please help fix this interview example on showing leadership and building trust:

Situation: I was new to processing the state of Virginia. Virginia SME was promoted to LADR, and they were the go-to help keep everyone on the same page. When I began learning the state I noticed the team was no longer aligned on certain processes as in rework, branding, and alt processes.

Task:My task was to learn the state of Virginia and gain the trust from my peers that were more tenured than I was to correct alignment and processes to ensure efficiency and accuracy and stay aligned in the organizational policies.

Action:

• I was put on the schedule for Virginia immediately teaching myself through self-guidance how to start processing the state.
• I reached out to the former VA SME and met with VA processors for guidance on processes.
• I set up meeting and worked with the salvage specialist, my supervisor, and IAA to align branding and shared this with VA processors in a meeting and created an easier to follow cheat sheet to follow while processing.
• I actively participated in meetings by listening to my peer's ideas and concerns on the rework process and shared my ideas of a better rework process for claims to be processed more efficiently. Instead of sharing the rework as a team we worked on a system of owning rework by setting personal dairies and setting the dashboard out further to ensure less touches in the claim from peers.
• Virginia was still using the processing of ordering a draft from draft control when alting. I used what I had learned in Maryland and Delaware as well as finding that when it was a digital payment, we did not need the draft from draft control so I worked with IAA and tested a few claims using just the proof of payment from the payment screen and discovered we can cut the time waiting on the draft and ultimately saved time for cash processing as well.
• I gained trust with the most VA tenured rep by leaning on her to understand current processes and what was working for the Virginia team and what was not. I worked closely with her and built a relationship to help with rolling out the changes.

Result:

• Aged for Virginia decreased by 100
• Aged inventory is now at 9.3% and goal is to be under 20%
• Va now owns rework and has this has aided in reducing the aged inventory.
• I learned the importance of adaptability, resourcefulness, and open communication by working with the most tenured rep and including her in the roll out of changes.
• I am now crossed trained to work every state for my team.
• Became a SME in the state of Virginia and a month after starting to learn the state I successfully trained the next new hire for the state of Virginia.
• I created an environment in which the VA processors could feel comfortable that their ideas and feedback were expected and accepted, I continue to attend monthly VA meetings to go over inconsistencies that are trending and collaborating together ideas to work more efficiently and in alignment with the States Guidelines and IAA