Leadership

Corteva Unveils Executive Team Lineup For Its Two-Way Company Split

Tue, 14 Apr 2026 14:58:35 GMT

Corteva Inc. has reached a pivotal milestone in its corporate restructuring, announcing the executive leadership teams that will guide its transition into two independent, publicly traded entities.

The separation, which will result in the formation of New Corteva and SpinCo, is expected to be finalized in the fourth quarter of 2026.

New Corteva: A Focus on Crop Protection

Luther “Luke” Kissam has been appointed as the future chief executive officer of New Corteva, the entity that will retain the company’s crop protection portfolio. Kissam is scheduled to join the firm on June 1 as CEO.

Corteva’s Greg Page says the company board of directors selected Kissam following a global search, citing his ability to drive growth through innovation. Page notes that Kissam’s history of leading public companies and delivering market-focused solutions will benefit farmers and shareholders alike, according to a company press release.

Kissam brings a background in both agriculture and specialty chemicals to the new role. He previously served as the chairman and CEO of Albemarle Corporation and held legal and executive positions at Monsanto and Merisant Company.

Joining Kissam at New Corteva in key leadership roles will be:

Jeff Rudolph, chief financial officer
Brook Cunningham, chief commercial officer
Ralph Ford, chief integrated operations officer
Reza Rasoulpour, chief technology officer
Jim Alcombright, chief digital and information officer

SpinCo: Advancing Seed and Genetics

The second entity, provisionally named SpinCo, will operate as a standalone seed and genetics company. This business will focus on elite germplasm and cutting-edge biotechnologies, including gene editing and molecular breeding for row crops.

Current Corteva CEO Chuck Magro will transition to the role of SpinCo CEO at the time of formal separation. Magro says SpinCo’s success will be built on technological investments that allow farmers to increase yields in row crops and potentially new markets.

Along with Magro, the leadership team for SpinCo will include:

David Johnson, chief financial officer
Judd O’Connor, chief commercial and operations officer
Sam Eathington, chief technology officer
Audrey Grimm, chief people officer
Brian Lutz, chief digital and information officer
Jennifer Johnson, chief legal officer

Beyond the Blame Game: Navigate the Mental Toll of Modern Ag

Fri, 03 Apr 2026 14:56:34 GMT

When market pressures mount, it is easy to succumb to the “blame game.” Yet, the most resilient operations are those that anchor themselves in a mission larger than the current balance sheet. For leaders like James Burgum and Lamar Steiger, coping with stress isn’t just about managing the books, it’s about managing the mindset.

The Many Hats of the Modern Producer

James Burgum, CEO of The Arthur Companies, believes the first step in managing stress is acknowledging the sheer weight of the roles farmers play.

“One of the things I did when I stepped into my role is an exercise where I said to our team, ‘Help me understand all the hats on the farm – farmworker, agronomist, grain merchandiser, mechanic, truck driver, snow removal lead, banker, economist,’” Burgum said during a discussion at Top Producer Summit. “You start to go down the list, and its dozens and dozens of roles that an individual farmer plays.”

By recognizing the complexity of these roles, Burgum argues that producers can move toward servant leadership—prioritizing the team’s needs.

“There are things that are much more important and much bigger than the challenges we’re wrestling with on the job every day,” Burgum says. “It’s hard to juggle all the balls, but at the end of the day, we want everyone on our team to make sure they get home at night and be there for their families.”

Choosing Abundance Over Scarcity

Lamar Steiger, owner of The 808 Ranch, learned about stress through the lens of his father, a man who seemed to face every possible setback: health crises, financial downturns and missed market peaks.

The farm struggled during times of high interest rates in the late ‘70s and early ‘80s and his father was diagnosed with an autoimmune disorder, Guillain-Barre, that left him paralyzed for six months.

Still, his dad always had an attitude of abundance, not scarcity, Steiger says.

“With my brothers holding other obligations, I was left to milk the cows,” Steiger says. “We were so far behind, and all my dad would say is, ‘It could be worse.’”

Breaking the Silence

Eventually, his family lost the dairy. After hitting rock bottom and battling depression , Steiger realized that the “tough it out” mentality was a liability, not an asset.

“When the stresses pile up, you’ve got to find help,” Steiger says. “I wasn’t ‘man enough’ to step up and say, ‘Hey, something’s wrong here.’ I should have said, ‘Time out—this is not working.’”

Steiger’s advice for those feeling the weight of the current market is simple: Find your “who.” Whether it is a spouse, a neighbor or a professional, talking through the stress is the only way to separate your self-worth from the volatility of the markets.

