You're a Servant Leader. How can you prove that you're the best at managing time?

I don't align with the notions of proving myself or aiming to be the best. Instead, my focus lies on becoming a better version of myself. Collaboration is more important to me than competition. My approach involves assessing the complexity, urgency, and impact. I prioritize based on these factors, aiming to complete the minimum viable version. Feedback becomes crucial, helping me decide whether to pivot or continue refining. Timeboxing is a general practice I follow.

Incorporate the following into my daily routine: -Assess my priorities -Plan & Schedule my time daily -Delegate and empower others -Review & reflect -Leave room for follow-up no matter the item/issue -Close out each day with accomplishments.

This is a nonsensical question. Servant Leadership doesn't correlate with proving you are the best at anything and lands on an ingenuine foundation.

One thing that helps me a lot to plan the work with Priorities up in my list with time scedule. Also it's important to let know someone you are working on some project rather than silently accepting some other project which was not on your list.

As a graduate student navigating the realm of Business Administration through the lens of Servant Leadership, prove your time management prowess with guidance from insights and networks from throughout the LinkedIn community. Adopt a proactive approach by meticulously planning ahead—setting clear goals, prioritizing tasks, delegating when necessary, and anticipating challenges. Actively seek constructive feedback to showcase your commitment to continuous improvement and share your valuable insights openly to contribute to your community.

My routine - -Self-check in/Reflect. -Tracking/Measure your own progress vs. your teams -Seek help if needed/Delegate if you can, all items are not urgent everyday -Prioritize -Leave time in your schedule for the unexpected(urgent items only) -Ensure that you provide at least 1 or more servant leadership goal to yourself & your team(routine) -Follow-up on any gaps (accountability) and adjust accordingly -Recharge yourself (take a break) - Self care - -Sort -

The tools you can use are plenty. The key here is to have something to compare and track the reality vs the projection. It's normal to have deviations, but as much as we track more information we will have from the context.

The only way to know if you are making progress is to measure it. You can’t manage what you don’t measure. Leaders have very high standards for THEMSELVES, not others. High standards result from knowing what and why, taking action, and measuring it often.

As I said before, check what was your most productive hour. Why do you say it was a productive hour. How can you enhance this quality at different times of the day. Do one thing at a time. The things which could be done by others, delegate, guide, nurture and do a feedforward review. Note down those things which did not go well. Do 'why' analysis if required. Implement the improved version the next time. Check the results.

The premise of this article seemed flawed to me. While there are nuggets of truth and value in the bullet points, how it is worded takes away from Servant Leadership. Servant leaders do not set out to prove they are the best at anything. They instead elevate their team by supporting them, meeting their legitimate needs, and removing roadblocks to high performance from their teams. They elevate those around them by serving them.

I sort through all tasks to categorize them appropriately. Reflect on Tech. vs. Non-Tech, Date Driven task items, SMART goals, where can I be flexible vs. not. Self Reset/Refresh - Make & Take the time for myself (Ex. Family, vacation, PTO, Continuous Learning).

One interesting tactic is to follow methodologies that include gap time or cooldowns, like Shape Up. Following them you offer the team physical space to develop themselves, and they are also aware of how the cycle works.

BOUNDARIES. You set your boundaries, and you should expect your teams to set their own too; however, YOU MUST MODEL THEM, YOURSELF. Most employers want their employees to speak up for themselves and ask for what they need, but the deeply ingrained "people-pleasers" inside of many of us restrict us and make us feel like we're not allowed to ask to take time off because our kid has a snow day, or whatever it is. My guess is that at most companies, leadership doesn't model balance well enough, because they're either caught up in their own passion or driven by fear. Either way, if everyone were to take a moment to pause, reflect, and PLAN (read the anticipation post above), then balance becomes exponentially easier. Transparency is key.

My way is to Prioritize my day everyday first thing first in the morning, classify each actionable as one of the following category, and act accordingly. 1. Urgent: Must be done today itself. 2. Important: Must be done this week, not necessarily today. 3. Delegate: Non-trivial enough to be delegated to someone else in the team, for apt ramp-up of the team. 4. Non-negotiable: Lunch Break, Tea/Snacks Break, Focus Hour, 1:1 Meetings, etc. Remember: Tomorrow never dies, Tomorrow never comes; prioritize accordingly, act accordingly. Mantra for Work-life-Balance: Work as if there's no life outside work, but OOO working window, live as if there's no office work. Not an advocate of divides, but good to have the line not blurred out.

