ensure they are fully trained.

“You don’t want them violating intellectual property rules or other privacy rights. You also don’t want them putting into a public tool any confidential or propriety information,” she says. “Some companies have turned off the ability to use these AI tools because they are terrified employees will put propriety information out there while asking a question about a problem they are working on. If you’re using one of these open-source tools, it’s like Google or anything else; it’s free rein.”

Professor Grossman says rules and regulations around AI will be gradually strengthened, noting a new regulation coming into play in B.C. pertaining to issues surrounding intimate imagery is just one example.

“As soon as this starts making its way more into politics, we will start to see more effort into creating regulations,” she says, referring to a recent ‘deep fake’ image that surfaced of U.S. President Joe Biden.

Despite these issues, Professor Grossman says AI is something more businesses will become comfortable using and should embrace this new technology. 

“It will save on efficiency,” she says, noting AI can greatly assist in the creation of marketing material. “Companies need to explore it and learn about it but learn about it in safe ways and understand where it can be beneficial and not just let people experiment on their own because that’s going to lead to a lot of trouble.”

AI hurdles in business

• Data Quality and Availability: AI models require vast amounts of data to learn and make accurate predictions. However, businesses often struggle with data quality issues, such as incomplete, inaccurate, or biased data. Additionally, accessing relevant data across various sources and systems can be challenging.
• Data Privacy and Security: With the increasing emphasis on data privacy regulations businesses must ensure that AI systems comply. Protecting sensitive customer and business data from unauthorized access or breaches is crucial.
• Lack of Skilled Talent: There's a significant shortage of professionals with expertise in AI and machine learning. Hiring and retaining skilled data scientists, machine learning engineers, and AI specialists can be difficult and expensive.
• Integration with Existing Systems: Integrating AI solutions with existing business processes, legacy systems, and IT infrastructure can be complex and time-consuming. Compatibility issues, scalability concerns, and resistance to change within the organization can hinder successful integration.
• Interpretability and Explainability: AI algorithms often operate as "black boxes," making it challenging to understand how they arrive at specific decisions or predictions. Lack of interpretability and explainability can lead to distrust among stakeholders and regulatory compliance issues.
• Ethical and Bias Concerns: AI systems may inadvertently perpetuate biases present in the data they were trained on, leading to unfair outcomes or discrimination. Ensuring fairness, transparency, and accountability in AI decision-making processes is essential.
• Cost and ROI Uncertainty: Implementing AI solutions involves significant upfront investments in technology, infrastructure, talent, and ongoing maintenance. Businesses may struggle to justify these costs and accurately measure the return on investment (ROI) of AI initiatives.
• Regulatory Compliance and Legal Risks: AI applications in business must comply with various industry-specific regulations and standards. Failure to meet regulatory requirements can result in legal liabilities, fines, and damage to the company's reputation.
• Change Management and Cultural Resistance: Introducing AI into the workplace often requires significant cultural and organizational changes. Resistance from employees, fear of job displacement, and lack of understanding about AI's potential benefits can impede adoption efforts.
• Performance and Reliability: AI models may not always perform as expected in real-world environments due to factors like changing data distributions, unexpected scenarios, or adversarial attacks. Ensuring the reliability and robustness of AI systems is crucial for business applications.

The holiday season is not only a time for festive decorations and gift-giving but also an opportunity to foster camaraderie and build connections in the workplace and at industry functions. 

Work-related events during this time of the year provide a unique setting for networking, as colleagues and potential clients come together to celebrate the spirit of the season. These gatherings, which can take place right into the New Year, offer more than just a break from the daily grind — they create a platform for professionals to connect on a personal level, share experiences, and build lasting relationships.

“You’re there to start building relationships because people prefer to do business with others they know, like and trust,” says Cambridge Chamber of Commerce President and CEO Greg Durocher.  “It’s not about being the salesperson, because you’re not selling a product or service, it’s about selling yourself and building a relationship to the point where people want to start doing business with you.”

One of the key benefits of networking during holiday season workplace events is the relaxed atmosphere. This informal setting allows professionals to get to know each other beyond their job titles and responsibilities. 

Additionally, holiday season work events often include activities that promote team building. From festive games to group activities, these events create opportunities for collaboration and teamwork. Working together in a different context can reveal new aspects of colleagues' personalities and skills, leading to a deeper understanding of each other's strengths and abilities.

Also, networking during holiday events provides a chance for professionals to express gratitude and appreciation. 