“In agriculture, we’re so reliant on outside forces,” Steiger says. “You’ve got to have an attitude that it’s going to work out. As my Dad would say, ‘Well, we never missed a meal.’ That was his bottom line for ‘It’s okay.’”

From Constraints to Catalysts: How Ag Leaders Turn Hardships into Strategy

Thu, 02 Apr 2026 18:19:05 GMT

In an industry defined by “one-year-at-a-time” cycles, the greatest threat to a growing operation isn’t just a market downturn—it’s the inertia that comes with size. Farm Journal CEO Prescott Shibles argues that long-term survival requires a rare blend of faith and agility. To maintain an entrepreneurial mindset, leaders must lean into “conviction” as the core of a strategy that survives the lows.

Here is how four industry leaders are turning today’s constraints into tomorrow’s differentiators.

1. Build when times are hard.

When Brent Smith, president and CEO of NewLeaf Symbiotics, joined the company in 2023, the grain market was entering a significant down cycle. While some saw a risky time to lead a startup, he saw an opportunity.

“I learned in my first startup that the best time to build a business is in hard times,” Smith said said during a discussion at Top Producer Summit. “Because if you can’t withstand tough times, you’re not going to survive long term.”

For Smith, survival meant doubling down on the company’s core: science. Despite the pressure to cut costs, NewLeaf continues to spend half of its operating expenses on science.

“It would be very easy to peel that back,” he admits. “But we focused on projects that make the most impact the quickest, while keeping an eye on the long-term innovation in our pipeline.”

2. Control what you can control.

Farmers face the ultimate constraint every year: the weather. Scott Beck, president of Beck’s Hybrids, recalls the planting crisis of 2019 when constant rains kept tractors out of the fields well into May.

“I was concerned for our customers not being able to plant, but also for us not being able to plant our seed for the next year,” Beck says. “There was nothing that we could do to control the weather, but we could control how we interacted with our customers.”

Rather than retreating, the Beck’s team focused on transparency and empathy, using video series to connect with farmers and even forming small groups for prayer and support. Ultimately, they wanted farmers to know they cared and were there to support them however they could.

Despite the financial reality of what could happen if farmers didn’t plant and returned seed, Beck’s decided their course of action would not include employee layoffs. Instead, they prepared to sell land to protect their people.

“Fortunately, the weather broke and everybody was able to get planted,” he says. “Then the second miracle happened. We had the second warmest September on record, and that’s what brought the crop through to enable 2019 to not turn out as bad as it started.”

3. Turn disadvantages into advantages.

In 2014, Lamar Steiger, owner of The 808 Ranch, was tasked with a monumental challenge: helping Walmart reinvent its beef supply chain. At the time, the retail giant was at a disadvantage, forced to accept whatever the major meatpackers provided.

Steiger’s strategy was to turn that lack of control into a new kind of independence.

“I convinced the Walmart team to go around the traditional supply chain,” Steiger says. Today, Walmart sources 28% of its beef from its own “farm-to-table” supply chain.

There’s no question that decision was really good for Walmart. But Steiger says it was also really good for him personally.

“It reminded me that no matter how big you are, there are always challenges,” he says.

4. Create “white space” for the future.

When the day-to-day tasks of an operation become overwhelming, long-term strategy is often the first thing to go. James Burgum, CEO of The Arthur Companies, believes leaders must intentionally carve out “white space” for their teams.

“It’s important to find ways where people can actually spend their time working on the business, not just in the business,” he says.

By protecting time for team members to execute ideas that are three to five years out, Burgum manages the tension between short-term urgency and long-term viability.

“It’s hard to step away from the daily fires you’ll face in your operation, but it’s important,” he adds. “How we manage that tension of short term and long term is creating that white space and making sure that we consciously work on the business.

The Long Game

Ultimately, resilience in agriculture is about knowing when to push and when to pivot.

“You have to know when to put the gas down, and you need to know when to tap the brake,” Smith says. “And regardless of what you are doing, you need to stay focused on what you’re doing.”

Whether it is investing in science during a downturn or choosing customer empathy over the bottom line, these leaders say constraints don’t have to be roadblocks; they can be the very catalysts that drive an operation forward.

Cultivating a Modern Workforce: How Ag Operations Can Become ‘Employers of Choice’

Thu, 12 Mar 2026 12:35:07 GMT

WESTMINSTER, Colo. — In today’s highly competitive ag labor market, attracting and retaining talent has never been more challenging. At the recent Colorado Fruit and Vegetable Growers Association Annual Conference, Teresa McQueen, corporate counsel for Western Growers Association, shared best practices for reducing turnover, elevating company culture and becoming an employer of choice.

McQueen defines an “employer of choice” as an organization that can say, “People choose to work here, choose to stay here and would recommend us because our day-to-day experiences match our promises.”