- Manage your own time well and avoid creating a culture of constant urgency. - Take breaks to recharge, as this will lead to better decision-making and increased productivity in the long run.

Seeking feedback is a courageous act that will make everyone grow. As long as you're a clear owner on your projects, seeking feedback widens perspectives and enriches the quality of the work. As the owner, you still get the final say on how to proceed, but from a much more informed space. Cultivating a culture where feedback and ownership are honored is challenging but not impossible. Seek to consciously transform your culture into a positive work environment that suits your staff. Of course, it's easier if you get to hire the best of the best, but feedback and low-authority / actually allowing people ownership of their projects and decisions is a practice employers and employees can adapt and grow from and with, to evolve the workplace.

Regarding Feedback - I always do the top 3 -Effective Listing -How can I apply it to myself -Test drive it against what or where ever needed to arrive at how best to implement. -Check In to track how it worked or not.

According to Brené Brown, “there is no mastery without feedback.” (Brené Brown, 2019). Her mantra for receiving feedback is: Be brave. Listen. You can take what’s helpful and leave the rest (Brené Brown, 2019). Her mantra for giving feedback: Clear is kind. Unclear is unkind (Brené Brown, 2019). I believe feedback should be purposeful. As a young, public health professional, feedback from your colleagues, mentors, and community members can serve as a valuable compass for evaluating your performance and providing guidance. Feedback is a valuable tool for environmental scanning, relationship building, and personal monitoring. It should be deeply integrated into your every day interactions.

Feedback is the basis for reconstructing and reconducting habits. Be aware of providing frequently. Celebrate in public and correct in private.

In essence, seeking feedback becomes a strategic element in your time management toolkit. It not only helps you refine your own practices but also empowers your team, fosters collaboration, and contributes to a culture of continuous improvement, all of which are integral aspects of effective time management within a servant leadership framework.

As a true servant leader, you are always seeking smarter ways of working so that you have more time to serve others. That is my tip: use generative AI to help your daily work, this way you have more time for interacting with people, listening to them and coaching and mentoring them!

Stay up to date with market & industry insight. Listen carefully and share your knowledge & experience with your team members and stakeholders. Always remember, that main purpose, is to give value to help thrive others and not just "promote" yourself.

Continuously work with Mentors- They provide great insights on continuous self and organizational improvements. Continue to nurture that relationship so that you continue to grow with the organization and improve your leadership skills.

Be sure to share what you think regularly in open discussions. Also, do not get attached to ideas because they come from you. Be open to narrow discussions.

Servant leader has to be good on understanding upper level vision and supporting it to fellow subordinates or colleagues. It is often not about your interpretations but about non-conditional following up and assuring execution. This is often followed in the millitary forces when one has to obey even you may not believe in the tasked action. What matters is the end result.

Ridiculous question. It’s not an individual competition. This is about removing impediments from the teams you manage as best you can to give them the environment to succeed. Could be ad hoc tactical answers to immediate questions or long term strategic planning and everything in the middle

I disagree with the underlying theme of this article. Servant leadership is not about proving you are the best at anything. It’s about putting your team in the best possible position to succeed. If time management serves as a current impediment, you can absolutely leverage some of the suggested strategies mentioned in this article. However, your focus should always be on what’s best for them rather than how you are perceived.

Why would I need to? This misses the mark. If I’m striving be a servant leader, why would I worry about being the best at anything? At most, I would want to be the best for those I serve.

Servant leadership is not about being best at anything. It is about being present, available and supporting / enabling the team to be the most effective they can be. But it is also about showing and having surplus mental capacity and remaining calm even in the face of adversity. Being a role model in taking the needed time to process inputs sufficiently while still balancing the need for urgency each situation may require. A military analogy may be: “Generals don’t run in the hallways”.

1. Lead by Example , stay with your team all along. 2. Set Clear Goals and Priorities i.e Clearly define tasks, deadline 3. Encourage Open Communication on work load, every industry is working in crunch timelines, so we have to support our team members for their personal errands as well. 4. Delegate Wisely : Assign tasks based on team members' strengths 5 Promote Work-Life Balance : Encourage breaks, time off, and a healthy work-life balance to prevent burnout and improve overall productivity. 7. Offer Time Management Training. 8. Recognise and Reward Time Management Skills