Human Resources

Dollars And Dirt: Navigating The Financial Reality Of Conservation Farming

Fri, 19 Dec 2025 20:48:35 GMT

Farmers like Ted Hamer and April Hemmes aren’t opposed to conservation practices or regenerative agriculture—both Iowa row crop growers already use some. What they are opposed to is taking on unmanageable risk in an environment of tight margins, volatile markets and rising input costs without clear, reliable benefits.

During their recent, wide-ranging conversation on AgriTalk, a central theme emerged: if policymakers and companies seek broader adoption of conservation and regenerative practices, they must pair expectations with practical, well-designed incentives.

Here are some of the key points the two farmers made during their discussion with Host Davis Michaelson.

‘Regenerative’ is Just Good Farming
When new programs are announced with big dollar figures and bold language, they often imply that farmers need to be “fixed.” That doesn’t sit well with farmers, many of whom have been stewarding the same land for generations.

As Hemmes, based in Franklin County, Iowa, puts it, many practices highlighted under the umbrella of “regenerative agriculture” are simply standards for good farming.

“What you’re saying is regenerative ag, I just call farming. That’s just what we do. Taking care of our ground and having healthy soils is what we farmers do because it’s our legacy to our family,” says Hemmes, who uses no-till, cover crops and water management practices.

In her and Hamer’s perspective, farmers are not resistant to regenerative practices. Instead, they dislike being told they are “farming wrong” by groups and individuals outside of agriculture who may not fully grasp the on-the-ground economic and agronomic realities.

Tight Margins Make Experimenting A High-Stakes Decision
Hamer, based in Tama County, Iowa, explains that adopting new practices—such as cover crops, reduced tillage, or diversified rotations—often means incurring upfront costs, significant management changes, and a lot of uncertainty.

“It’s terribly risky with the margins we have right now… I’ve got to make a buck… I can’t have it be so risky that I don’t see a return on my investment,” Hamer says.

This is the crux of the matter: even when farmers are supportive and willing to adopt new practices and technologies, the math has to work, and some profit must be realized.

Their collective perspective is clear: without robust ROI data, strong cost-share or incentive payments, and integrated risk-management tools (like multi-year contracts or crop insurance integration), shifting current practices is often unjustifiable.

“The margins are too tight to stick your neck out very far at this time,” Hamer says.

Incentives Must Include Technical Support
National agricultural announcements often tout the dollar amounts available, such as the recently announced $700 million Regenerative Pilot Program . While funding is crucial, Hemmes points to an equally pressing need: technical support in the field to help implement the programs effectively.

“They need more dollars for people in the field…. I’ve been a soil and water commissioner for over 30 years, and we are in desperate need for technicians out here. So, throwing money at this is one thing, but getting the people in place to carry out the programs is another,” she says.

When USDA service centers, Extension offices, and others at the local level are understaffed and technical assistance is stretched thin, good programs can stall at the farm gate. Hemmes outlines the requirements for effective incentives:

Adequate Technical Assistance: To help farmers correctly design and implement complex practices.
Reasonable Timelines: Recognizing that some benefits, like improved soil structure and organic matter, take time to develop and build.
Simple, Predictable Processes: Application and compliance should be straightforward.

Without the necessary technical support and manpower, Hemmes notes that even the best programs often just turn into frustrating paperwork exercises.

Aid Payments Don’t Fix Structural Issues
Short-term “bridge” or aid payments can help keep farms afloat during difficult years, but Hemmes and Hamer say they don’t structurally support the long-term decisions that can improve grower practices and profitability.

The main issue, they contend, is that much of the money from these aid programs never truly stays on the farm.

“This payment (the $12 billion Farmer Bridge Assistance program) isn’t for us. It’s all going to input costs, fertilizer, equipment. None of that money stays in our hands,” Hamer says.

Hemmes agrees, noting that people outside of agriculture often “don’t see what the problem is” because farmers are seemingly getting “free” money.

“It’s not like we go to Amazon and order a bunch more crap off there because we got some money,” she says. “No. It goes to everything we have to do to put the next crop in the ground.”

Ultimately, she believes, major policy change requires facing difficult truths.

“We’d love free and fair trade, but we know that’s not a possibility,” she contends. “It’s going to hurt to make a change, and I think that’s what politicians don’t like. They want to get reelected, so [their attitude is] ‘let’s just keep doing it this way.’ That’s the tough part of it all, because anything that revolves around changing policy is messy.”

Hear the complete conversation between Hamer, Hemmes and Michaelson on AgriTalk:

Will Congressional Inaction Force Farmers to Choose Between Health Insurance and Their Farm Budget?

Tue, 16 Dec 2025 15:16:11 GMT

Healthcare insurance plans for some U.S. farmers could double in 2026, as enhanced federal subsidies under the Affordable Care Act (ACA) are scheduled to expire.

The impending cost surge could affect thousands of U.S. farmers who currently rely on the ACA marketplace for their health insurance, according to the non-partisan KFF (formerly Kaiser Family Foundation), a health policy organization.

KFF estimated in 2023 that 27% of “farmers, ranchers, and other agriculture managers” relied on individual ACA market coverage. Nationally, more than 22 million Americans rely on the ACA marketplace for insurance options.

Farmers ‘Don’t Have Many Options’
Iowa farmer Aaron Lehman, who testified before Congress last week, highlighted the severity of the potential cost increase on his family. He said he expects to pay double to purchase an insurance plan for 2026 that would be comparable to what his family had this year.

“That is an incredible cost for our family budget and for our farm budget,” Lehman stated. The fifth-generation farmer and president of the Iowa Farmers Union described how rising healthcare costs are colliding with already harsh economic realities in agriculture.

“Farmers right now are trying to make all sorts of decisions because commodity prices are low, because of the chaotic trade situation that we’re in and higher input prices. All these things have made a real crisis for a lot of our farmers,” said Lehman.

“Finding ways to deal with that, we just don’t have too many options. Farmers will buy less equipment or not make the necessary upgrades and equipment that they need to,” he added. “They’ll look at their input suppliers, and they’ll decide, ‘what can we do to get through just this year … to get a plan to put the crop in the ground?’”

Read the testimony of Aaron Lehman here. A portion of his testimony and discussion is also featured on a posting to YouTube .

Signup Deadlines For Coverage
The challenge for farmers trying to decide on what insurance policy to purchase is compounded by the deadline to enroll in ACA marketplace plans: People needed to choose their ACA plan by Monday for coverage to begin Jan. 1. Open enrollment continues in most states until Jan. 15 for coverage beginning Feb. 1.

Despite broad public support for an extension to the ACA tax credits — a KFF poll said 74% of Americans favor continuing the enhanced credits — a congressional standoff has so far failed to produce a solution:

Failed Votes: Both a Democratic plan to extend the enhanced tax credits for three years and a Republican proposal to replace them with Health Savings Accounts (HSAs) failed to pass the Senate last week.
Impending Crisis: Nearly six in 10 enrollees (across all categories) told KFF they could not afford even a $300 annual increase in 2026 without significantly disrupting household finances.
Political Fallout: The issue of healthcare costs and expiring subsidies is highly polarizing, with some Republicans warning that a failure to address the problem could cost them legislative majorities in next year’s mid-term elections.

As the deadline for open enrollment closes and the Dec. 31 subsidy expiration date approaches, farmers must prepare for substantially higher health insurance costs in 2026 unless Congress acts to reach a last-minute agreement.

Young Farmers Need Better Options
During his testimony and ensuing discussion, Lehman stressed that healthcare isn’t just a personal household issue; it’s central to the future of American farming. With the average age of an Iowa farmer at 57, he said the sector desperately needs young and beginning farmers to return to the land. But without affordable, reliable health coverage, inviting the next generation back onto the farm becomes a far riskier proposition.

“You have to be very smart to figure out the plan that can bring the next generation on the farm,” he said, adding that many talented, innovative young people want to farm, but face daunting financial barriers — healthcare high among them. He noted that one of his sons works with him on their family operation, which is based in Polk County, Iowa.

Lehman framed affordable healthcare for farm families as an investment, not a handout: a way to make it possible for young farmers to feed their communities, support local and regional food systems, or continue larger family commodity operations.

“Extending the federal support for lowering the cost of health insurance is a true win for farmers and for all of rural America,” he said.

Better Together: The Co-op Employee Experience

Wed, 30 Jul 2025 18:18:53 GMT

Cooperative organizations are rooted in a distinct set of values and principles that set them apart from traditional business models. While many recognize these principles as guiding how co-ops serve their members, they are just as influential in shaping how co-ops support, engage, and empower their employees.

At a time when the U.S. is experiencing the lowest levels of employee engagement in over a decade, cooperative organizations are bucking the trend. A recent engagement survey conducted by FCCS revealed six standout strengths in workplace culture, each directly tied to the cooperative model. These strengths are not accidental; they are a reflection of the seven cooperative principles in action.

(Angie Coleman)

By viewing employee experiences through the lens of cooperative values—member ownership, collaboration, and shared success—it becomes clear why co-ops often cultivate highly committed, purpose-driven teams. Here’s how:

1. Strong Sense of Purpose & Mission
Connected to Cooperative Principle #7: Concern for Community
Employees in co-ops understand that their work serves a larger purpose, whether it’s supporting farmers, credit union members, healthcare communities, or electric utility customers.

How the Cooperative Model Shapes This:
• Employees witness the direct impact of their work on their communities.
• Mission-focused cultures foster intrinsic motivation and engagement.
• Employees are proud to work for something bigger than a bottom line.

2. Managerial Support and Coaching Conversations
Connected to Cooperative Principle #5: Education, Training, and Information
Managers in cooperatives often serve as mentors, coaches, and supporters, not just supervisors. One-on-one conversations are used as a tool for reflection, idea-sharing, and development.

How the Cooperative Model Shapes This:
• Continuous learning is a cultural norm, encouraged through coaching and dialogue.
• Employees feel heard and valued through regular check-ins.
• Managers focus on employee growth and alignment with organizational values.

3. Collaborative & Supportive Work Environment
Connected to Cooperative Principle #6: Cooperation Among Cooperatives
Employees frequently cite strong teamwork and cross-departmental collaboration as key strengths in cooperative workplaces.