Embracing the festive spirit of the season, professionals can build meaningful relationships that extend beyond the workplace, creating a supportive and collaborative professional network that lasts throughout the year.

Here are some tips to make the most of business networking at this time of year:

Be Approachable:

If you want people to know you’re approachable, remember that body language is important so try not to cross your arms and legs, or use objects (drinks or plates of food) as potential barriers. Also, maintain positive eye contact and lean in slightly to let others know you are interested and engaged.

Stay Professional:

While the atmosphere may be festive, remember that you are still in a professional setting. Maintain a level of professionalism in your interactions, even in a more relaxed environment. How you greet people at these events can impact their perception of you. A warm and firm handshake, or a light touch on the arm or shoulder can create an instant bond. 

Prepare An Elevator Pitch:

Be ready to succinctly describe your business or professional background. A well-crafted elevator pitch can make a lasting impression during brief encounters.

Dress for Success:

Wear appropriate attire. Always remember this is a business event. Festive and stylish is great, but flashy or too revealing can be unprofessional.

Limit Your Smartphone Use:

If you can, leave your smartphone at home, or try to keep it out of sight. Constantly checking emails and texts while talking with fellow partygoers can send the wrong message.

Update Your Business Cards:

Ensure your business cards are up-to-date and bring plenty with you. The festive season can be a great time to exchange contact information.

Express Gratitude:

Send personalized holiday cards or emails to your professional contacts, expressing gratitude for the collaboration and partnership throughout the year. It's a thoughtful way to strengthen relationships.

Set Realistic Goals:

Set specific, achievable networking goals for each event. Whether it's connecting with a certain number of people or initiating conversations with key individuals, having a plan can make your networking efforts more focused.

Join Online Networking Events:

If in-person events are limited, consider participating in virtual networking events. Many organizations and platforms offer online gatherings where you can connect with professionals from the comfort of your home or office.

Utilize Social Media:

Share holiday greetings and updates on your professional social media profiles. Engage with your network online by commenting on their posts or sharing relevant content.

Follow Up:

After the event, follow up with new contacts promptly. Send a personalized message expressing your pleasure in meeting them and suggesting ways to stay in touch.

For the first time since March of 2020, the Chamber hosted its first in-person Business After Hours event on Dec. 13 at Four Fathers Brewing Co.

It was a great opportunity for our Members to meet safely and reconnect with old friends and new ones.

We also took this opportunity to ask a few our guests the following question:

What will you remember the most about the pandemic?

 “Probably how well we can pivot. People can pivot and basically take a look at things and do things differently.”

- Tony Rossel, Best Version Media

 “I will remember missing community and just being able to meet with people and see faces and connect in-person,”

- Heid Brouwer, Galt Osteopathy

 “Endless Zoom meetings and learning how to facilitate meetings. It looks a lot easier than it really is. And that the number of kilometres I’ve driven has been cut in half. We’ve discovered some creative solutions and so much work is now being done at home.”

- Murray Smith, Blue Canoe Consulting

 “How poorly the government handled this. They contradicted themselves a lot initially with what you should do – wear a mask, don’t wear a mask, wear two masks, or get the AstraZeneca shot, or no you don’t need the AstraZeneca shot. They tried too hard without putting any thought into it and it just never seemed to work. I will remember that indecisiveness – everything’s fine, or no it’s not. They didn’t lead well, and I will always remember how poorly they led us through this.”

- Rick Gallinger, Top-Notch Concierge

 “I will remember how much I missed being around family and people. Sometimes it makes us realize how grateful we should be when everything is good because we take a lot of things for granted, and we really need to be more thankful and more aware and enjoy every moment that we can.”

- Maggie Herrington, Top-North Concierge

 “I just feel so fortunate that we were able to continue to stay open and look after our customers. I feel like we’ve been really lucky,

- Laurie Herald, Cambridge Tirecraft

 “The fact we couldn’t have in-person social events.  For me, I miss that interaction and I’m so excited that we are slowly getting back to reality. But the worst part has been looking at your family and friends losing jobs and having to stay at home. I have two stepchildren and the virtual learning was really hard for them. I think it was struggle for them and the teacher so I’m happy they are back in the classroom.”

- Stephanie Jane, Marketing Manager at Four Fathers Brewing Co.

The Cambridge Chamber of Commerce is easing its way back into hosting traditional events.

After more than 20 months since the pandemic began, the Chamber is set to host its first in-person Business After Hours event on Dec. 13 at Four Fathers Brewing Co. in Hespeler.

