1. “Is There Really More to a Good Evaluation Than a One Hour Meeting” Steve O’Malley La Crosse County Administrator Wisconsin Counties Association September 22, 2015

2. Begins with a “Call to Service” Start from a place of humility as a “Servant Leader”* Reconnect with your passion and purpose for our work Evaluation is not about the exercise of power over, but in service to… How can we improve the outcomes and results for our community None of us achieves anything alone. Only through collective inspired action can we change the world. “Life’s most persistent and urgent question is “What are you doing for others” - Martin Luther King, Jr. * The Greenleaf Center and the Master of Arts in Servant Leadership @ Viterbo University

3. My Perspective on Evaluation 1.Direct honest one-on-one communication & feedback 2.Appreciation and clarity of expectations 3.360 evaluation, open to challenge & discussion 4.County Administrator’s job, but evaluation of Department Heads must be linked to Board priorities 5.Many opportunities for interaction, Open Door 6.No surprises, anticipate needs, seek solutions and compromise / team work between peers 7.Trust and delegate, not micro managing 8.Be willing to advocate, support and deliver 9.Team approach – Focus on Results 10.Open to change and still learning based on evidence

4. “Results that Last” By Quint Studer Evidence Based Leadership that: Aligns Goals – Evaluation system that tells leaders what they’re supposed to be doing and the priorities Aligns Behavior – Showing of appreciation and dealing with performance gaps. Moving low performers out when necessary. Aligns Processes – Consistency across the organization, how people are hired and policies followed. You’ll never get everyone on board, for most places: 34% will improve, 58% will do so if their behavior is reinforced and 8% will not budge. Spend 92% of your time retaining the 92%, while taking the time to help move low performers out.

5. “Results that Last” By Quint Studer High Perfomers Tell them where the organization is going Thank them for their work and Outline why they are so important Ask whether there is anything you can do for them Middle Perfomers Support - Why they are important to the organization, be specific Coach - Share one idea for development or improvement Support – Let them know you are committed to their success Low Perfomers, Up or Out Describe what’s been observed Evaluate how you feel Show what needs to be done Know the consequences of continued low performance

6. “Results that Last” By Quint Studer Rounding for Outcomes: A set of skills that engages staff and customers wherever possible to improve results Employees: 1.Want a manager who cares about them and values them 2.Want systems that work and the tools to do the job 3.Want opportunities for professional development 4.Want to be recognized and rewarded for doing a good job 5.Don’t want to work with low performers

7. Opportunities to Round for Outcomes 1.Agenda preparation – Streamlined committees 2.Board meetings – Resolutions & Ordinances 3.Policy Planning – Reports & Discussion 4.Monthly Reports to the Board 5.County Administrators Annual Budget

8. ORGANIZATION CHART