How the Cooperative Model Shapes This:
• Shared success is prioritized over internal competition.
• Departments work together to solve problems and support one another.
• A “we over me” mindset strengthens trust and cohesion.

4. Fair & Transparent Leadership
Connected to Cooperative Principle #2: Democratic Member Control
Transparency and inclusivity in leadership are hallmarks of cooperative governance, and employees feel the difference.

How the Cooperative Model Shapes This:
• Leadership decisions are rooted in shared values, not short-term gain.
• Employees experience open forums, accessible leaders, and transparent communication.
• Trust in leadership fosters higher engagement and morale.

5. Meaningful Employee Ownership & Involvement
Connected to Cooperative Principle #3: Member Economic Participation
Even when employees are not formal member-owners, many report a strong sense of ownership in the organization’s success.

How the Cooperative Model Shapes This:
• Employees feel that their input shapes policies, decisions, and improvements.
• Career development reflects long-term investment in people, not just roles.
• A shared stake in success drives accountability and pride.

6. Work-Life Balance and Well-being
Connected to Cooperative Principle #5: Education, Training, and Information
Cooperatives often take a sustainable view of employee well-being and work-life balance.

How the Cooperative Model Shapes This:
• Training helps employees work effectively—not just more.
• Leaders model healthy boundaries and encourage time away.
• Employee well-being is prioritized as a long-term asset, not a short-term trade-off.

Cooperative Values Drive Positive Employee Outcomes
The strengths highlighted by employees across cooperative sectors reflect a deeper truth: when an organization operates by cooperative principles, the employee experience naturally improves. Employees thrive in environments where:

✔ Their work is rooted in purpose.
✔ Collaboration is prioritized.
✔ Leadership is transparent and fair.
✔ They feel ownership and involvement.
✔ Their health and balance are respected.
✔ Their growth and development are a shared priority.

By staying grounded in cooperative principles, co-ops are not just creating great places to work—they are building values-driven cultures where people can grow, contribute and belong.

Angie Coleman is an Organizational Development Consultant with FCCS Consulting.

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The Scoop Podcast: Put The Right People In The Right Seat On The Bus

Mon, 28 Jul 2025 01:35:22 GMT

Tell us why you started Align Talent.
“I provide recruiting services as well as industry and market analysis for companies and individuals within the ag industry. I specialize in sales leadership and operational roles exclusively for agriculture and ag tech companies throughout the United States. My mission is to use my experience and knowledge of the industry having worked in the industry for 27 years and having worked in a lot of the positions that I recruit for.”

What’s your philosophy about recruiting?
“While recruiting has never been part of my title, it’s always been a large part of what I’ve done, and I found that very fulfilling to be able to put the right people in the right seat on the bus and watch them grow.”

How can companies create greater success through the recruitment process and employment tenure?
One of the best ways is to spend the time to talk about what’s in it for the candidate. The companies that have embraced that and take the time to explain the role in terms of what the progression is throughout their career are the companies that are being most successful. Everybody wants to continue to progress within the compensation ranks. But people stay where they feel like they’re respected, they’re heard and they’re supported.

What’s a key driver changing the roles needed in the ag industry?
“One of the biggest things that is having an impact on the roles within agriculture is technology. It’s rapidly transforming how we do business and also the skill sets that are needed within the professionals and employees that work within the industry. We’re hiring for jobs today that we didn’t even know existed, just a few years ago.”

What are the biggest pain points in the labor force for ag retail?
As long as I’ve been in agriculture a challenge is finding the people. There’s such a high demand for the services and things that retailers provide, and not everybody is willing or able to commit to that level of service that’s needed. Technology is one of the ways that we’re addressing that as we try to take labor out of out of every operation within ag retail. For example, the automation systems within the chemical buildings and fertilizer buildings are what used to take 2 to 3 people to operate, and now you can get by with maybe one or one and a half people.

What trends do you see in tenures across the industry?
We’re seeing a real trend in the aging of our demographic within ag retail. A lot of our operators and leadership, or within 5 to 10 years of retirement. There seems to be a real gap when it comes to those folks that have 5 to 10 years’ worth of experience to come back in and fill those shoes. When I first got into business, you could see building careers in the industry, staying throughout their career, or spending 9 to 10 years in their in their job. And now 2 to 3 years stints are usually pretty common.

How are you seeing businesses solve for these problems?
The leaders within the industry are looking outside of just the industry For example, if you’re a person who knows how to how to sell, they may not have sold chemicals and fertilizer and technology, but they can very well be taught. Or for an applicator role, if you’re bringing somebody from the outside who knows how to operate equipment and is mechanically inclined, they can very much be taught how to how to operate our equipment. The ones that are that are getting on board with this approach the quickest are the ones that are really starting to bridge that gap the fastest.

Is there a formula for higher retention?
High retention teams usually have a strong communication, clear expectation and supportive family like culture. Within that organization your brand as an employer is more visible than ever. Candidates are researching companies online and listening to what others have to say about them. Telling your story, whether through social media, employee spotlights or community involvement, those types of things also help attract aligned candidates.

What Motivates Agricultural Candidates to Apply?

Thu, 03 Jul 2025 16:49:44 GMT

Agriculture and food industry employers consistently struggle to find applicants with the right combination of skills and experience. So, where exactly are the qualified candidates going?

Candidate drop-off, a situation where job seekers initiate applications but fail to complete them, is an issue facing recruitment professionals nationwide. To better understand and address this issue, AgCareers conducted the Application Motivation Survey. We investigated the key motivators driving application completion and identified obstacles causing drop-off.

Here are essential insights into what motivates candidates to apply and select your organization:

1. Money Talks and Transparency Pays
Our survey underscores the importance of pay transparency in job advertisements. Salary and benefits information emerged as the most crucial factor candidates seek before deciding to apply. Only 32% of job seekers stated they’d apply to a role without listed salary details—meaning employers risk losing nearly 70% of potential applicants by omitting compensation details. Including salary ranges directly benefits both candidates and employers by saving time and clearly aligning expectations. Employers can further streamline the process by proactively indicating salary ranges, especially if asking for applicants’ salary expectations.

Even after a candidate applies, compensation remains the primary consideration for candidates deciding whether to join or leave an organization. Respondents said that “salary/compensation” was the most crucial factor influencing their selection in an employer and the top motivator for them to leave a job if offered another opportunity elsewhere.

2. Location & Job Description
Alongside competitive compensation, clearly articulated job descriptions and specific location details form the trifecta of essential information for candidates. Location consistently ranks as the top online job search criterion. Conversely, nearly half (46%) of respondents stated “unwillingness to relocate” as their main reason for not applying.

Job descriptions also significantly influence application decisions. Candidates feel most confident and encouraged to apply when they clearly meet all listed requirements. Conversely, failing to meet minimum education and experience criteria discourages applicants, with women significantly less likely than men to apply if they don’t fulfill all job posting requirements.

3. Application Process
Candidates express substantial frustration with repetitive application processes requiring redundant entry of resume information and lengthy, complicated steps like authentication. Additionally, respondents reported they are unlikely to apply to future openings at an organization if their initial application goes unacknowledged.

Access the Full Survey Report
Download the complete complimentary Application Motivation Survey Report to gain further insights into job search behaviors, employer branding, application processes, and candidate communication strategies. Enhance your organization’s job postings and branding efforts to attract and retain top talent.

Download the AgCareers Application Motivation Survey Final Report 2024-2025 .

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It's Hot Out There: Avoid Heat Stroke and Heat Exhaustion This Summer

Wed, 25 Jun 2025 20:22:43 GMT

As the temperatures begin to soar, we all know farm and ranch work never stops, even in the hot weather.

“Wear lightweight, long-sleeved, light-colored clothing, or a cooling vest and take short, frequent breaks in a shaded or cool area to stay cool while working outdoors,” says Tawnie Larson, a program manager in Kansas State University’s Carl and Melinda Helwig Department of Biological and Agricultural Engineering and the Kansas Agriculture Safety and Health Program.

She says technical cooling vests “are essentially like wearing air conditioning.”

“The vests use specialized fabric and fibers to circulate cooling products to keep body temperatures low during hot days,” she explains.

Larson also suggests using equipment with a canopy, such as a Rollover Protection Structure (ROPS) with a sunshade.

“Usually, the ROPS with canopies cannot be folded down, which in turn provides more safety for operators because the ROPS is always activated,” Larson says. “Equipment that has an enclosed cab often times comes with air conditioning and has a built-in ROPS. Both of these options provide safety from rollovers and can help prevent heat-related illness.”

Because each individual reacts to hot days different, it’s important to listen to your body, Larson says. Take frequent breaks and stay inside during the hottest part of the day if possible.

“Medication may also play a role in affecting one’s body’s ability to stay cool, making it harder to handle the heat,” Larson says. “Before working outside this summer, check with your doctor to see if you’re at higher risk for heat-related illness and whether you should take extra-precautions due to medication.”

Is it Heat Stroke or Heat Exhaustion?
The U.S. Centers for Disease Control and Prevention recommends drinking 1 cup of water every 15-20 minutes, and before becoming thirsty. The CDC also recommends keeping sugary and alcoholic drinks to a minimum. Replace salt and minerals with snacks or a sports drink.

Heat stroke symptoms include high body temperature; hot, dry, red or damp skin; fast, strong pulse; headache; dizziness; nausea; confusion; and lack of consciousness.

If a person is suffering from heat stroke:

Call 9-1-1 immediately.
Move the person to a cooler place.
Lower the person’s temperature with cooler clothes.
Do not give the person anything to drink.

“Heat exhaustion is different and usually not as serious,” Larson says.

Symptoms of heat exhaustion may include:

heavy sweating
cold, pale and clammy skin
fast, weak pulse
nausea
tiredness
headache
fainting

“If this occurs, take action by moving to a cool place, loosen clothing, get cool, sip water and seek medical attention if symptoms last longer than an hour or get worse,” Larson says.

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Bridging the Gap: How Land O’Lakes Supports Veterans Transitioning to Civilian Career

Wed, 07 May 2025 13:54:35 GMT

Every year, many U.S. service members face the challenge of transitioning from military to civilian life. The life-altering change can be intimidating as they integrate into society and carve new career paths.

Among them is Col. Patrick Schlichenmeyer, who completed a 34-year career with the U.S. Air Force in 2023 and found himself facing a future he hadn’t initially focused on during his service years.

