Scheduling is a straightforward activity required for many Moves within and beyond the Playbook. This activity is to schedule the delivery of the training program to impacted personnel. Because we’re typically dealing with scheduling not only the participation of impacted personnel but others like trainers, we must be mindful of many calendars and availability.

At its very simplest, scheduling training comprises three key activities: (1) secure a place—physical location if necessary; (2) pick a time; (3) coordinate everyone’s attendance at that place and time. The people to be trained—and to train—are already identified and the content is ready.

There is, of course, more to it. Here are some key considerations onto which you can graft others as your situation warrants.

1. Be Definitive. It’s improbable that everyone’s calendar can be accommodated—less so as the number of people grows. To minimize trouble:

• • Do a cursory search for widest availability, particularly focusing on trainers. Be mindful of time zones—if they are a factor.
  • Provide as long a lead time as possible. Get your “invite” with RSVP out early and aggressively follow up with laggards.
  • Limit options and be firm. Set the dates and do not indicate flexibility to change it/them. (I realize this sounds a little unfriendly, but changes for one will impact all, and where/with whom do you draw the line?) People may grumble but they will adjust. Which brings us to…
  • Once scheduled attendees confirm, periodically remind them of the session. Subtle reinforcement of prioritization and importance are good message inclusions.

2. Elicit sponsor support for the selected time(s). Optimally the impacted people’s executive authorities will positively communicate the importance of the training and indicate its priority. This will go a long way to alleviating scheduling conflicts—for you, not so much for their other meeting(s).
3. Try to appropriate times and locations where groups are already scheduled. When the trainee group is cohesive, team meetings—especially those of sponsors—are an excellent place to start.
4. Schedule more time than may be strictly necessary. People—maybe even sponsors and project leaders, let alone those attending—will probably complain. Let them. As long as it’s not unseemly for the magnitude and importance of the change coming, don’t be cowed into reducing the time required. Schedule plenty of time for Q&A. It could be robust and the most important part of the session (in which case previous complaints will evaporate). Or, it could be a complete bust. If so, the session is shortened and everyone—especially the complainers—is happy.
5. Avoid late afternoons, Fridays, Mondays, and hard-to-get-to locations.
6. If the location is physical because you need or want people together in a room, be mindful that it is adequately sized, properly equipped, convenient to washrooms, and that the thermostat is (preferably) controllable. A warmer environment makes people sleepy and warm bodies heat closed rooms quickly.
7. If the location is the person’s computer, make sure the training availability window is clearly communicated and that the capacity/availability will (almost) meet the demand. Web planners can usually help estimate bandwidth needs and “seat” capacity.