My top accomplishments for 2015 include:
• Establishing relationships within the Strategy, Projects, and Lean Office (SPLO) team, especially the SPLO Leadership team
• Developing partnerships with the leaders of the Enterprise Infrastructure Leadership team, including leading discussions during the Logistical Consulting offsite and Leadership offsite sessions
• Leading a cross-functional teams during both the Compliance Support and Learning Center End-to-End Offsite sessions

First and foremost, it was critical I establish a great relationship with my immediate SPLO teammates. We were a new team with new purpose and individual responsibilities. The first half of the year was spent establishing relationships with the team members; however it …show more content…
Through the Risk Assessment work, I spent a lot of time one on one with the Leadership team in order to identify risks and controls. It was through this time period I was able to forge personal and professional relationships with each of them as we accomplished our work tasks. The result of these interactions is evident in the easy way I can reach out to them, and them to me, to help each other as we lead the team together. Some of the results of the partnerships include being asked to lead large sections of the Logistical Consulting offsite session in order to document services, and introduce measurement and risk concepts to the team and participating and facilitating some discussions during the 2016 Leadership Strategic Planning …show more content…
That said, it is not something one can do without established relationships. As a new team member to the Enterprise Infrastructure team this year, I had some catching up to do in order to lead the meetings successfully. There were a few ways I found success in doing this. For example, for the Compliance Support process discovery and innovation session, I met with each team member individually prior to the meeting. This was especially helpful because I had joined the team only a month prior and I needed to quickly introduce myself and the basic concepts of Lean to a front-line team with little to no exposure to any process improvement methodologies or techniques. In the case of the Learning Center End-to-End offsite, I did not have the luxury of time to meet with all the attendee partners from outside of Enterprise Infrastructure prior to the meeting. Fortunately, the relationships I had built with the Enterprise Operational Excellence Team and our risk partner helped with some key connection points. Additionally, where I didn’t have time to extend my reach, my partnerships with the Enterprise Infrastructure Leadership team helped smooth any edges with extended partners where they had established