What Time Are You? by Atwood Jeffrey;Faktorovich Anna;Faktorovich Anna;Anaphora Literary Press;

Author:Atwood, Jeffrey;Faktorovich, Anna;Faktorovich, Anna;Anaphora Literary Press;
Language: eng
Format: epub
Publisher: Anaphora Literary Press
Published: 2015-03-13T00:00:00+00:00

Chapter Six

Workplace Time Leadership Implications

Our past, present and future temporal alignment with the added age, gender and culture factors make us perfect candidates for certain time management tools. When we come to terms with this we will become more tolerant with others who have different interests. As was mentioned earlier, Time Leadership rests on the understanding of the relationship between ourselves and others, considering the time orientation and the other factors discussed. Working for an organization or in a team environment with others who have a different temporal alignment and favorite time management tools can be a challenge.

Bob Jones is the Purchasing Director at Samson Tool Company. He is responsible for five people in a purchasing department. Samson Tool has the latest technology providing laptops for everyone in the office. Bob is a present-oriented leader and uses his laptop consistently to maintain the current status of orders and each of his five staff. He requires daily updates through e-mail and synchronizes his smartphone with his laptop at least once each day. His calendar is on the laptop and he wants to stay current, updating events daily. He views time as flowing from moment to moment so he keeps current purchase bids by how long they take until they close and when the order ships and then ultimately arrives at Samson Tools. He needs to be able to report to the vice president at any moment when asked what the status of any order is within the company. He feels a tremendous responsibility for leading his staff with the large quantity of changing data consisting of vendor, orders, and invoices. He uses the company intranet to exchange data with the office directly from his laptop when he travels. Bob is the ultimate leader and expects his staff to stay abreast of each of the suppliers under their responsibility. He has limited time for dreamers of new methods that look beyond the immediate needs of the current purchase orders. Bob knows that the best way to keep his staff in tune with his needs for the department is to communicate how he sees the flow of information.

Unfortunately, in his staff are past and future temporal aligned individuals who have difficulty with the purchasing director’s alignment. It is important for these individuals to understand as a leader one can level the playing field by communication. If the team members understand, the needs of the leader, they are more likely to resist the urge to satisfy their personal agenda.

The idea of Time Leadership, as we have discussed throughout this book, is particularly and most importantly vital for teams. Anyone who has worked with a team on a work project understands that different orientations may create result barriers. In fact a diverse team made up of different time orientations—past, present, and future; male and female; young and old—may find themselves discussing how to hold a meeting, measuring task completion, progress reporting frequency and a host of other time process factors that have nothing to do with the actual project itself.

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