Chamber President and CEO Greg Durocher says is an important step for the organization.

“It’s a priority for the Chamber to start getting back to in-person events,” he says. “But whether they will be ‘normal’ as we all remember them, that probably won’t happen for some time.”

In fact, Greg expects future Chamber events will be of the ‘hybrid’ variation to a certain degree, providing Members the chance to attend in-person or remain in a virtual setting.

“That’s going to be for the benefit of everybody,” he says. “But we will certainly provide Members with value in regard to our content the best that we can.”

He says having an in-person Business After Hours event is important to many Chamber Members.

“It’s important for people doing business in the community to have an opportunity to meet safely with others face-to-face,” says Greg, noting the importance of following strict safety protocols and restrictions set out in the Province’s Reopening Ontario Act.

As a result, participants will not only have to register in advance, but proof of vaccination is required as well as identification that matches that material.

Just like restaurants, the provincial QR code will also be utilized at the event.

“Most of our events take place in other venues, such as conference centres, restaurants or meeting rooms that are not ours,” says Greg, noting regulations set out in the Act apply to these locations.

As well, the Cambridge Chamber Board of Directors recently passed a mandatory vaccination policy for the Chamber office for staff and visitors arriving for meetings or programs. Those with a valid COVID-19 vaccination exemption, or having valid documentation to present, will be required to take a rapid antigen screening test before entering. These tests will be provided by the Chamber at no cost.  

“These are precautionary measures put in place on behalf of the staff because our staff want assurances they are working in a safe environment and we’re doing whatever we can do to make sure that happens,” says Greg, adding like many businesses, the Chamber office is also covered under the Reopening Ontario Act and is entitled to invoke a vaccination policy.

Creating a safe environment will also be key at the Business After Hours event which is why the Chamber will provide colour-coded lanyards to participants when they arrive.

“Each colour will indicate that person’s comfort level of contact,” says Greg, noting that physical distancing and masks remain important. “Some people are very anxious to get out and meet others in-person, and others are anxious to get out and meet but aren’t quite comfortable enough to do so.”

Business After Hours takes place from 5-6:30 p.m. For more, visit https://bit.ly/3pdiUVI

The sign outside the Hamilton Family Theatre in downtown Cambridge which usually is ablaze with light announcing current and upcoming productions for Drayton Entertainment has remained blank for some time.

But with vaccination rates rising and COVID-19 infection numbers continuing to slide downward, there is a growing sense of optimism in many business sectors, including tourism and sports and recreation, both which generate a hefty spinoff in our local economy and have been hit extremely hard by this crisis.

“It (optimism) permeates our industry because the pandemic has reinforced to many arts organizations about how important the arts are to so many Ontarians and recognizing the role they play contributing to a healthy and prosperous society,” says Steven Karcher, Executive Director of Drayton Entertainment. “I don’t think people realized how much they enjoy and appreciate the arts until they ceased to exist.”

He recalls how overnight the world changed for Drayton Entertainment in mid-March of 2020 when it was forced to cancel the run of its first show of the season Kinky Boots, which quickly led to pulling the plug on the entire theatre season at its seven stages.

“It was a difficult but necessary decision,” says Steven, noting how the company, which is also a registered charity, lost 100% of its revenue and had already incurred the pre-production costs of preparing 832 performances for its 2020 season. In fact, he says an increase of 20,000 tickets over the 2019 season had already been sold.

He says recovery will be a ‘multi-year’ effort and that for an arts organization like Drayton Entertainment, it is not something that can rebound in six months.

“We’re not able to just take our product and simply put it on a shelf and pivot to reopening with a notice of 48 hours,” says Steven. “We’re talking about an artistic process that takes anywhere from six to eight months in order to realize the end result that people will be seeing on stage.”

For sports organizations, detailed planning is also required to prepare of an upcoming season.

“I think we were always optimistic there was going to be a season for our recreational league kids,” says Derrick Bridgman, General Manager of Cambridge Youth Soccer, referring to the 2020 season.

He says planning had started in March of last year to prepare for the upcoming season and that 1,000 children had registered to play outdoors when the scope of the pandemic became clear.

“At first we didn’t know how long it was going to last or was it only going to be that ‘magical’ two weeks, or would it be done in a couple of months so we could get our season in,” says Derrick.

He says thanks to a comprehensive return to play plan created by the Ontario Soccer Association, his group was able to see a limited amount of action on the field and by the end of last summer had managed to see a few games played.

However, that changed in the fall when new restrictions came into play and affected Cambridge Youth Soccer’s Fountain Street North indoor facility, which the group also rents to external users.