A Lifetime of Service

Schlichenmeyer’s journey began when he entered the Air Force Academy in 1989 at age 18. During his career he served as a pilot, participated in staff assignments and held command positions in combat. By summer 2022, as his mandatory service time came to an end, he started contemplating life outside the military.

“When I entered the military, I wanted to serve where my country needed me,” Schlichenmeyer says. “I served as long as I could, and then I had to transition to civilian life. I didn’t start thinking about my future until about a year before.”

Schlichenmeyer was certain about one thing: a desire to permanently return to Minnesota’s Twin Cities, where his wife resided in a suburb of St. Paul. While eager to reunite, the change also brought an element of uncertainty.

“I entered the academy at 18, so that was all I knew,” he says. “I had some idea of civilian culture through my spouse, but there were many unknowns.”

Discovering SkillBridge

Schlichenmeyer wouldn’t forge a new path alone. With a transition focused on the Twin Cities, he began exploring the SkillBridge program, which helps service members explore new career fields and gain experience. Land O’Lakes, which participates in the program, emerged as a potential destination for Schlichenmeyer’s skills.

SkillBridge offers a support system to help military personnel find civilian workforce opportunities. The program connects service members with corporate partners across the country and provides up to 180 days of “permissive duty” for them to get on-the-job training as interns for a company, with the goal of providing full-time job opportunities. SkillBridge helped nearly 8,500 service members find work with around 5,000 companies nationwide in the third quarter of 2024, according to the program website.

Once connected with someone at Land O’Lakes, Schlichenmeyer explored job openings and assessed if the company’s culture matched his aspirations.

“From there, I started looking at the employee website and was extremely surprised at how open Land O’Lakes is about their people, their mission, what the executive leadership team believes in,” he says. “The more that I read and understood what the company stood for, that’s something that I felt would be a good fit. I was surprised at how open Land O’Lakes is about their mission and values. The more I learned, the more it felt like a good fit.”

Embracing a New Role

Schlichenmeyer joined Land O’Lakes in February 2023 as a SkillBridge intern. He now serves as operational excellence manager at the company’s Melrose, Minn., dairy plant and was recently appointed as an expert project manager at headquarters.

Schlichenmeyer’s story is one example of the many benefits of SkillBridge. Julie Sexton, senior vice president and chief human resources officer at Land O’Lakes, emphasizes the value veterans bring.

“It’s about recruiting broadly across diverse talent pools,” she says. “Post-COVID, we expanded our recruitment strategies.”

Sexton describes the partnership with SkillBridge as both successful and fulfilling, reflecting Land O’Lakes’ mission to support those who have served.

“It’s rewarding to help service members transition to the next phase of life,” she says. “It’s a way of giving back to valuable community members.”

Land O’Lakes’ involvement with the SkillBridge program has yielded numerous success stories, with 13 current interns and 25 veterans completing internships — seven of whom secured full-time roles.

“I was looking for some place where I could go to work with good people who care about each other that are doing something important for this country,” Schlichenmeyer says. “That’s Land O’Lakes.”

His journey from a seasoned Air Force colonel to a leadership role in the civilian sector not only demonstrates the adaptability and impact of programs like SkillBridge, it serves as inspiration for other veterans embarking on their own transitions.

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Industry News: GreenPoint Ag and Mid-Kansas Cooperative Name New Leaders

Mon, 17 Mar 2025 15:50:26 GMT

GreenPoint Ag Announces Key Leadership Promotions
Three GreenPoint Ag employees have recently been named to new positions:

Daniel Dodds, senior vice president of wholesale
Formerly vice president of financial planning and analysis, Dodds has been with GreenPoint Ag since 2021 - previously spending 18 years at Land O’Lakes.
Joey Caldwell, senior vice president of growth and strategy
Caldwell’s main responsibilities will include strengthening strategic partnerships with co-ops and expanding growth opportunities.
Amy Winstead, senior vice president of retail
Previously vice president of retail sales and operations, Winstead has been known for implementing rapid transformations that strengthen the retail business.

MKC Celebrates 5 Leaders Graduating From Rural Kansas Apprenticeship Program
Mid-Kansas Cooperative has had five apprentices who trained and graduated from Kansas Farm Bureau’s Rural Kansas Apprenticeship Program. They will now fill management positions at MKC locations across the state.

Tristen Burger: location manager at MKC’s Benton facility
“I think one big thing I now understand as a manager/leader is the ability to lead all different types of people is a crucial skill to have,” Burger says. “The ability to acknowledge individuals as an important part of your team will make you a much better leader and person outside of work.”
Matt Pauly: rail terminal operations manager in Sumner County
“Not many other companies allow you to see the entire company to find your fit within it,” Pauly says. “If you stay open-minded about all the experiences you are in during the apprenticeship, you will learn more than you could have ever imagined.”
Mark Perry: Manhattan location employee
“Every other job I’ve had sprinted through training and left me to figure everything else out on the fly,” Perry says. “This program has given me a well-rounded idea of the operations of the company.”
Anthony Redar: Canton Terminal’s grain operations manager
“The ability and opportunity to not only visit the other locations and departments, but also to meet, speak and learn about the company from senior leadership is something I’ve never experienced with any other job,” Redar says. “This shows not only the commitment they have to building future leaders, but also the value our producers, customers and team members have invested in our futures.”
Kyle Sherwood: assistant grain manager for Lindsborg and Marquette
“Some of the biggest growth happened during the fall harvest where I had to solve problems, assist in managing operations and work to provide exceptional service for our growers,” Sherwood says. “These have all attributed to me becoming much more confident in my skills and have made me a more rounded person.”

After becoming Kansas’ first agricultural apprenticeship program in 2023, MKC has hired seven apprentices through RKAP to enhance its labor force.

“This program has been extremely successful in attracting new employees to MKC that want to be leaders but lack the necessary experience to hop right into a leadership role,” Crosby says. “It’s the perfect program to gain experience and learn the ropes of the organization and ensure proper job placement.”

Currently, MKC has apprentice openings for CDL drivers, operations specialists and agriculture equipment operators.

DOGE Cuts More Than 100 USDA Office Leases: Find Out If Yours Is On The List

Fri, 14 Mar 2025 20:24:21 GMT

More than 100 USDA and ag related government offices all over the country are on the list to have their leases terminated by the Department of Government Efficiency.

According to a list on DOGE’s website , the affected offices include:

FSA state and county offices
NRCS
APHIS
Agricultural Marketing Service
Rural Housing Service
Food Safety and Inspection Service
Forest Service
Risk Management Agency

These offices are located in 40 U.S. states, and the DOGE estimates say the total savings from this move will add up to over $60 million.

Here’s where those offices are located:

It’s important to note the lease terminations don’t necessarily mean all the locations will close. In some cases, agencies may negotiate new leases to stay in place, downsize their existing space, or relocate elsewhere.

USDA currently ranks seventh on DOGE’s “Agency Efficiency Leaderboard”.

Industry News: Keystone Cooperative's Jeff Troike Retires, Brandt Expands Team

Fri, 07 Mar 2025 16:42:24 GMT

Jeff Troike Announces Retirement After 43 Years In The Industry
Keystone executive vice president Jeff Troike has announced his retirement, effective Aug. 31. A steadfast advocate for agriculture and a visionary leader in agribusiness, Troike leaves behind a legacy of innovation, servant leadership, and unwavering commitment to farmer-members.

Troike’s career began in 1986 as general manager of West Central Indiana Co-op, later becoming president and CEO of Ceres Solutions Cooperative (now part of Keystone Cooperative) in 2017.

“Jeff’s strategic vision and dedication to the cooperative system have left an incredible mark on the agriculture industry,” said Kevin Still, Keystone president & CEO. “For over three decades, I have had the privilege of working in agriculture and energy with Jeff, witnessing firsthand his ability to navigate industry challenges with a forward-thinking mindset and an unwavering focus on the success of our farmer-members. His impact will be felt for years to come.”

His impact extends beyond Keystone, with leadership roles on the National Council of Farmer Cooperatives board and Land O’Lakes board since 2010. In 2016, Troike was honored with Purdue University’s Distinguished Agriculture Alumni Award for his significant contributions to the industry, and in 2025, he was awarded the Purdue Agricultural Alumni Association’s highest honor—the Certificate of Distinction.

“Jeff has been instrumental in the formation of Keystone Cooperative, and he always keeps the needs of our farmer-members and employees at the forefront,” remarked Bill Peters, Keystone Board Chairman. “Beyond the business itself, Jeff has built a culture where both farmers and employees can thrive—one rooted in integrity, service, and a relentless commitment to success. His impact will be felt for generations to come. On behalf of the Board, I wish him all the best in his well-earned retirement.”

Brandt Expands Discovery and Innovation Team
Brandt has added Tyler Richmond to its discovery and innovation team to focus on agronomic research and advancing crop production in the Delta and Southeast regions.

Richmond will play a key role in incorporating and positioning Brandt products into grower programs that enhance plant health for increased yields.

“We are excited to welcome Tyler to the team,” said Brian Haschemeyer, vice president of Brandt Discovery and Innovation. “His expertise in agronomy and research will help us refine and expand our product portfolio, ensuring we continue delivering high-quality, science-driven solutions to growers.”

His focus will be on key Brandt product categories and technologies such as Brandt Seedflow planter box solutions, Brandt EnzUp technology, Brandt Smart System foliar nutrients and other developing biological and adjuvant technologies.

Former CEO's Favorite Resources For Becoming A Better Leader

Mon, 03 Mar 2025 14:05:36 GMT

Doug Stark worked for Farm Credit Services of America for 37 years, eventually becoming the organization’s CEO until his recent retirement.

He joins the Ag Inspo podcast with hosts Ron Rabo and Rena Striegel to share the best ways to enhance your leadership skills.

“Leadership is learned, so you can teach leadership to other people,” Stark says. “I was in leadership roles before I knew what leadership was. I was a terrible leader, and I recognized that. I changed the way I was approaching things.”

He says attending conferences can be helpful, but are admittedly not his first pick.

“You can go to some good conferences and pick up some things on leadership. I pick more up from individual presenters or speakers here and there,” he says.

Stark’s favorite leadership development resource is more easily accessible: books.