To understand the full value of being an employer of choice, it’s important to look at how the ag workplace has evolved. For one, McQueen says increased competition for a limited pool of reliable workers has created less tolerance for uncertainty.

“Historically, farms and ranches have operated on a more informal system, and that worked great when workers stayed around for years ... and those operational, procedural things — your company culture — were passed down informally, because ‘It’s just the way that we do things here,’ which was great when people stayed around for years and before things got really complicated,” she says. “It just doesn’t work in a modern workforce. In a modern workforce, uncertainty in employees creates turnover.”

The system of informality, in which employers rely on their employees to communicate expectations and policies, results in both uncertainty and informal decisions becoming expectations, McQueen says. “And that’s how your operations kind of get away from you.”

Another major morale killer rooted in the old way is the “we’ve always done it this way” mindset, McQueen says.

“It’s frustrating and demoralizing for employees, and it would be frustrating for all of you,” she says. “I’m sure if you came up with a great idea, an innovative way to do something, and you were told repeatedly, ‘Wow, this is a really great idea, but we’ve always done it this way,’” that mindset sends a message to employees that there’s no room for collaboration or inspiration.

Clarity, Consistency and Trust: The Path to Employer of Choice

Clarity in your purpose, consistency in your practices, trust and stability are a competitive advantage and the principal goals in becoming an employer of choice, McQueen says.

“When you have trust with your employees, they feel the work environment is stable,” she says.

Being an employer of choice is not only about being a place where people want to work but also a place employees refer others to work as well, says McQueen, who adds that reputations — good and bad — spread quickly among crews and communities. A bad reputation can fuel turnover and erode employer trust rapidly.

McQueen sees many benefits to being an employer of trust from low turnover to “fewer no-shows at critical moments in your operations.” Higher quality and consistency and “things being done right the first time, not the third time” also result in a stronger pipeline.

“Your operations already run on consistency from equipment maintenance, feeding routines, harvest timing, safety procedures — consistency with people management is exactly the same thing,” McQueen says.

At the recent Colorado Fruit and Vegetable Growers Association Annual Conference, Teresa McQueen, corporate counsel for Western Growers Association, shared best practices for reducing turnover, elevating company culture and becoming an employer of choice.

(Photo: Jennifer Strailey)

Successful Supervision

Supervisor consistency is critical. Every supervisor across locations and crews needs to coach, and not push, with consistency, says McQueen. All employees must be treated the same and with respect whether they are domestic or H-2A workers.

“Make sure that you’re training your supervisors because they’re the key for a lot of us,” says McQueen, adding that people don’t leave companies; they leave bad managers.

“Supervisors are also key when it comes to risk,” says McQueen, so be sure to have a system and train supervisors to listen for the “red-flag issues.”

McQueen also advises employers to limit who can terminate or send workers home and to ensure supervisors understand they are not responsible for making big decisions like whether harassment or discrimination has occurred. Their role is to assure the employee that they will take the matter to the appropriate decision-maker immediately, says McQueen, who emphasizes that critical situations must be addressed in a timely manner.

“Because if a supervisor thinks that those particular types of decisions, which are huge risk factors for an employer, if they feel that’s within their power, you are going to have inconsistency because they’re using their personal judgment, which isn’t always what you want,” she says. “You want those decisions made from an organizational standpoint. How will we as an organization want to manage this risk?”

The bottom line is consistency every time, says McQueen.

“You want to make sure that everyone knows exactly what they’re supposed to do, and they’re doing it the same way each and every time,” she says. “Consistency leads to making fewer mistakes and creating a safe work environment.”

Define Your Employee Value Proposition: The Promise You Can Keep

1. We start on time, and you know your schedule.
2. We explain pay clearly and fix issues fast.
3. We promote crew leaders from within and train you to get there.
4. Our housing/transport rules are clear, consistent and respectful.

Documentation is another critical component of consistency.

“Recordkeeping is huge,” she says. “It legally protects you. It also builds trust operationally with your employees. It’s one of the ways that you build trust, because you’re documenting things. You know what’s being done consistently, and you can show what’s being done consistently.”

Consistency with pay practice — another big risk zone — is also key. Whether it’s piece rate, minimum wage or overtime, this is one of the places you want to make sure you’re doing it correctly and you’re in compliance with state and federal laws, she says.

Ensure simple, consistent timekeeping is being used by every person who’s responsible, she says, and create a one-page pay policy sheet in English and whatever the second-most predominant language is among the crew.

Employers of choice offer:

Consistent pay practices.
Compliant hiring practices.
A safe working environment.
Rapid response to issues involving harassment, discrimination, retaliation.