“We thought it (pandemic) would be behind us when it came to our indoor season but unfortunately there was such a significant impact on indoor sports,” says Derrick, referring to the indoor capacity levels which at one point only allowed up to 50 people – players included - at a game. “We had to get resourceful and creative, just like a lot of other sports organizations and try and maintain a positivity not only for our staff, but for our users. I think a lot of parents just want to get back to normal.”

He says there is a sense of optimism for the upcoming season, noting seeing those between 12-17 getting vaccinated has been a positive step. However, he says his group, like many sports organizations, remain at the ‘mercy’ of the province, health officials and the City of Cambridge whom they rent fields from in terms of possible restrictions.

“Also, there are parents that aren’t comfortable yet putting their kids back into sports until they’re confident the pandemic is over,” says Derrick, adding his organization is now looking to start its 2021 season the weekend of July 11 in accordance with the province’s three-step reopening plan.

“The government has been intentionally vague, in my opinion, in how it has crafted some of the wording when it comes to sports and recreation,” he says. “I think they did that on purpose so provincial sports organizations can amend their return to play documentation.”

Minto Schneider, CEO of Explore Waterloo Region, says the sports and recreation sector is returning a little faster than others.

“We’re also seeing conferences rebook as well. It’s happening, but happening slowly,” she says, noting experts are not predicting a full economic recovery until 2024. “Part of the challenge is that leisure travel will likely rebound more quickly, but business travel is not rebounding as quickly since conferences generally have a further booking window.”

Minto says also having the U.S./Canada border closed and seeing conferences cancelled in the GTA has also affected local tourism due to the substantial spinoff visitors bring to the hospitality industry in terms of hotel stays and restaurant visits.

“One of the things that really drives the tourism business in Waterloo Region is group business, whether it’s a sports tournament or a conference. Those are the things that really drive our visitor traffic,” she says, adding there have been limited ‘windows’ between lockdowns for potential visitors. “We’ve had to be very cautious of how we promote our region. We don’t want to be seen as trying to attract visitors from other areas, particularly at a time when Toronto and Peel were in the ‘Red Zone’. It’s been challenging.”

But in turn, Minto says Explore Waterloo Region has been promoting the region to its own residents, encouraging them to get out and see what exists in their own backyards.

“That’s been the silver lining to this whole thing. We’ve been able to, hopefully, create ‘ambassadors’ for Waterloo Region within the region itself.”

In the future, Minto also says more conferences will operate using a hybrid method, allowing participants the opportunity to attend in person or virtually.

“This will be great because never before will so many people have the have opportunity to learn more,” she says.

Several virtual initiatives launched in the past year by Drayton Entertainment have also helped his organization, says Steven. Among these was a virtual variety show engaging more than 40 artists using the video platform Vimeo.

“We were completely overwhelmed by the uptake on that,” he says, adding the show was viewed by more than 80,000 people worldwide and came away with 125,000 impressions.

This was followed by a cabaret series via Facebook, plus Drayton Entertainment has continued its ‘world famous’ 50/50 draw online.

“We’ve been able to give away significant jackpots in the three months we’ve been running that,” he says, adding having the 50/50 draw has also ensured Drayton Entertainment fans and supporters remain feeling connected to the organization.

And although a virtual component may still play a role for Drayton Entertainment once audiences are allowed to return to its theatres, Steven says it will never replace the feel of having a live audience.

“One of the things people don’t realize is how imperative a live audience is to not just a live theatre experience, but any live cultural experience,” he says, adding people crave the ‘connectivity’ of being together, even when it comes to family gatherings.

Minto agrees and says vaccinations and initiatives, such as the rapid screening kit program launched by the Cambridge and Kitchener Waterloo Chambers of Commerce, and Communitech, have been beneficial to the community.

“I think it has given people confidence that they can go to work. In our industry, we’ve had staff who’ve been afraid to go back to work because they hadn’t been working for a while and want to make sure they don’t bring something home with them to their families,” she says, adding Explore Waterloo Region and the Chambers continue to work with other partners to ensure the most up-to-date and reliable information is conveyed to all their stakeholders.

“I think everyone is really looking forward to a time when they can actually open their businesses and welcome people back,” she says.

For more on Explore Waterloo Region, visit http://www.explorewaterlooregion.com. For information about Drayton Festival, visit https://bit.ly/3z2aqop. And for more on Cambridge Youth Soccer, visit www.cambridgesoccer.ca