“There’s tons of leadership books on the market - I was reading probably two or three a month,” he says. “Some of them would say the same things, just in a different way. But sometimes that would trigger a thought.”

He compares reading to taking a shower.

“It cleans my mind of all the challenges, created a positive mindset and started inspiring me with thoughts and ideas in which I could deploy to make myself and our team more effective,” Stark says.

Stark is even basing a university course on one of those books: The Leadership Challenge by James Kouzes and Barry Posner.

“It’s based on research, not just a general philosophy,” he says. “They have five attributes of exemplary leaders, and that’s kind of been my Bible over the years.”

Starke has also found a lot of value in hiring leadership coaches, even if you’re already in a company’s C-Suite.

"[Employing a leadership coach] was one of the most powerful things I ever did,” Starke says. “Not only did he humble me, but he really taught me a lot of the things that I abide by today and on a daily basis.”

He believes good leaders create good culture, and that leads to satisfied employees who will go the extra mile.

“When you start respecting people, trusting them, treating them like adults and inspiring them with where you’re trying to go, things happen that you can’t even imagine,” Starke concludes. “They do things that make you go, ‘Wow, where did that come from?’”

5 Easy Steps to Better Invest in Your Employees

Wed, 12 Mar 2025 18:05:32 GMT

Each year, farmers make significant investments in their operations, whether it be new equipment, new technology, or infrastructure improvements. However, to maximize the return on these investments, they must also focus on hiring and retaining skilled, engaged employees. According to Dr. Bob Milligan of Dairy Strategies, LLC, one often overlooked but essential investment farmers neglect to make is in employee development.

“Unlike physical assets, employee development doesn’t require massive capital—but it does demand a commitment to fostering growth and continuous improvement. The key is making it a priority,” Milligan says.

Milligan outlines five essential employee development tools—ranging from one-time training events to continuous improvement systems—that farmers can implement to strengthen their workforce.

1. Create a Development Plan
One way to make sure employees keep learning and growing is by having a clear plan in place. A well-structured development plan ensures employees have clear goals for professional growth.

According to Milligan, a strong development plan may include:

On-farm training opportunities.
Reading materials, virtual resources and webinars.
Off-farm learning experiences such as workshops or industry conferences.

Milligan suggests that plans be reviewed and updated in late fall or early the following year, allowing owners and employees to align educational opportunities with these focus areas.

2. Develop a Performance Improvement System
Beyond individual growth plans, it’s also important to have a system in place that helps employees understand expectations and track their progress. A strong performance improvement system answers two essential employee questions:

What is expected of me?
How am I doing?

“While all businesses set expectations and provide feedback, an unstructured approach leaves employees uncertain, frustrated, and less effective,” Milligan adds. “Many farms rely on annual performance reviews, but research suggests they are often ineffective feedback should be timely, not delayed until year-end.”

Milligan notes that a structured performance system should include:

Providing ongoing, informal feedback to help employees refine their skills in realtime.
Frequent structured check-ins, ideally monthly, to review progress and reset expectations.
An annual strategic meeting focused on future growth, replacing outdated performance review models.

3. Conduct Stay Meetings
A stay meeting is a great way to check in with employees and keep them engaged for the long haul. Instead of looking back like a traditional performance review, it focuses on the future—helping set goals and make a plan for success.

During stay meetings, Milligan highlights three key areas to focus on:

Have a clear purpose: Work together to boost performance, job satisfaction, and keep good employees around.
Look ahead, not back: Unlike regular reviews, stay meetings focus on growth and future goals.
Make it a two-way conversation: Supervisors should listen, ask questions, and get input from employees.

4. Communicate
Good communication is key to keeping things running smoothly on the farm. Whether it’s working together as a team or making important decisions, strong communication makes a big difference.

“In my opinion, the keys to excellent communication are listening, asking questions, and psychological safety,” Milligan says. “Psychological safety means feeling safe to take interpersonal risks, to speak up, to disagree openly, and to surface concerns without fear of negative repercussions or pressure to sugarcoat bad news.

5. Create Career-Oriented Compensation
Keeping good employees around takes more than just keeping them happy—it takes showing them they have a future on your farm. Stay meetings help build that long-term commitment but pay and benefits play a big role too.

“Younger and often first-line employees typically focus on having cash as their compensation. As employees age, advance, and become more family-oriented, they seek benefits like excellent health insurance and a retirement program. Balancing these differing desires, especially in our difficult labor market, is a challenge,” Milligan notes.

Being flexible with pay structures and openly communicating with employees about their needs can help create a compensation plan that supports long-term retention.

Give It a Shot
At the end of the day, investing in your employees is just as important as upgrading equipment or adopting new technology. A strong, engaged team keeps the farm running smoothly, and when people feel valued and see a future with you, they’re more likely to stay. By focusing on these five steps, you won’t just build a workforce—you’ll create a team that’s in it for the long haul.

Your Next Read: Leading By Example: How this Employee Became the Best in the Business by Being Genuine

Don't Fall Into The Trap Of Confusing A Lack Of Growth With Stability

Mon, 17 Feb 2025 12:07:00 GMT

Many multigenerational family businesses have faced the bitter reality of either selling out or closing down. What these organizations mistook for stability was, in fact, a slow death spiral of not setting new growth and innovation goals.

This mirrors a mistake amateur pilots can make of relying solely on Visual Flight Rules (VFR) when navigating through thick clouds instead of trusting their Instrument Flight Rules (IFR). By relying on visual cues instead of dashboard instruments, they might already be in an unrecoverable dive toward the ground once they regain sight.

In business, relying solely on intuition or visible metrics can lead to catastrophic outcomes.

Betrayal of Senses
As business leaders, our instincts and experiences are invaluable, but they are not infallible. Just as a pilot must trust their instruments, leaders need tools that provide deeper insights. Checkpoints of balance, governance frameworks, and trusted advisers who challenge decisions help avoid blind spots.

Business, like flight, requires a combination of both VFR and IFR. Leaders must see through observable data and feel the pulse of their organization, but they must also rely on instruments such as depth interviews, echeloned strategy dialogues, growth boards and culture levers to maintain a clear trajectory for growth and innovation.

Synergistic Growth
When strategy, culture and innovation work together, they create exponential growth opportunities. A thoughtful strategy, when clearly communicated, invigorates and motivates the organization. This aligns with a sharp focus on the company’s higher purpose, creating a culture of trust and engagement.

A great strategy doesn’t just promise more profit for owners; it delivers increased value for stakeholders and reinvestment capital for the business. This builds confidence, which, in turn, drives innovation. Effective innovation isn’t just profitable; it’s good for the team. Employees find satisfaction in creating something better, more productive and more rewarding.

The Silent Driver of Success
Great cultures are designed with intention. Companies listed as “Best Places to Work” foster engagement, openness and trust. However, a great culture alone is insufficient. When it is synergistic with strategic objectives and innovation goals, the entire organization thrives.

As science continues to prove, happier employees who are under less stress are able to think more clearly, innovate more freely and work more productively. A synergistic culture in the workplace ultimately helps fuel the company’s strategic and innovative pursuits.

Don’t let your business rely solely on visible metrics or gut instincts. Equip yourself with the tools and strategies that illuminate hidden opportunities and risks.

Your business doesn’t have to navigate blindly through the clouds. With the right tools and strategies, you can achieve lasting success and growth.

If you’re looking for innovation or strategy improvement tools, call me. I’d be delighted to send you resources that can help transform your organization.

Mark Faust
(513) 621-8000
mark@em1990.com
@markfaustsr

Industry News: AMVAC and DPH Bio Collab, Texas Joins FieldWatch

Thu, 30 Jan 2025 15:26:28 GMT

AMVAC and DPH Biologicals Sign Regional Distribution Agreement
AMVAC has entered into a regional distribution agreement with DPH Biologicals to significantly expand American Vanguard’s GreenSolutions portfolio and increase the availability of biological products throughout the U.S. This will also expand DPH Bio’s footprint into specialty crop markets.

Under the long-term agreement, AMVAC resells DPH Bio’s key products, which include TerraTrove SP-1 Classic, TerraTrove AmplAphex biofertilizers and BellaTrove Companion Maxx. In addition, AMVAC distributes future product offerings using DPH Bio’s TerraTrove technology platform for biofertilizers and the BellaTrove platform for biocontrol products.

With the agreement, AMVAC is servicing DPH Bio’s existing customers in the western and southern regions by providing enhanced commercial and technical support.

Douglas (Dak) A. Kaye III, chief executive officer of American Vanguard, said, “Along with our growing GreenSolutions portfolio, this collaboration has the potential to significantly increase the value, access, and use of biological products in western and southern U.S. crop markets for years to come.”

New State Joins FieldWatch
Texas joins FieldWatch, a non-profit company that promotes communication and stewardship among crop producers, beekeepers and pesticide applicators, along with 26 other states, one Canadian province and the District of Columbia.

The membership will enable Texas beekeepers (hobbyist and commercial) and crop producers (organic and conventional) to use FieldWatch’s online registry to identify and map the locations of apiaries and crop fields that pesticide applicators should avoid. The free and voluntary registries, DriftWatch and BeeCheck, will be available to all Texas beekeepers and crop producers.

FieldCheck is the online and mobile portal that pesticide applicators can use to improve decision-making and avoid damage from spray drift to crops and beehives.

Texas’ membership decision was especially driven by the needs of crop producers and beekeepers who wanted to register the locations of their apiaries and crops.

“The Texas Department of Agriculture and I are pleased to team up with FieldWatch to bring their innovative technology to Texas farmers and beekeepers,” said Texas agriculture commissioner Sid Miller. “This partnership gives our farmers another tool to protect their livelihoods, promote safe and effective pesticide use, and keep Texas agriculture strong.”

Brandt Adds Executive To Focus On Product Management Capabilities
Brandt has added a senior executive to launch a global product management function. Brian Deverman will join the Brandt marketing team as global senior product director to design, launch and build the new capability.

Deverman joins Brandt after a diverse career that includes three stints at Bayer/Monsanto spanning ten years. Most recently, he was vice president, global business development and licensing lead where he managed a large portfolio of initiatives and was responsible for leading account relationships in new and novel biofuel feedstocks for low carbon fuel alternatives.