Why They Stay Interviews

Retention is decided in the first seven days on the job, says McQueen. While many employers conduct exit interviews with employees when they decide to leave, far fewer conduct “stay interviews” with engaged employees in the company. These interviews can provide insights into what’s working and where improvements can be made that can aid with retention of new employees.

She recommends conducting 10-minute, five-question stay interviews once per season.

Stay interview questions:

What’s working well?
What’s making your job harder than it needs to be?
What would cause you to leave?
How is your supervisor doing?
What’s one change you would make this week?

What’s Ahead for the Team

Ask yourself this, says McQueen: If an employee left this week, what would they say about your organization? What would they say about you as an employer? What are they telling other people?

“Are you developing [employees] so they can see a path [forward] at a place they want to stay, which is going to aid you in retention, referrals and returns?” McQueen asks.

On the path to becoming an employer of choice, McQueen’s advice is to avoid feeling overwhelmed by the thought that everything needs to be tackled at once, and instead, pick one thing to improve each season.

“Take small steps to create practices that are easily repeatable, and they become the thing that you do; they become your culture,” she says.

McQueen’s 90-Day Employer of Choice Plan

Weeks 1-2 — Quick compliance and process audit (pay, timekeeping, hiring, safety)
Weeks 3-4 — Train supervisors on consistency, retaliation awareness, documentation
Weeks 5-6 — Launch first seven-days onboarding checklist and buddy system (who new employees can go to for help)
Weeks 7-8 — Publish an employee value proposition and a “How Pay Works Here” one-pager with translations
Weeks 9-10 — Start a scorecard and run stay interviews for your highest-risk crews

Ag Retail Executive Search Trends: The New Must-Haves for 2026

Thu, 19 Feb 2026 21:30:52 GMT

Laura Blomme, owner and president of Hedlin Ag, works with agribusinesses and clients for leadership and executive searches and role placements.

Three trends she’s seeing in ag retail the industry:

Retirements are accelerating the leadership crunch in ag retail.
Finance skills are becoming table stakes for agronomy/grain/retail executives.
The leadership profile ag retailers want now: operational, strategic, and culture-first.

Blomme has been with Hedlin in executive recruiting for almost 10 years, and assists in filling roles including CEO, CFO, general manager, and division vice presidents.

“We really try to specialize and hone in on the relationship side of recruitment and working really closely with our clients to provide the best quality experience for them and for the candidates that we work with,” she says.

Regarding the wave of retirements, she says it’s creating an issue where a lot of experience is walking out of the door. Simultaneously, she says there’s an increased need for financial prowess in leadership. Those two factors are really upping the requirements for candidates in addition to their understanding of the grain, agronomy and energy sides of the business.

“At the end of the day, everybody’s looking for the folks that understand the operations and can really have a real strategic vision when it comes to their job, but also really strong people leaders,” she says.

Blomme says it’s important for businesses to be building a leadership bench from within, which includes professional development, cross training and other growth opportunities. With many businesses running lean, it’s become less of a priority to build leaders internally.

And when leaders step in new roles with expanded responsibility, she says the first year is often the most difficult.

“You’ve got to have a good support of people, and hopefully you have a really strong board that you can work with as well, and ideally, the outgoing a general manager or CEO is going to be helpful in that process, too, and available,” she says.

As such she gives these keys to success for a first-time GM/CEO transition:

Build a reliable network of peers/advisors you can call with questions.
Have a strong board relationship; board communication is “critical.”
Ideally get support from the outgoing CEO/GM during handoff.
Prior exposure/mentoring before the role (more responsibility, cross-functional exposure) improves success—especially in year one.

Additional tips for role seekers and hiring managers are available in the full interview:

Beyond the Touchdown: How Former NFL Player Mark Inkrott Found His Heroes in Dairy Farmers

Wed, 17 Dec 2025 16:59:43 GMT

Before, his heroes were Joe Montana and Michael Jordan; now, former professional football player, Mark Inkrott shares he now looks up to dairy farmers. At the 2025 MILK Business Conference in Las Vegas, Inkrott took center stage at Unscripted Live to offer a compelling narrative of perseverance and grit. His journey from the fields of professional sports to the agriculture industry serves as an inspiring beacon for anyone navigating life’s uncertainties, reminding us that purpose can be discovered in the most unexpected places.

From Football Fields to Farms
Inkrott’s journey is a tale that meanders through the unforgiving world of professional sports to the equally challenging realm of agribusiness. Originally hailing from a small town in Ohio, Inkrott’s roots were deeply embedded in agriculture, thanks to the influence of his farmer grandfather. It wasn’t just the skill of farming he learned but also the values of hard work, resilience and determination — traits that would serve him well in his later career as a professional athlete.

