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Over-communication; if they’re not answering emails, may help to add additional context in the calendar so they can understand how you got to the conclusion you did. I always think more details is better than less - especially if you ever had to prove to a third party that you’ve covered all angles.
Good luck, OP!
That’s a tough one, so you will have to be very clear. It’s fair to schedule time with him to review calendar and scheduling, and ask him how he would like to make sure you have all the info to manage his calendar. Enumerate that means calls, meetings, travel, and personal blocks. Offer choices on communication: would her prefer to send you notes, Slacks, or texts when he wants to add or delete something? Copy you on emails so you can pick up the info there? Send you a first thing or EOD note with items he needs added?
The key is likely NOT leaving it open, but giving him choices on how to get it to you.
I would connect with the people that lead his teams and others around him to find out what’s going on (where does his team feel like he’s most needed, what’s the project time line and key meetings for each project) Then once you’ve gathered information, schedule time to review priorities. Make a list of his projects and internal commitments. Ask him how much time does he want to spend with each team, client and internal commitment. What key meetings are most critical for him and what’s nice to participate in? Who are his key relationships that are important to him?
Put recurring meetings on his calendar and use the time to discuss his plans for the next day/week. Call his cell phone at the time of the meeting if he doesn't join. Send emails to him requesting the info you need so that you can have that as proof if you ever need to show your manager that you did all you could.