Russell Hill - Good Leadership in Assessment

The assessment profession faces a credibility crisis. Not because we're doing poor work, but because the public increasingly questions our processes and decisions. Russell Hill, an elected assessor from northwest Arkansas, offers a compelling model for rebuilding that trust: lead through service, not authority.

The Power of Running Toward Problems

"Don't run from the problem because it's only going to get worse," Hill emphasizes. This philosophy transforms how an assessment office operates. When a realtor calls with mismatched addresses and parcel numbers, Hill doesn't delegate, he personally ensures resolution that day, even from a conference in Nevada.

This approach reflects a fundamental shift in how we view our role. Hill doesn't call them taxpayers; he calls them neighbors. It's not semantic games, it's recognition that every interaction shapes public perception of our profession's fairness and competence.

The most striking aspect? Hill entered office with zero assessment experience. "I didn't know what the assessor did till I ran for the office," he admits. Yet eight years later, he's built one of the region's most responsive assessment operations. His secret: focusing relentlessly on what only the elected official can do, public relations, human resources, and securing resources for staff.

Technology as Force Multiplier, Not Replacement

Northwest Arkansas adds 3,000 parcels annually with just 38 staff members. That math only works with strategic technology adoption. But Hill's approach avoids the trap many offices fall into, buying technology for technology's sake.

"Let's go out there and experiment. Let's try new things," he tells his team. "If it didn't work, let's learn from it." This experimental mindset, combined with clear operational goals, ensures technology serves the office's mission rather than driving it.

Hill sees AI and emerging tools not as threats but as bridges between generations. The "Silver Tsunami" of retiring assessors grew up with pencil and property cards. The incoming millennials grew up digital. Technology can preserve institutional knowledge while enabling new efficiencies.

Building From Values, Not Just Statutes

Every assessment office follows state law. What distinguishes exceptional offices is how they execute that mandate. Hill's office operates on four core values mapped to compass points:

• North (Nonpartisan): Fair and equitable assessment above all
• East (Exact): Data accuracy that others can rely on
• South (Service): Customer service excellence
• West (Wisdom): Continuous education, both internal and public-facing

These aren't poster slogans. Each quarter focuses on one value, with recognition, training, and operations aligned accordingly. First quarter, when taxpayers flood the office? Service quarter. Second quarter, when training ramps up? Wisdom quarter.

This systematic approach to culture-building addresses a critical gap in our profession. We excel at technical training but often neglect leadership development. Hill sends supervisors to leadership conferences, not just IAAO courses. "We don't want to set someone up to fail," he notes, rejecting the government tradition of promoting based solely on tenure.

The Relationship Dividend

Hill's background in ministry and freight brokerage seems unlikely preparation for assessment. Yet both taught essential lessons about "living in a fishbowl", where every decision faces scrutiny, and building trust when stakes are high.

His freight brokerage wisdom particularly resonates: "Where you really earn your street cred is when something goes wrong." In assessment, that's every day, valuations increase, taxpayers object, data conflicts arise. Hill's response? "Be more concerned about their problem than they are."

This manifests in unexpected ways. Hill conducts annual training for realtors, title companies, and lenders, recognizing them as extensions of the assessment office. When tax laws change, these professionals become informed advocates who can accurately explain changes to clients.

Moving at the Speed of Business

"A lot of times government is this slow-moving ship," Hill observes. His office explicitly rejects that model, committed to "moving at the speed of business." This isn't about rushing, it's about recognizing that delayed or inaccurate data cascades through the entire real estate ecosystem.

Yet Hill maintains full in-office staffing, bucking the hybrid trend. The reason? Retirement community demographics mean many taxpayers still prefer face-to-face service. It's a reminder that "modern" doesn't always mean "remote", it means meeting constituents where they are.

Key Takeaways

For New Assessors: Focus on what only you can do. Your staff knows the technical work; your job is ensuring they have tools, training, and public support to succeed.

For Experienced Assessors: Experiment fearlessly with technology, but ground every innovation in clear operational goals. Let your values, not vendors, drive adoption.

For All Offices: Stop treating public relations as damage control. Proactive relationship-building with realtors, lenders, and the public creates advocates who explain your work accurately when you're not in the room.

Hill's journey from knowing nothing about assessment to leading a thriving office proves that technical expertise, while important, isn't everything. Sometimes the outsider's perspective, combined with genuine commitment to service, delivers exactly what our profession needs.