Although Inkrott never grew up on a farm, his experiences there shaped his outlook on life. Despite facing setbacks in his football career, including injuries and being cut from teams, his unwavering determination helped him break into the NFL, a testament to the power of perseverance.

A New Direction
After a stint in Europe and with the New York Giants, a career-ending injury forced Inkrott to reassess his path. He discovered his next chapter, ironically, as a professional athlete again, but this time in the field of softball, where the competition was as fierce as the camaraderie was rewarding. However, the realization of impermanence led him to the insurance sector after Hurricane Katrina, where he helped rebuild lives, albeit temporarily losing sight of his own purpose.

The turning point arrived with a meaningful opportunity in the dairy industry. Inkrott says he took a drastic pay cut to join the dairy industry, at ADA Mideast, and then with DMI, where he found not just a job but a renewed sense of meaning. Surrounded by the same hardworking spirit he admired in his grandfather, Inkrott once again thrived, building essential relationships with both mentors and farmers who inspired him daily.

“There was something about dairy farmers, where I just wanted to spend more time with them,” he says.

The Intersection of Athletics and Agriculture
Inkrott recalls how the lessons from his athletic career — discipline, grit and sheer doggedness — echo throughout the agricultural community. His time with high-profile athletes like Kurt Warner taught him true professionalism extends beyond the field and into every aspect of life. It’s about cooperation, adaptation and having a goal larger than oneself; a message he found resonating deeply within the community of dairy producers.

Inkrott says there is a striking similarity between the highly competitive world of professional sports and the demanding life of agriculture.

“Both fields require a relentless pursuit of excellence, a belief in oneself, and the ability to weather storms, both literal and metaphorical,” he says.

Navigating New Horizons
As Inkrott transitioned from professional sports to agribusiness, he embraced another challenging journey: entrepreneurship. Ten years into running Upfield Group, Inkrott finds fulfillment in the difficulty, as it challenges him much like his athletic career did. His journey is a powerful reminder that the pursuit of one’s calling is ongoing, and each twist and turn is part of the larger, fulfilling tapestry of life.

Inkrott tells farmers who are stuck to trust in technology, embrace continuous learning and listen to your heart.

“Recognize when it’s time to pivot and embrace what lies ahead with the same passion that led you to farming,” he says.

Inkrott’s story is a beacon for those experiencing their own ebbs and flows, proving that life’s greatest victories often come from our greatest challenges. As we continue the journey, embracing resilience and finding joy in the pursuit will always lead us toward a fulfilled and purposeful life.

To watch the full Unscripted Podcast: Unscripted Mark Inrott_milk Business Conference

ARA Announces Final Selection of 2025 Rising Stars and Launch of Fan Favorite Video Contest

Mon, 13 Oct 2025 18:18:11 GMT

The Agricultural Retailers Association (ARA) has announced the final selection of fourteen Rising Stars as part of the 2025 Rising Stars Award Program, sponsored by Atticus . As part of this initiative, Atticus has also launched the Fan Favorite Video Contest to help highlight this year’s honorees. The Rising Stars Program provides ARA member companies with a valuable opportunity to recognize employees for their contributions to the industry. Selected individuals will be honored in front of hundreds of agricultural professionals at the annual ARA Conference & Expo, while also gaining opportunities to develop their leadership skills.

The 2025 Rising Stars are:

Aaron Burmeister - Kahler Automation
Daniel Lewis Miller - Southern States Cooperative
Ian McCormack - Grow West
Jenny Miller - Eldon C. Stutsman, Inc
Jess Weinkauff - Keystone Cooperative
Jordan Floarke - GROWMARK, Inc.
Levi Banner - MFA Incorporated
Macy Hoch - AgVend
Molly Blickensderfer - GROWMARK, Inc.
Noelle Hanson - ProPartners Financial
Paige Schanzmeyer - MFA Incorporated
Sara VanSoelen - New Century FS
Tim Hushon - The Mill
Trisha Rentschler - Kahler Automation

Starting today, the above Rising Stars will participate in the Fan Favorite Video Contest for a chance to win a $500 Atticus product bundle. The public can vote on their favorite video here until November 7, 2025 . The Fan Favorite winner will be announced on Friday, November 14, 2025.

The overall winner of the Rising Stars Program will be announced at the 2025 ARA Conference & Expo, taking place from December 2 - 4 in Salt Lake City, Utah.

Early bird registration is currently open for all interested attendees until October 15. Learn more about and register for the 2025 ARA Conference & Expo here.

Learn more about the Rising Stars program here.

