[Scheduling A Cow
Abdul Soumphonphakdy
I have a lot of clients trying to move to Squarespace from other class-booking systems like Mind Body Online, GloFox, Kajabi etc but this has been a stumbling block for them. It kind of adds to an overall feeling that we're forcing the system to do something it wasn't really designed for, since you can't really organize and present group classes for booking in an elegant way.
How are we supposed to run a business in French or a bilingual business? Squarespace doesn't support multiple languages.... now Accuity doesn't support any wording/language changes..... are we in 2022..... do you guys need help with your programming ? I can quit my dayjob as a physician and learn C++ if you need help... common....
I was surprised. Seems odd that a platform like this is moving backwards. Support firmly holds on to that the possibility to use other languages is gone(other than the 6 options). Maybe it will come back in the future but they did not know about any plans for this.
Yup this change totally screwed with my scheduling. It was already painful to get it just right and for seemingly no reason they pull the rug. I'm so frustrated. This is really going to hurt my business.
So since SS took away the ability to change the text on the client scheduling page I could do with some help to change the word appointment to booking throughout. Does anyone know how to do this?
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If you were to see my calendar, you'd probably notice a host of time slots greyed out but with no indication of what's going on. There is no problem with my Outlook or printer. The grey sections reflect "buffers," or time periods I've purposely kept clear of meetings.
In aggregate, I schedule between 90 minutes and two hours of these buffers every day (broken down into 30- to 90-minute blocks). It's a system I developed over the last several years in response to a schedule that was becoming so jammed with back-to-back meetings that I had little time left to process what was going on around me or just think.
At first, these buffers felt like indulgences. I could have been using the time to catch up on meetings I had pushed out or said "no" to. But over time I realized not only were these breaks important, they were absolutely necessary in order for me to do my job.
As an organization scales, the role of its leadership needs to evolve and scale along with it. I've seen this evolution take place along at least two continuum: from problem solving to coaching and from tactical execution to thinking strategically. What both of these transitions require is time, and lots of it. Endlessly scheduling meeting on top of meeting and your time to get these things right evaporates.
Take coaching, for example. It's often quicker for senior leaders to solve people's problems for them. You've amassed years of experience solving the issues being brought to you. But doing so provides short-term relief at a longer time cost. As the organization gets larger, so too will the frequency of those issues, yet there remains only one of you. Unless you can coach others to address challenges directly, you will quickly find yourself in a position where that's all you're doing (adding even more meetings to your day). That's no way to run a team or a company.
Learning what makes people tick -- their unique perspectives, fears, motivations, team dynamics, etc. -- and properly coaching them to the point that they can not only solve the issue on their own the next time around, but successfully coach their own team takes far more time than telling them what to do. The only way to sustainably make that investment in people is by not jumping from one meeting to the next but rather carving out the time to properly coach those who stand to benefit from it the most. Equally if not more importantly is taking time in between those meetings to recharge. I want to ensure I'm at my best when coaching the next person who needs it.
The same can be said of the transition from tactical execution to thinking strategically. There will always be a need to get things done and knock another To Do item off the list. However, as the company grows larger, as the breadth and depth of your initiatives expand -- and as the competitive and technological landscape continues to shift at an accelerating rate -- you will require more time than ever before to just think: Think about what the company will look like in three to five years; think about the best way to improve an already popular product or address an unmet customer need; think about how you can widen a competitive advantage or close a competitive gap, etc.
That thinking, if done properly, requires uninterrupted focus; thoroughly developing and questioning assumptions; synthesizing all of the data, information and knowledge that's incessantly coming your way; connecting dots, bouncing ideas off of trusted colleagues; and iterating through multiple scenarios. In other words, it takes time. And that time will only be available if you carve it out for yourself. Conversely, if you don't take the time to think proactively you will increasingly find yourself reacting to your environment rather than influencing it. The resulting situation will inevitably require far more time (and meetings) than thinking strategically would have to begin with.
Above all else, the most important reason to schedule buffers is to just catch your breath. There is no faster way to feel as though your day is not your own, and that you are no longer in control, than scheduling meetings back to back from the minute you arrive at the office until the moment you leave. I've felt the effects of this and seen it with colleagues. Not only is it not fun to feel this way, it's not sustainable.
The solution, as simple as it sounds, is to periodically schedule nothing. Use that buffer time to think big, catch up on the latest industry news, get out from under that pile of unread emails, or just take a walk. What ever you do, just make sure you make that time for yourself -- everyday and in a systematic way -- and don't leave unscheduled moments to chance. The buffer is the best investment you can make in yourself and the single most important productivity tool I use.
We book appointments for our in-person business. (very similar to a salon, but we are a high end eyewear boutique.) We use multiple calendars for appointments for different events, or different types of services. Recently something has changed and now the clients are getting confused by two things;
Then, 2, after they click that button, another option shows up: "With" and another button they have to click next to an option that says "any available." My customers are so confused. We don't schedule with different team members they are scheduling all of these services with one business.I'm at a loss. I have the options checked on "Calendars: Pool Availability and Automatically Pick an Available Calendar" but this doesn't hide anything. Am I missing something?
Heard back from acuity scheduling. If you have any add on options available (even if the client doesn't click one) they will be presented with all this confusion. Taking off the add-ons options solves the issue but reduces the benefits we are getting with Acuity.
Well, this is disappointing to hear. Unfortunately, I cannot remove our add-ons since it concerns language translation. I do not enjoy the number of clicks our members need to go through now to schedule sessions with us.
Scheduling is the process of arranging, controlling and optimizing work and workloads in a production process or manufacturing process. Scheduling is used to allocate plant and machinery resources, plan human resources, plan production processes and purchase materials.
It is an important tool for manufacturing and engineering, where it can have a major impact on the productivity of a process. In manufacturing, the purpose of scheduling is to keep due dates of customers and then minimize the production time and costs, by telling a production facility when to make, with which staff, and on which equipment. Production scheduling aims to maximize the efficiency of the operation, utilize maximum resources available and reduce costs.
In some situations, scheduling can involve random attributes, such as random processing times, random due dates, random weights, and stochastic machine breakdowns. In this case, the scheduling problems are referred to as "stochastic scheduling".
Scheduling is the process of arranging, controlling and optimizing work and workloads in a production process. Companies use backward and forward scheduling to allocate plant and machinery resources, plan human resources, plan production processes and purchase materials.
Production scheduling tools greatly outperform older manual scheduling methods. These provide the production scheduler with powerful graphical interfaces which can be used to visually optimize real-time work loads in various stages of production, and pattern recognition allows the software to automatically create scheduling opportunities which might not be apparent without this view into the data. For example, an airline might wish to minimize the number of airport gates required for its aircraft, in order to reduce costs, and scheduling software can allow the planners to see how this can be done, by analysing time tables, aircraft usage, or the flow of passengers.
Production scheduling can take a significant amount of computing power if there are a large number of tasks. Therefore, a range of short-cut algorithms (heuristics) (a.k.a. dispatching rules) are used:
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