Yes! I had an engineering management role in a smallish company, which means that I still had a lot of hands on responsibilities, so not sure how things apply to your role. But a lot looked like this:

• we set out what we expected would be achieved in six months (major projects or milestones) <- we ran a roadmap that got fuzzy with time so this was more a vibe check than commitments
• we defined what would be signs that it wasn’t working. Eg. Projects stalling, teams confused about direction, feedback from the team, lowering of certain metrics.
• we set up checks every two months that included feedback from direct reports and one over.
• I picked Wednesday. we set out how the calendar was going to change, how handover was going to work for those days and what mechanisms existed to avoid blocking.

It went great! Especially as a manager knowing you’re not always there helps drive decision making delegation, self directedness, etc.

In this team I wasn’t the only one that tried it, and we didn’t synchronize days. It had no issue

Also depending on where you are, it might be moot. Eg. In Germany they can’t say no unless they have business reason.