3 Big Leadership Myths You Need to Bust

Thu, 07 Aug 2025 19:12:38 GMT

Leadership in agriculture often comes with high expectations. Whether you’re running a multigenerational farm, overseeing a team of employees or managing the day-to-day operations, the pressure to “do it all” can be intense. But sometimes the assumptions we make about what good leadership looks like can actually hold us back.

A recent article from Fast Company lists the three most common leadership myths, along with why it’s time to set them aside. From the push for speed to the pressure of having all the answers, these myths can shape how we lead, often without us even realizing it.

Myth No. 1: Faster Is Always Better

Running a farm is a fast-paced job. With long to-do lists and constant demands, it can be tempting to make quick decisions just to keep things moving. While fast thinking might help you get through a busy day, too many rushed calls in a row can create bigger challenges in the long run.

“While speed has its place, it can also be a liability,” says Tony Martignetti, chief illumination officer at Inspired Purpose Partners. “Moving too fast often means overlooking critical insights, missing long-term opportunities and making short-sighted decisions that sacrifice lasting value for immediate gains.”

This rings especially true in agriculture, where the days are long and the decisions are endless. The pressure to “keep up” with changing conditions can make urgency feel like the only option. But not every problem calls for an immediate fix.

“Before defaulting to speed, ask yourself: Are we moving in the right direction? Are we building something that will stand the test of time?” Martignetti says. “True competitive advantage doesn’t come from speed but from strategic timing and intentional execution. Create space for reflection and thoughtful decision-making.”

Myth No. 2: Innovation Means High-Tech

These days, it’s easy to assume that true innovation requires the latest and greatest technology. From automation and data systems to robotics and sensors, the industry is full of shiny new tools that promise improved efficiency and performance.

However, some of the most impactful changes on the farm don’t involve technology at all. Innovation can be as simple as rethinking how you train new employees to set them up for success, or it can involve updating standard operating procedures (SOPs) to better reflect what’s actually working in your operation, rather than sticking to routines that no longer serve it.

These types of improvements don’t require the latest hardware or software. They require a willingness to think critically, question old habits and try something new.

Myth No. 3: Good Leaders Have All the Answers

As the leader of your operation, you might often feel like you should know everything, but thinking you need to have all the answers can do more harm than good. Not only does it create immense personal pressure, but it can also unintentionally silence the people around you. When team members sense that their input isn’t welcomed or needed, they may stop offering ideas, pointing out concerns or asking important questions.

“The best leaders don’t have all the answers; they create environments where the right questions lead to breakthrough solutions,” Martignetti says. “Leadership isn’t about possessing infinite knowledge; it’s about creating an environment where curiosity thrives, where diverse perspectives are valued and where new ideas can emerge.”

On the farm, where no two days look the same, adaptive leadership is often more valuable than certainty. Martignetti notes that leadership requires you to ask the right questions, like: What are we missing? What could we do differently? What does the team think? These questions open the door to better solutions than any single individual could come up with on their own.

“The best leaders don’t have all the answers; they create environments where the right questions lead to breakthrough solutions,” he adds.

Become a Mythbuster

Running a farm means moving fast, thinking on your feet and handling a hundred things at once — but good leadership requires you to know when to slow down, when to listen and when to try something different. Letting go of old ideas about what leadership should look like can be tough, but it also opens the door to something better.

The best leaders don’t have all the answers, and they don’t rely on flash or speed to get results. They lead by example, stay open to new ways of thinking and create space for the people around them to grow. And according to Martignetti, that kind of leadership can make all the difference.

How the Trending #FarmGirlSummer Is Educating Viewers About Rural Living

Mon, 21 Jul 2025 20:07:34 GMT

Sporting dirty boots and a deep-rooted love for the land, a new wave of female farmers is making waves on social media under the trending hashtag #FarmGirlSummer. Step beyond the sunsets and tractor selfies, and this viral movement is offering something deeper: a window into the real day-to-day of agricultural life.

The Packer spoke with four influencers who are using their platforms to share more than just aesthetic glimpses — they’re educating followers about rural realities, farm work and what it truly means to live off the land.

Miranda Neville and her husband, Douglas, are dairy farmers in Pennsylvania on his family farm.

(Photo courtesy of Miranda Neville)

Miranda Neville, Dairy Farmer

I want others to see my content and know that even though we work long, tiring days, it’s still important to make time for the things we enjoy.

Miranda Neville and her husband, Douglas, are dairy farmers in Pennsylvania on his family farm. In addition to farming, she also works an off-farm job in agricultural conservation, while balancing family life. Neville says she enjoys sharing her life on the farm on social media and all of the joyful chaos that comes with it.

