Flying to Microsoft Headquarters, I couldn’t believe my luck! Selected as lead developer on the Microsoft Unified Communications Sync Server project, I convinced my manager to permit me to initiate collaboration with our American counterparts and persuaded a senior colleague in Washington that working with us would benefit his product.
When I first got the assignment, I knew that working with Americans could add significant insight to our development. A history of failed collaborations by senior marketing managers made my managers reluctant to approve the plan of a junior engineer like me. Undeterred, I reached across two continents and ten Microsoft ranks and convinced a senior software architect in Redmond that working with us would develop their product while stabilizing ours. Everyone finally agreed, and I went to lead the collaboration in December 2007.
In Redmond, I established relationships transcending this project, aligning both teams’ development processes and paving the way for future joint ventures.
This accomplishment gave me international experience and exposure to senior colleagues at an early stage in my career. That the partnership benefited both people and products makes it my most substantial contribution in a professional situation.
Recently, my experience at the Energy I worked for has also allowed for me to use my value set to make a significant impact. Prior to my arrival as the Production Manager, it was common knowledge that the specified directions or course of action to improve production numbers, given by my predecessor, were to be followed without question. I decided to change this custom. Thus, every time there was a question raised concerning a troubleshooting method or a technique required to solve a problem, I would ask the questioner what he or she recommended in order to solve the problem. I would not dictate what needed to be done solely on what I thought was correct. This not only forced them to come up with possible solutions to their issues, but also allowed for open creativity and new ideas amongst our team. We shared these best practices on a regular basis in our weekly team meetings, and it resulted in a net ten percent increase in our production volume. This joint effort in understanding differing problem solving approaches reminded our team that individual input is paramount in overcoming obstacles and achieving our production goals. This change was not easy. Only after my team felt completely safe to voice their opinions and provide input was this change in how we sought to improve our production numbers achieved.