“I grew up 15 miles from Brandt’s Illinois headquarters and our family worked with Brandt’s retail group for years,” said Deverman. “So when this opportunity came up, it was the perfect match: It aligned with my skill set and put me into an environment that I’ve known since I was literally old enough to drive a tractor.”

Also joining the product management team is Alex Lovdahl, Brandt marketing director, insights & analytics, who will leverage the suite of analytic tools he has built.

3 Ways To Stop The Threat Of Complacency In 2025

Wed, 22 Jan 2025 19:36:43 GMT

In a world full of threats to our livelihood in agriculture, what is the biggest danger we face in 2025?

Is it election hangover, continued low prices or issues with the new farm bill? All concerning, yes, but I’ll argue the biggest threat to businesses of all sizes is actually internal. It’s one word: complacency. It’s that tendency toward thinking deep issues will go away. Complacency happens to our operations when we decide we are simply too busy working in the business to work on the business.

Fortunately, there are a couple quick call outs you can consider.

Three Ways to Stop Complacency in 2025

Hire right.
Have you taken an honest look at how you are building your bench for the future? How far from retirement are you right now? Have you begun that new CEO search?

Besides your own successor, what does hiring look like for your team in 2025 and into the next two to three years. Most importantly, is this topic getting the attention it deserves? While many top producers don’t enjoy the process of hiring and firing, avoiding it means not being prepared for changes, emergencies and long-term growth.
Solve the problem even if you inherited it.
I’ve heard many times from second- or third-generation producers that they just “have to live with” some problems because they inherited them. Just because you didn’t initiate the problem doesn’t mean you shouldn’t try to solve it. In the past two columns we even talked about culture change and how to shift culture, so you might take a re-read of those if this topic hits home.

Complacency really takes root with the attitude of: “Well, I didn’t create this mess, why should I clean it up?” Instead, look at ways to become proactive and take the necessary steps to rectify long-term problems. What aspect of your business is messy and requires the necessary clean up this year? What have you been avoiding in the operation that must be resolved to grow and thrive?
Build anew.
Radical change is sometimes the easiest fix. While that seems ridiculous in light of what we just covered in number two, often, when it’s time to change, it’s time to change big. Take a look at all aspects of your business and marketing model. Is the process of change already happening to you while you’ve not yet begun to shift with it? For example, new markets, such as programs in sustainability, are becoming mainstream. Does is make sense to wait until full adaptation of these initiatives or is there a fit for your business in the near term?

“Fix it, close it or sell it’’ was a favorite slogan credited to former General Electric CEO, Jack Welch. What this means is that there are diminishing returns by being in a business where you are not the market leader. Maybe a new diversified business line that supports your more traditional production system is the way to build anew. Either way, looking at where the future of your business could be at least once a year is essential and keeps you ahead of the complacency trap.

Dear Reader: After 10 years and nearly 40 editions, it’s time to retire The Farm CEO Coach column from Top Producer Magazine. The Farm Journal brands are trusted, reliable sources of information and commentary, and it is an honor to engage with this organization and readers. I am still writing, coaching and consulting in agriculture and look forward to continued occasions to work with the portfolio of magazines when the opportunity presents. Stay in touch by connecting on LinkedIn or Instagram.

NAICC Program Helps To Eliminate Redundancy In Technical Service Provider Training

Thu, 09 Jan 2025 21:08:34 GMT

By Daniel Fowler, NAICC president

USDA-NRCS has recently streamlined the Technical Service Provider (TSP) program by deleting certain AgLearn training modules from the required certification criteria.

The intent of streamlining the TSP certification is not to eliminate all AgLearn training or accept professional certifications as replacement for additional training. Instead, the intent is to eliminate redundancy in training that may already have been achieved through a professional organization certification curriculum and exam requirements.

In response, NAICC developed the Certified Professional Crop Consultant-Nutrient or CPCC-N program that has been approved by NRCS. USDA also determined that the CCA program requirements are acceptable as well.

The TSPs must take the two introductory courses, Field Office Technical Guide (NRCS-NEDC-000149) and TSP Orientation and Conservation Planning (NRCS-NEDC-000191). These were presented at the NAICC meeting in San Antonio, and plans are underway to present them at the upcoming annual meeting in Monterey.

Certified Professional Crop Consultant-Nutrient
In addition to the current requirements for CPCC, anyone who also wants to become a CPCC-N will be able to satisfy the new requirements by completing the following steps:

Take and pass the 4R certification program.
Send the completion certificate to the NAICC headquarters.
Become designated by the NAICC headquarters as a CPCC-N.
Sign up as a TSP using NAICC certification designations: CPCC-N for nutrient management programs or the CPCC designation for all other programs (i.e., IPM conservation programs).

The NAICC CPCC and CPCC-I program are listed as acceptable requirements for TSP under/over 40.

The CPCC-N program will satisfy the following modules:

Nutrient Management, Part 1, Track 1 (AgLearn NRCS-NEDC-000083)
Nitrogen Management and Concerns-No. 2 (AgLearn NRCS-NHQ-000039)
Phosphorous Management and Concerns-No. 3 (AgLearn NRCS-NHQ-000040)

Industry News: Bio-Nematicide Launches In Time For Spring, CHS Expands Shipping Capacity

Thu, 09 Jan 2025 15:26:04 GMT

New Bio-Nematicide Hits The Marketplace
Agrauxine by Lesaffre’s Atroforce has received EPA registration as both a bio-nematicide and bio-fungicide. The product’s active ingredient is Trichoderma atroviride strain K5 and can be applied as a seed treatment, in-furrow, drip or sub irrigation.

The Trichoderma fungi grow into and with the plant roots as they develop and induce systemic changes in plant physiology - helping damage caused by nematodes such as lesion, dagger, root knot, reniform, sprial, lance and soybean cyst.

Atroforce is an oil-based formulation mixed with a conditioner to enable water miscibility and is also OMRI listed. The product is labeled for use on soybeans, corn, cotton and potatoes as well as other cereal grains, brassicas, cucurbits and fiber type plants.
Launch is expected in the first quarter of 2025 and will be available from UPL via an exclusive licensing agreement.

Next President of Independent Professional Seed Association Named
Scott Sanders, general manager of Peterson Farms Seed, was named president of the Independent Professional Seed Association (IPSA) at the organization’s annual conference.

IPSA represents nearly 100 seed companies from more than 25 states, Canada and Mexico, who produce corn, soybeans, small grain and forage seeds. The association also has over 100 associate and affiliate members, representing all facets of the seed industry.

“As long-time IPSA members, Peterson Farms Seed knows firsthand the value of this interconnected group of seed professionals,” Sanders said. “I’m excited to serve as a voice for our regional producers.”

CHS and Ingram Barge Enter Into Exclusive Services Agreement
CHS has entered into an exclusive services agreement with Ingram Barge Co. subsidiary SCF Lewis and Terminals LLC that provides CHS exclusive rights to fertilizer throughput at Ingram’s Municipal River Terminal in St. Louis, Missouri, and for fertilizer transport services.

“We are better able to serve our owners and customers by establishing a new pathway to the global market, facilitating flexible rail shipments of multiple products and increasing our shipping capacity of fertilizer products for in-season delivery,” said Roger Baker, vice president, crop nutrients, CHS.

CHS said it now will be able to load multiproduct unit rail shipments of commodity fertilizers from the St. Louis Municipal River Terminal on the Mississippi River and more efficiently deliver fertilizers to customers and owners. The enhanced CHS supply chain facilitates import and domestic distribution of nitrogen, phosphate, potassium and sulfur fertilizers.

Ingram Barge Co., part of the Ingram Marine Group, operates a fleet of approximately 150 towboats and 5,100 barges that transport aggregates, grain, fertilizer, coal, ores, alloys, steel products, chemicals and other products.

“Ingram is looking forward to partnering with CHS to help move vital nutrients to farmers for their crops,” said John Roberts, president and chief executive officer of Ingram Barge Co. “We’ve enjoyed a strong working relationship with CHS over the years and this is a great opportunity for our companies to further grow that relationship.”

25 Labor Goals for 2025: Enhancing Performance Through Employee Evaluations

Mon, 30 Dec 2024 20:56:18 GMT

The beginning of a new year can serve as a time to sit down with farm employees and go over their performance. Measuring their performance can help you both identify how well the employee executes on explicit and implicit standards, goals and priorities.

One of the most important duties you will have as an employer is to evaluate employee performance . Letting an employee know how he or she is performing can encourage the employee to perform at a high level, and letting the employee know he or she has fallen short can help reinforce expectations. You should attempt to do evaluations in a positive manner, and keep a written record of the evaluations to help document job performance.

“By asking specific, targeted questions in employee evaluations, managers can really dive into individual performance, employee motivations, and goals. This added level of depth shows employees their development is valued and gives managers ways to help employees grow,” says Natalie Wickham of Quantum Workplace. “Employee performance reviews are key to understanding and improving employee performance. But all too often, employee reviews fall flat and have little impact because managers are asking the wrong performance review questions.”

Instead of asking the wrong questions, Wickham suggests asking these instead:

Overall Performance

What accomplishments this year are you most proud of?
Which goals did you meet? Which goals fell short?
What motivates you to get your job done?
What can I do to make your job more enjoyable?
What are your ideal working conditions to be the most productive?

Employee Strengths

What personal strengths help you do your job effectively?
What makes you the best fit for your position?
What skills do you have that you believe we could use more effectively?
What kind of work comes easiest to you?

Areas of Improvement

What goals were you least proud of? Why? How will you do those differently in the future?
What challenges have you faced in your role, and how can we work together to address them?
What 2-3 things will you focus on in the next year to help you grow and develop?
What can I do to help you better meet your goals?

Current Role

Which job responsibilities/tasks do you enjoy most? Which do you least enjoy?
How do you think your role helps the company succeed?
What do you like least about your current role? What would you change?
What do you like most about working for this company?

Future Outlook

What are your most important goals for the next year?
What do you want your next position at this company to be? How would your responsibilities change?
What professional growth opportunities would you like to explore in order to get there?
What type of growth is most important to you?

Manager-Employee Relationship

What (if any) concerns do you have when it comes to giving me feedback? How can I alleviate those concerns?
What additional resources or support could I provide to help you succeed in your position?
How do you prefer to receive feedback and/or recognition for your work?
What are two to three things could I do differently to better manage you?
What do I do that is most/least helpful for you when it comes to completing your work?
What can we do to improve our relationship?