The Packer: What does #FarmGirlSummer mean to you personally?

Neville: There is rarely a slow day living on a farm, especially if you have livestock. For me, #FarmGirlSummer is about finding the peaceful moments during the busiest time of year. Some examples of that might look like unloading hay in the summer heat but then watching animals graze on the lush, green pasture. Showing dairy cattle at county fairs while making memories that will last a lifetime with friends. Working tirelessly to get crops planted but making time to deliver meals to the field and having a sunset ride in the tractor. Farming can be difficult, so #FarmGirlSummer is about romanticizing my life while doing farm chores and appreciating the land that surrounds me.

How do you think social media is shaping the way people see farm life or rural living?

Historically, there have been so many misconceptions about farmers and ‘country life.’ With social media, we are able to show firsthand what we do and why we do it. Yes, it’s a simpler life — in that we aren’t living in a busy city and bustling traffic— but we work long, hard days to improve the lives of our families, our livestock and crops. We are able to share ideas, educate and build connections with so many different people from all walks of life. It’s giving a voice to farm life and rural living in a way that has been limited in the past.

What message or feeling are you trying to share when you post with #FarmGirlSummer?

Through my social media, I show the realities and struggles of life on our dairy farm, but I also try to focus on the most beautiful parts of farm life — particularly in the summer. I want others to see my content and know that even though we work long, tiring days, it’s still important to make time for the things we enjoy.
Follow Miranda: Tiktok (Miranda.neville); Instagram (Miranda.neville1)

Erica Loesel balances a career as an oncology nurse with Michigan farming.

(Photo courtesy of Erica Loesel)

Erica Loesel, FarmHer

Even if the photos are pretty, the message is: this is real. Real effort. Real life. Real beauty in the mess and the mud and the moments between.

Erica Loesel balances a career as an oncology nurse with Michigan farming.

The Packer: What does #FarmGirlSummer mean to you personally?

Loesel: For me, #FarmGirlSummer evokes a vivid, grounded kind of freedom. It’s not just a hashtag — it feels like a celebration of hands-in-the-dirt simplicity, sun-kissed days and a deeper connection to the land and hard work.

Personally, it looks like:

Early mornings with dew on the fields and coffee steaming in a Yeti cup.
Cutoff jeans, dusty boots and tan lines from hours in the sun.
Quiet, golden sunsets after long, labor-heavy days — and a satisfaction that city summers just don’t offer.

It’s about living a little slower, working a little harder and feeling a whole lot more connected to what matters.

How do you think social media is shaping the way people see farm life or rural living?

Social media is massively reshaping how people perceive farm life and rural living.

By romanticizing the rural lifestyle, platforms like Instagram and TikTok have popularized the ‘aesthetic’ of farm life — think slow mornings, tractor rides, sunsets over fields of gold. It’s drawing people into appreciating a simpler, more grounded way of living.

Visibility and connection. Farmers, especially women and younger people, are sharing real stories and daily routines, creating communities and challenging outdated stereotypes (like the idea that farming is only for older men or men in general).

And through education and awareness, audiences get to see how food is grown, the labor involved and the realities of sustainable or ethical agriculture. It helps bridge the urban-rural disconnect.

What message or feeling are you trying to share when you post with #FarmGirlSummer?

When I post with #FarmGirlSummer, the message I’m trying to share is a blend of realness and reverence — a celebration of resilience, connection to the land and the gritty joy that comes from a life rooted in tradition.

Here’s what I hope comes across:

Grounded joy: Not everything is picture-perfect — there’s sweat, dirt and sometimes hard days — but there’s real joy in that. A joy that comes from doing something meaningful with your hands and heart.

Empowerment: #FarmGirlSummer isn’t about being delicate or curated — it’s about being strong, capable and unafraid to show up exactly as you are, whether you’re driving tractors or making homemade jam. It’s femininity without fragility.

Simplicity with soul: It’s about slow mornings, honest work and choosing presence over polish. It’s a lifestyle, not a filter.

Authenticity over aesthetic: Even if the photos are pretty, the message is: This is real. Real effort. Real life. Real beauty in the mess and the mud and the moments between.

In short, it’s not just “look at this cute farm outfit,” it’s “here’s what it means to live close to the earth, close to the truth and be dang proud of it.”

Follow Erica on TikTok (thecodebluefarmher)

Anne Sneller lives in Earlham, Iowa with her husband, John, and 11-year-old son.

(Photo courtesy of Anne Sneller)

Anne Sneller, Ag Advocate

I am passionate about advocating for agriculture and the opportunities 4-H and FFA offer youth and the skills they can learn from participating.

