Page 117 - VFWD -DOACotB - AMB 03 01 19

My next supervisory experience was with the County of San Mateo. You have to make sure that
everything gets done on time and you have to be as efficient as possible. You might seem a little
colder to other people. As I grew into that warehouse and we developed social norms they started to
understand what I was trying to get at. There were other employees that were there that you knew
they wanted to grow. I started helping those out who wanted to develop, as I became in charge of
voter outreach I hired people who were coming out of college and I taught them the ways that the
department works and how things work in government I started becoming more a transformational
leader. Figured out what works for them and develop a sense of growth in what they're doing.
Eventually I was working with section heads, who were in charge of precincts, voter data. Everyone
has different personalities so I had to make sure that I was very adaptive. Some supervisors work
differently. Some of them were very laid back. When you're working with different groups of section
heads I had to become very adaptive. I had to make sure I understood what our short-term goals were
and make sure our environment was happy and that people felt like they were valued. So I grew as far
as my supervisory style.

With Dublin I have a staff of four people. I grew someone to the point that she is now the City Clerk
for another agency. She applied for my position and I beat her for my position, I was able to mitigate
that and today we are still friends. I saw that she sought growth. With the current employees that I
work with, I allow them to do training and I talk to them. I'm in a nice position where I don't have to
constantly be on them and I see some growth.

As far as HR, one that I can think of was early on in my career. It was difficult for other supervisors to
write him up. They had me deal with it. I had a conversation - told him we might have to put him on a
performance plan. I knew the conversation didn't go so well, but he accepted that maybe I was trying
to help because I was new. We came up with production sheet that created a narrative around how
much work each employee was doing. This helped with the performance issues. He wasn't on par with
his functions, but he picked up his performance enough that we didn't have to fire him. That was an
HR issue that I had to deal with early on in my career.

As far as recently, with Dublin, there is an employee that wasn't going to pass her probation so they
ended up sending her to me. It was my directive to make sure that she performs well, so what I did is I
put her working with records. So I taught her about records, what I realized is that the work in
Community Development where she was performing, I noticed she was pretty smart, our relationship
was working well because I was teaching her. A year passed, she passed her probation, I ended up
giving her a 4 out of 5. She continues to do really well. That was an HR issue that I had to deal with.
Someone who was on the verge of being fired.

4. Please describe your experience in coordinating, tracking and reporting out on the implementation
of organizational goals, objectives, policies and procedures.

Most of my experience comes from elections, especially when I was working in the elections
department. We had to create new goals and new timelines. Talking over with staff whether these
timelines were feasible. All the departments work together. It can take a domino effect. We had to
redo our timeline. Implementing those new procedures took a lot of collaboration, took a lot of
meetings. The first election was good, we didn't have any major errors, and it was successful. Right
now I am implementing a passport program - I put together a timeline - and I had to show them
basically, draft letters for what I was going to do for scheduling apps, show the letters we were going