Your Next Read: Farm Business Resolutions for 2025

2025 Ag Workplace Trends: What Employers are Saying

Mon, 23 Dec 2024 14:24:00 GMT

“What are you hearing out there? Are employers still hiring?” These are common questions posed to AgCareers.com as a job board and human resources service provider specific to the agriculture and food industry.

To help agricultural employers compete for top talent, we not only analyze what is happening on our job board and learn from conversations with employers, but we also aim to identify issues, opportunities and trends by surveying agricultural employers in our annual HR Review.

Pressure is on for Employers
AgCareers.com recently analyzed the 2025 Agriculture and Food HR Review data to provide an outlook of what agricultural employers experienced in 2024 and what they expect in 2025. Retention continues to be top of mind for employers, persistent even into the focus of recruitment strategies in the new year. Employers are also feeling the pressure to get compensation right, along with concerns about rising wage rates. Most employers are experiencing recruitment difficulties, amplifying compensation and retention issues.

Agricultural employers need people, and keeping those they already have in place is a top priority. Staying on top of how to reward their employees is essential to retention. From flexibility to bonuses and appropriate salary increases, employers in the industry are increasingly aware of the competitive nature of keeping their top talent while enabling the ability to effectively recruit new talent when posed against both competitors inside and outside the industry.

The AgCareers.com HR Review details employers’ plans for salary increases, workforce development and training, benefits and more.

Your Next Read: A Winning Mentality Motivates This Illinois Livestock Industry Teacher, Coach and Mentor

Discover 7 Leadership Secrets From Nature’s Playbook

Mon, 25 Nov 2024 12:00:00 GMT

If you enjoy hunting, like me, or have admired geese in formation, you may have wondered why they do that. The reasons are surprisingly relevant to the principles of great management. Let’s explore seven strategies that come from the wisdom of nature.

1. Energy Efficiency
Birds/Jets: Flying in a V-formation reduces drag and conserves energy. Similarly, planes flying in such a formation cut down on fuel use.

Management: Shared Effort and Resource Optimization. In strong teams, members share responsibilities and leverage strengths to minimize exhaustion and increase overall productivity.

2. Leadership Rotation
Birds: The lead bird bears the most wind resistance and gets tired quickly, so the flock rotates leadership to maintain endurance.

Management: Rotational Leadership to Prevent Burnout. Effective teams share leadership roles to distribute the workload and cultivate leadership skills among team members.

3. Visibility and Communication
Birds/Jets: Each bird or pilot has a clear view of the others and can communicate easily, which is essential for safety and navigation.

Management: Open Communication and Situational Awareness. High-functioning teams prioritize efficient communication to anticipate challenges, adapt strategically and work in harmony.

4. Mutual Support and Safety
Birds: Flying together provides a safety advantage and helps the flock endure harsh conditions.

Management: Team Cohesion and Risk Mitigation. Effective teams create a supportive environment where everyone feels safe to take risks.

5. Shared Vision and Purpose
Birds: Birds in formation are united by a common destination, which keeps them coordinated and motivated.

Management: Unified Goals and Purpose. When everyone understands how their role fits into the bigger picture, it drives motivation and fosters a sense of unity.

6. Adaptability and Speed
Birds: Formation flying allows for quick adjustments to weather or threats, and the aerodynamic benefits help the flock travel faster.

Management: Agility and Accelerated Execution. Agile, well-coordinated teams capitalize on each other’s momentum, allowing for efficient execution while staying responsive to challenges or opportunities.

7. Morale and Encouragement
Birds: Geese honk to keep each other motivated during their long migrations.

Management: Recognition and Motivation. Leaders who foster a culture of recognition see greater commitment and engagement, helping the team through demanding projects.

These natural and engineered strategies underscore the importance of collective effort, shared leadership and a strong sense of purpose.

How could your group harness the wisdom of flight to soar higher, stay energized and achieve extraordinary outcomes? Inspired by these principles, I named my business “Echelon Management” in 1990.

During strategy sessions, I’ve seen many teams use this metaphor to inspire their values and cultural direction with great benefit. Now, consider how your team could become better echeloned to unlock its full potential.

_____________________________________________________________________________

Mark Faust

513-621-8000

mark@em1990.com

@markfaustsr

Does Your Culture Need A Change? Here Are The Warning Signs

Sun, 24 Nov 2024 14:00:00 GMT

Sometimes we just don’t like the way things are. Truth be told, that doesn’t always mean that things need to change. Sometimes, it’s on us to adapt or accept circumstances beyond our control. However, there are real signs that an operations’ culture is a problem. Here are six to look for when considering the need for culture change:

Frequent employee turn over
Secrecy or hidden information
Back-stabbing among staff and family
Overt jockeying for position or favor
Lack of trust or reluctance to trust
Poor or contradictory communication

Any one of these items can indicate it’s time for a culture shift, but three or more means the culture is in jeopardy, for sure.

Remember from Part I that I mentioned all families and businesses have culture; it’s either intentional or assumed, but we can all sense that it’s there. To consider if your culture is in the healthiest form, take a read of some common culture types and consider where your business fits. You might find that you’re a blend of a few of these.

Types of Culture

Types of culture - Sarah Beth Aubrey - November 2024 Top Producer

(Lori Hays)

Clan: This is a tight-knit operation, usually all family or at least family and trusted advisers. Everyone must pull their weight and all rewards get (generally) shared. Non-members are often disregarded or untrusted.
Risk and Innovate: This culture values being first. Ideas are accepted and encouraged. Risks, including big financial risks, are attempted with success and failure. This operation always is first to try the new tech.
Results-Driven: This culture is all about profit and productivity. It’s a banner of pride to never take a day off. Expenses are kept to a minimum, even when spending money could make things easier or quicker.
Ruler-Peasant: In these operations there is only one alpha. All plans run through the leader. Individual ideas aren’t valued unless expressly approved. Ideas implemented without approval are seen as an affront.

Culture Changes
You can change culture, but as you can imagine, it takes time and steady progress. Remember, culture forms over time, so shifting it won’t happen instantly. A few fast tips to support changing culture include:

Values: These are the deep-seated beliefs that people hold and that rarely shift. Is our current culture reflecting these values?
Mission: This is about the purpose and the way an operation lives out their values. This absolutely can shift overtime, often as people age and mature or as new people take on leadership roles. A common farming mission is to build a business that transfers to the next generation. Does the current culture support the likelihood of that happening?
Goals: Goals are the aims the business intends to achieve that are brought about by their actions. If your operation hasn’t truly set or updated the short- and long-term goals recently, doing so could create an excellent pathway to changing culture.

Discover Unique Takeaways For Your Career Path At NAICC’s 2025 Gathering

Fri, 22 Nov 2024 20:03:01 GMT

By Debra Stroschein, NAICC president

Our 2024 season is winding down, and NAICC is looking ahead to our January 20-24 annual meeting in Monterey, California, at the Monterey Conference Center.

We encourage all members to attend as the event will have educational tracks for crop consultants, contract researchers and QA professionals. Each will cover current trends, regulations and new tech.

Session Highlights
Our emerging and evolving technology session will be held on Thursday. Industry partners and members will showcase new crop protection products under development, new uses of current chemistries and new equipment and software. The consultant sessions will begin with a joint session with researchers on the Endangered Species Act (ESA) and herbicide and insecticide strategies. Other sessions include the consultant’s role in ESA implementation, integrated pest management and soil fertility.

Speakers will explore timely artificial intelligence in agriculture, biologicals, employee management, the product development process and becoming a better auditor.

California Farm Tour
In addition to a full education lineup, we will also have a researcher capability poster session, which is scheduled for Tuesday evening.

Another highlight to anticipate on Tuesday is the California farm tour. We will start at Tanimura and Antle and tour its facility, looking at drip tape installation and planting and application technology.

Then, we will head to the Ocean Mist plant and follow that stop with lunch and a tour of Odonata Winery. This outing will highlight California agriculture: artichokes, wine grapes and everything in between.

Salinas is widely known as the “salad bowl of the world” in agriculture. Its large-scale production of lettuce and other leafy greens make it a major production center for fresh produce in the country. Here’s a fun fact to share with others on the tour: the Salinas Valley produces about 70% of all the lettuce grown in California and a little more than 50% of the lettuce grown in the U.S.

I can’t wait to see everyone in my home state of California in January! NAICC, to me, is family, so I look forward to seeing everyone again and getting educated.

Industry News: Chuck Conner To Retire, FieldWatch Adds New State, Simplot Names New Ag Biz Lead

Tue, 12 Nov 2024 21:16:08 GMT

Chuck Conner Retires From The National Council of Farmer Cooperatives
Charles F. “Chuck” Conner will retire from his position as president and CEO of The National Council of Farmer Cooperatives (NCFC) at the end of 2024.

During his tenure, Conner oversaw NCFC’s efforts to promote and protect the interests of America’s farmer-owned cooperatives. He has provided the organization’s strategic vision and enhanced its value for its members.

Conner has also advocated for agriculture at the highest level of government, working to influence policy and provide a voice for NCFC members.

Simplot Names New Agribusiness President
G. Rey Reinhardt will serve as Simplot’s new Agribusiness president following the retirement of Doug Stone.

“We are excited to announce G. Rey as the new head of Simplot AgriBusiness,” Simplot president and CEO Garrett Lofto said. “His extensive industry experience, familiarity with the business, exceptional leadership skills, and strategic mindset will be vital to the company as we drive growth and work endlessly to exceed the expectations of our customers.”

Reinhardt has spent six years with Simplot, most recently serving as vice president of business development and optimization for Simplot AgriBusiness.

“I’m honored and grateful for this opportunity and will dedicate myself to serving our customers, employees, and the company,” Reinhardt said. “Collectively, Simplot AgriBusiness will strive to fulfil our vision by operating as a customer-centric organization, rooted in phosphate expertise, while utilizing technology and innovation to help feed the world.”

Stone retires after eight years and will stay on to help in Reinhardt’s transition through the end of this year.

“We thank Doug for his leadership, dedication, and service to the Company and wish him a happy retirement,” Lofto said. “G. Rey will step in with the experience and skills to help ensure a smooth transition and keep the positive momentum Doug and the company have established.”

FieldWatch Welcomes Washington as 26th State Member
The State of Washington has joined FieldWatch - enabling the state’s beekeepers and crop producers to identify and map the locations of apiaries and crop fields that pesticide applicators should avoid.

“The goal is to get beekeepers and crop producers registered through FieldWatch so applicators can access accurate information before spraying,” said Bob Walters, president and CEO of FieldWatch. “This model has been proven to build stewardship and communication in agriculture.”

Washington joins 25 other states in membership. Its decision was especially driven by the needs of crop producers and beekeepers who wanted to register the locations of their apiaries and crops.

“This partnership gives our farmers another tool in the toolbox as we work together to ensure the continued viability of Washington agriculture through safe, effective and efficient pesticide usage,” says Derek Sandison, Washington State Department of Agriculture director.

Three Farmers Sound Off On Their Ideal Retailer

Thu, 31 Oct 2024 18:39:04 GMT

During a panel discussion hosted by The Mosaic Company in Champaign, Illinois, earlier this fall, three farmers from the Midwest were asked to dream up their ideal retailer. They shared what qualities they seek in a retail relationship and what would encourage them to do more business with that person.

These farmers place the greatest priority on someone who can prove they care about what’s best for their operation.

“It needs to be knowledge first and sales second,” says Andrew Focht, who farms in western Iowa. “I want you to come out and teach me something or show me something that I don’t understand. Show me I have a problem, and then, we’ll talk about how we’re going to address it and what we should expect for results.”

Granvil Travis of southern Illinois also shares that sentiment.

“When the salesman puts his sales second and is more worried about your bottom line than his bottom line, that just gives you more trust in him,” Travis says. “It helps show he can give you the knowledge you need to help get ROI instead of just making a sale.”

At the same time, it speaks volumes if the retailer is upfront about not knowing everything about a product or disease.

“Be honest. If you don’t know, say you don’t know, and we’ll find out together. It’s not about who’s the smartest guy in the room but how we can find a solution together,” says northern Indiana farmer Dave Schrock. “Also, go out and get an education. I don’t mean a degree because you already have one, but learn what is going on in modern crop production.”

Industry News: The State of Mosaic's Phosphate Mines Post-Hurricane, AGI Facility Celebrates a Milestone

Thu, 24 Oct 2024 15:07:28 GMT

Mosaic Shares Update On Phosphate Mines Following Hurricane Milton
The Mosaic Company says all of its Florida-based employees are safe and accounted for following Hurricanes Milton and Helene, and recovery efforts have progressed well.

All of the company’s Florida production facilities have returned to normal operations with the exception of the Riverview location, which has resumed production and is expected to return to normal rates by the end of the week. The mining sites are in the process of resuming operations.

South Fort Meade is expected to return to normal operations this week and Four Corners in the next one to two weeks. This quick return to normal operations can be attributed to the proactive and orderly storm management practices that were followed.

“Many Mosaic people came together to ensure that our Florida operations were prepared for the storms, and prepared to recover,” said president and CEO Bruce Bodine. “Their efforts are particularly noteworthy given that many of our people faced significant storm impacts at home. I am extremely grateful to all of them.”

Mosaic expects the hurricane related production impacts to be in the range of 200 thousand tons to 250 thousand tons in the fourth quarter.

Biotalys Appoints Chief Business Development Officer
Biotalys has appointed Kamal El Mernissi as its chief business development officer (CBDO).

“I’m delighted to welcome Kamal to the executive committee of Biotalys,” said Simon Moroney, chairman of Biotalys. “With more than 15 years of experience in agriculture and a broad variety of leadership positions in marketing and sales, he is an excellent addition to the leadership team. The board looks forward to working with Kamal as he builds the company’s roster of partnerships, with a focus on maximizing long-term value for Biotalys and its stakeholders.”

El Mernissi comes to Biotalys from Marrone Bio Innovations (currently Pro Farm Group) and has also worked at Syngenta. In his new role, he will lead Biotalys’ efforts to secure partnerships with major agricultural players that can benefit from the Agrobody Foundry technology platform to develop biofungicides and bio-insecticides with new modes of action.

“Biotalys is uniquely positioned to bring impactful innovation to farmers seeking performance and sustainability, and I am thrilled to start this new journey with such an incredible group of talented and mission-driven colleagues and investors,” said El Mernissi. “During my initial interactions, I was impressed by the team and sensed their excitement and motivation to develop protein-based biocontrols to positively impact the wider ag community.”

AGI Saskatoon Celebrates a 10-Year Safety Milestone in No Lost Time Incidents
Ag Growth International  (AGI) celebrated a safety milestone at its Saskatoon, Saskatchewan, manufacturing facility with a ten-year no lost time incidence record.

“I commend the AGI Saskatoon team for achieving an incredible safety milestone of ten years with no lost time incidents. Their achievement demonstrates that safety, as a guiding principle, is deeply ingrained in our work culture,” says Paul Householder, AGI president & CEO. “They embody AGI’s highest global priority that every employee – regardless of where they work or the type of environment they work in – returns home at the end of each day in the exact same working condition in which they arrived.” 

A lost time incident (LTI) refers to a non-fatal injury that results in disability or an employee missing work due to an injury. An LTI measurement is a baseline representation of a company’s safety performance and the effects of those injuries on workforce productivity. 

“This achievement entirely belongs to the team’s absolute dedication to safety leadership at all levels. Their ‘winning ticket’ includes vigilance, prevention and education. They are continuously on the lookout to identify, report and fix potentially unsafe conditions and processes. That allows them to avoid hazards and near misses before someone gets hurt,” says Kris Wingert, AGI Saskatoon operations manager.

The plant, which was commissioned by Westeel in 1989, produces engineered-to-order smooth wall grain and fertilizer bins for both farm and commercial agricultural use. The ISO 9001:2015 certified facility also specializes in custom welding services provided to other AGI facilities.

“The skillset required is not robotic, but hands on. This means that multiple machines moving, lifting and transporting can create opportunities for things to go wrong. That is why having tight processes in place and maintaining a culture of ongoing education, welding certifications, and employees looking out for each other are crucial to safety,” Wingert says.

According to Harsha Bhojraj, AGI vice president of manufacturing, the Saskatoon facility is the “perfect example” of AGI’s safety vision in action.

“The AGI Saskatoon team has shown that it is possible to adjust and be safe every single day for ten years straight regardless of changing conditions -- through upturns and downturns, across day and night shifts, from summer to winter, and with new and experienced associates. Their record raises the bar for what safety excellence at AGI means,” Bhojraj says.

The Saskatoon facility is the second AGI facility to achieve 10-year no lost time status, after the AGI Olds, Alberta, location marked the milestone in 2023.

ADM Sued for Alleged Misconduct, Lack of Safety Inspections

Fri, 18 Oct 2024 14:58:25 GMT

By P.J. Huffstutter

Archer-Daniels-Midland Co intentionally failed to test and maintain safety systems on its grain equipment for years, which contributed to an explosion that immolated a worker and put him in a coma last year, according to a lawsuit filed against the company.

The explosion was part of a string of safety incidents at ADM facilities in Decatur, Illinois, site of the global grain trader’s North American headquarters.

ADM on Thursday declined to comment on the lawsuit.

The company’s shares have been under pressure this year from a global glut of grain supplies, and it is also facing U.S. government investigations related to accounting irregularities.

The lawsuit, filed on Wednesday in Macon County Circuit Court in Illinois, alleges that worker Antonio McElrath was in a Decatur facility known as the West Plant in April 2023 when a supervisor told him to shut down a grain “leg” tube that started smoking.

An explosion occurred when the tube was opened, and McElrath was standing in its direct path, according to the lawsuit.

McElrath, now 44, was in an induced coma for two to three weeks following the accident, his attorney Timothy Shay said. “He has suffered significant injuries and is still in recovery.”

Investigators with the U.S. Department of Labor’s Occupational Safety and Health Administration (OSHA) found that ADM failed to inspect or test critical safety systems in the explosion that injured McElrath and two other workers.

ADM had fire and explosion suppression systems in place to prevent problems and keep workers safe, but the systems were not working, the lawsuit alleges.

ADM’s sprawling grain and oilseed processing complex in Decatur also suffered dust explosions in 2018 and 2019, fires in 2019, and a smoldering event this summer at the West Plant, according to the lawsuit.

Separately, workers were injured from an explosion at the site’s East Plant in September 2023. And on Monday, an industrial fire broke out at ADM’s sorbitol production department of its East Plant, according to the Decatur Fire Department.

ADM has focused on safety efforts companywide, ADM spokeswoman Jackie Anderson said in an email statement late on Thursday.

At its Decatur complex over the past year, the company has hired process safety engineers and taken other steps to improve safety in its processes, among other steps, Anderson said. “We are fully committed to learning and improving when an operational event occurs so that it does not happen again.”

(Reporting by P.J. Huffstutter in Chicago; Editing by Aurora Ellis and Leslie Adler)

A Partner In Shared Success: Retailer Of The Year MKC

Fri, 27 Sep 2024 17:59:15 GMT

With a mission “to create customer, employee and partner success to provide a safe and sustainable food supply” and a shared vision “to partner with customers to successfully navigate the complexities of modern agriculture and industry,” MKC has been named the 2023 Retailer of the Year, an award sponsored by Bayer Crop Science and supported by The Scoop.

Formed in 1965, the cooperative and its 600-plus employees today serve 11,000 member-owners in Kansas and surrounding states.

Simultaneously, MKC has grown traditional businesses and added new opportunities and services.

“We’ve got businesses in the traditional sense of grain, agronomy, energy and feed and animal nutrition, but we also do risk management,” explains Brad Stedman, president and CEO of MKC. “We try to tie the whole thing together through how we help the farmer be successful. Our view from our customers’ and farmer-owners’ standpoint is if they’re successful, ultimately we’re successful.”

Company leaders echo, physical signage declares and MKC employees embody the tagline, “Shared growth. Shared success.”

This statement of continuous improvement is tied to the purpose of MKC and is the intrinsic driving force bringing employees to work.

“Shared growth, shared success is not only important to our customers and our strategic partners but also to employees and the rural communities we live and work in,” says Dave Spears, executive vice president and chief marketing officer.

MKC sets its culture based on the four keys of safety, courtesy, image and innovation.

“These four keys really drive how we show up in the market, how we treat each other, how we treat customers, strategic partners and ultimately how we drive our brand and innovate across our organization,” Stedman says.

Four Core Values

Safety
MKC has established a safety-first culture for its business operations. Eight MKC locations have received certification through the Occupational Safety and Health Administration and its Safety and Health Achievement Recognition Program.

Courtesy
Company leaders say this is the backbone of customer service, and they strive to provide best-in-class customer service.

Image
MKC has strived to create a high standard in not only the experience member-owners and customers receive but also the image that communities served have of MKC.

Innovation
Team members are encouraged to embrace new ideas, be open to change and always learn. MKC offers support to them through a strong learning and development program that provides opportunities for growth, skill-building and leadership preparation.

Providing further fuel to the growth of MKC are the four pillars of its strategic plan: talent, brand, customer and profit.

Talent
Recruitment and retention are key tenants to MKC’s talent strategy. Hilary Worcester, manager of learning development, explains that the team aims to build pathways and development opportunities.

“Building the pipeline of talent for MKC starts in educational environments through on-site tours and classroom visits for local schools. These experiences progress into job shadow programs and internships for students to experience real career options. The company recently launched an apprenticeship program to foster talent without a direct background in agriculture to find opportunities at MKC.”

To establish consistency, all employees attend in-person orientation on their first day at the Moundridge, Kansas, headquarters. Additionally, once a year, all operations staff attend training to maintenance protocols and standard operating procedures.

MKC aims for high employee retention to better serve farmers with consistency and excellence.

“Each employee has a set of goals and a development plan designed with their manager to ensure clarity of expectations and tie their work to MKC’s success,” Worcester says. “The next step is providing continuous employee development to grow our current team members into industry experts and accrue bench strength for when leadership opportunities arise.”

A newly established manager’s training program focuses on outfitting successful team members for the next phase of their careers.

“We want to give them a hands-on experience, not only with our processes and tools but also with the way MKC thinks about management—not management of tasks but management of people and individuals through their career,” Worcester says.

To prepare managers for next-level leadership opportunities in the business, MKC has developed a proprietary program called the Strategic Thinking and Execution Program.

“We’ve found it’s most helpful to structure these programs ourselves because it’s about teaching the MKC way of thinking about things,” Worcester says. “They’re all rooted in our four keys. They’re all rooted in our objectives. They’re all rooted in our vision.”

Brand
Stedman wants farmers to view the MKC team as a solutions provider.

“We employ an enterprise sales approach across the business. So when we show up at the farm gate, we’re looking at their entire business rather than just a segment of it,“ he says. “We connect our team of specialists together, so they can meet the enterprise needs of the farmer. By using risk management tools, like crop insurance and grain origination contracts, we are able to tie their grain outputs and crop inputs together. Ultimately, we want to help them maximize their revenue potential while creating a floor for future success. We think it’s really important that our customers think about profitability and tying it all together through our enterprise approach.”

From how the team shows up physically on the farm to what comes to mind when a farmer thinks of MKC, this perception-building is paramount to the business’ growth.

Spears adds, “What sets MKC apart from other competitors in Kansas includes our employees and their ability to service our customers and provide them a full range of products and services.”

As such, MKC has embedded more technology into its business to deliver value and instill relevance. They are on a digital transformation journey to automate processes, create efficiency and re-imagine the business for the digital age. The four areas of projects within this initiative are business applications, robotic process automation, paperless workflows and artificial intelligence and machine learning.

For example, MKC has invested in new customer-facing portals: MKC Connect and MWF Connect. These have created an improved online and mobile experience for member-owners and customers.

“We’re invested in a drone company. We’re invested in a robotics company,” Stedman says. “We’re not afraid to try new things and fail, and we’re not afraid to try new things on their behalf to figure out what is going to help them from an agronomy input perspective in the future to make their crops more profitable and more productive.”

Customer
MKC has surveyed its core customer base for the past six years. The results have improved year over year. In 2023, the overall customer satisfaction score averaged 87%, which exceeded the 85% goal. Since administering the survey, customer retention averaged more than 97%.

“Customers choose us because we focus on bringing innovative solutions to their farm gate—whether it’s being a vanguard on the leading edge or supporting them where they are,” says Devin Schierling, vice president of sales. “They trust us to be a consistent factor throughout the entire process to help make a positive impact on their farm.”

MKC uses metrics to measure success for ease of doing business, customer satisfaction, customer and employee retention, regrettable turnover and profitability.

From the farmer survey, areas of positive feedback were as follows:

Friendly, trustworthy and knowledgeable people.
Investments made toward the continued improvement of services and programs.
Value and reliability provided by agronomic strategic account managers to the producers’ operations.
Reliability of the employees, products, programs and services.

When asked to describe MKC, this customer group most often used the word “partner.”

What Farmers Have To Say About MKC

Dale Schmidt, DE Schmidt Farms, McPherson, Kansas
“They’re able to meet the needs that I have for service. Really, my business depends on their timeliness and having good employees showing up whenever I need them. MKC invests my dollars into the infrastructure for elevators, machinery, equipment, but also, they’re investing in good people, which is greatly needed.”

Derek Sawyer, Sawyer Family Angus, McPherson, Kansas
“MKC does a great job of getting their service people to the farm gate—from having crop insurance advisers that come out and help walk us through it to the crop protection specialists that actually get out in the field and quite oftentimes will tell me what’s going on before I realize it in the field and then the marketing guys or ladies that are a phone call away to help with marketing of the crops.”

Justin Mosiman, Mosiman Farms, Newton, Kansas
“We have been with MKC for multiple generations. The service and the commitment they’ve had to us has helped us. Their willingness to innovate and try new things has helped us on our farm as well. We’re able to do business as friends, and we feel like we make decisions together.”

Sara Hasty, Graber Grain Farms, Hesston, Kansas
“We consider our strategic account manager part of our team in our operation, and they’re a partner with our planning before the year even begins. Right before any busy season, we go through planning, and then it helps things go a lot smoother.”

Profit
Stedman credits the cooperative’s consistency to its strategic plan.

“We’ve been very consistent over 12 years with our growth strategy,” Stedman says. “It has directed how we grow, making sure it’s core to who we are and who our customers are. As long as we focus on growth that is positive for our customers and our farmer-owners, that drives our success.”

He says the team at MKC is committed to earning farmers’ business every day. Focusing on winning business on the acre and serving customers for the long term have yielded success for MKC.

“Our approach isn’t about selling a widget. It’s about a mindset—a way of doing business,” Schierling says. “When you remove the noise of price and distraction in advertising, you get down to the question: How does what I do today impact the bottom line of my farm? From there, you expand that to look at managing operations on a multiyear basis.”

Advocacy

About 20 employees at MKC are actively involved in national and state associations.

“I think policy and politics are not spectator sports, and we need to have everybody involved in it,” says Brad Stedman, president and CEO, MKC.

The cooperative is a member and has employees engaged as leaders of the Agricultural Retailers Association, National Grain and Feed, National Council of Farmer Cooperatives, Kansas Agribusiness Retailers, Kansas Grain and Feed, Kansas Cooperative Council, Certified Crop Adviser Program and other industry groups.

Dave Spears, executive vice president and chief marketing officer, echoes how MKC has taken on a role of advocacy, “We advocate on behalf of our customers, our strategic partners and the entire industry as well.”

Annually, MKC hosts a Legislative Staff Day for congressional staff and state legislators at facilities to form personal connections.
MKC annually hosts members of the congressional delegation and regulatory agencies for tours and roundtable discussions at its facility locations.
At the Kansas state capitol, MKC attends Legislative Action Day each year and has for well longer than a decade.
MKC leaders and members of its board of directors make frequent visits to Washington, D.C., so they can meet with members of Congress.

“MKC having a voice not only at the local and the state level but also the national level allows them to amplify the message of Kansas farmers like us, and also sing in harmony with the other ag organizations across the country to really put an emphasis behind those important priorities as we write the farm bill,” says Katie Sawyer, state director for U.S. Senator Roger Marshall (pictured above with Spears). “The freedom to operate is invaluable to the growth and prosperity of Kansas agriculture and agriculture across this country.”

Ceres Solutions and Co-Alliance Merge to Form Keystone Cooperative

Fri, 27 Sep 2024 17:54:52 GMT

Ceres Solutions and Co-Alliance , two of Indiana’s largest agricultural cooperatives, have completed a shareholder vote with 99% in favor of merging.

The companies will now be known as Keystone Cooperative, effective March 1, 2024, and headquartered in Indianapolis, Ind.

At the news of the merger, The Scoop had an in-person interview with the new cooperative’s leadership.

Keystone will be led by:

CEO Kevin Still, currently CEO of Co-Alliance
Executive vice president Jeff Troike, currently CEO of Ceres Solutions
Executive vice president Scott Logue, currently executive vice president of Co-Alliance
20 total district directors

With a combined 1,700 employees, 20,000 farmer-owners, $3.1 billion sales revenue and 195 locations across Indiana, Illinois and Ohio, the leaders knew working together would allow them to better serve their owners.

“When you can see those types of synergies and look to the future, it’s our responsibility as a leadership team to take it to our board and say, ‘Here are the possibilities’,” Troike says. “Our members expect us to be able to deliver technology to help them be more productive, more efficient and more profitable. An organization of this size will allow us to continue to do what we’ve been doing in the future.”

Still adds, “We were geographically next to each other in a lot of places. And so in those areas, we’re going to be able to utilize assets together that before we couldn’t and I think that’s going to play a really important role.”

One of the first goals for the new company is to ensure their employee cultures are well aligned.

“The main thing we want to kick off as Keystone Cooperative is that our employees are focused on the customer and we don’t lose focus,” Troike says. “We want to make sure we communicate to our employees because they’re our most valuable asset – they take care of the customer.”

And as they move forward, Keystone’s strategy is to be a long-term solution for their customers.

“We want to continue to be a leader in the market and the employer of choice,” Still says. “We want to partner with our customers and keep that local feeling but still leverage size and scale.”

Related Articles:

Ceres Solutions and Co-Alliance to Vote on Merger

Two of Indiana’s Largest Cooperatives Pursue Due Diligence, Possible Merger

Co-Alliance Says Its Big Year Pays Back to Farmers, Its Business

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