Anne Sneller lives in Earlham, Iowa. She works as a fraud and claims operations senior manager for Wells Fargo, leads a 4-H club of 75 members called Penn Prize Winners, and is also active supporting FFA, from mentoring members to judging contests at State FFA. Her husband, John, and she have an 11-year-old son who shows pigs and goats.

The Packer: What does #FarmGirlSummer mean to you personally?

Sneller: #FarmGirlSummer to me is helping my son with his show livestock, running on the pavement and gravel roads of Madison County, enjoying the agriculture, helping on my family’s cattle and row crop farm, and fishing and four-wheeling with my son any chance we get.

I am passionate about advocating for agriculture and the opportunities 4-H and FFA offer youth and the skills they can learn from participating.

Follow Anne on TikTok (chasingthatrunnershigh)

At home, you’ll find Topanga Dailey raising her 8-month-old son Owen while helping her husband farm wheat, soybeans and milo in McPherson, Kans.

(Photo courtesy of Topanga Dailey)

Topanga Dailey, Farmer

It’s a reminder — to myself, my family and my community — that life is bigger than your newsfeed. It’s proof that I’ve stepped away from the trap of constant scrolling and hopefully encourages others to slow down, take a breath and enjoy the moment.

Topanga Dailey is a senior digital marketing specialist. At home, you’ll find her raising her 8-month-old son Owen while helping her husband farm wheat, soybeans and milo in McPherson, Kans.

The Packer: What does #FarmGirlSummer mean to you personally?

Dailey: To me, #FarmGirlSummer is a conscious choice to be more in touch with the real world — making things from scratch, getting soil under your fingernails, embracing natural materials, wearing less makeup, stepping away from screens and reconnecting with what real work looks and feels like. Life can feel stressful, exhausting and even scary when you’re glued to a computer all day. The farm reminds you that life moves in seasons — some good, some hard — and that things take time and nothing is permanent.

How do you think social media is shaping the way people see farm life or rural living?

Social media has helped romanticize the farm. #FarmGirlSummer is one of the latest “vibes” people are chasing — a form of escapism and a search for meaning in what can feel like an overwhelming world. Now, people can see farms and rural life right from their phones and reframe what was once seen as an undesirable lifestyle into something idyllic — especially for those feeling overstimulated by city life. Rural living is naturally beautiful and social media has made it easier than ever to show just how special it is.

What message or feeling are you trying to share when you post with #FarmGirlSummer?

It’s a reminder — to myself, my family and my community — that life is bigger than your feed. It’s proof that I’ve stepped away from the trap of constant scrolling and hopefully encourages others to slow down, take a breath and enjoy the moment. Farm life offers that shift in perspective perfectly.

Follow Topanga on Instagram (reallifetopangadailey).

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.

Your Next Read: Finding Strength in Adversity: A Wisconsin Farm Girl’s Inspiring Journey

Rollins: First 50 Days Fighting for Our Country Has Been A Joy, But There's More Work To Do

Fri, 11 Apr 2025 18:36:21 GMT

USDA Chief Brooke Rollins is feeling pretty good about her first 50 days as President Donald Trump’s secretary of agriculture.

The Texas native, who just celebrated her 53rd birthday on April 10, is proud of what her team at USDA has accomplished since taking the reins from former Secretary of Agriculture and Iowa attorney Tom Vilsack.

But despite that progress, her list of issues to tackle soon is quickly filling up. Among those action items is deciding if American farmers will need another round of assistance payments later this year and if USDA headquarters should be relocated.

If Trump’s tariff plan proves successful, Rollins says we’ll be “shipping and selling more of our row crops than ever before.”

In that case, she doesn’t anticipate needing to sign off on additional USDA assistance payments for farmers later this summer. But there’s also a potential worst-case scenario where the agency may need to provide direct farmer aid, which also happened in 2019 during tariff disruption.

Rollins hopes to soon have answers to the rumor that USDA headquarters are being relocated. With more than 106,000 employees across 29 divisions, she says USDA is a “mammoth agency” and alluded that the agency may be better positioned to serve America’s farmers and ranchers in a location closer to the major crop and livestock producing areas of the country.

“Does it make sense for one of the bigger divisions to be in Washington, D.C.? Maybe not,” she says. “So, how do we get the government closer to the people we serve? That is one of the President’s key visions in realigning the entire government and returning the power to the people – by ensuring we have the right governance structure in place, and we’re not strangling the very people we’re trying to help with more regulation and more bureaucrats.”

Rollins also expects some reductions in the USDA workforce could be coming as the Trump administration and the Department Of Government Efficiency (DOGE) set out to “realign USDA around farmers, ranchers, foresters and ag producers first.”

Of course, the issue most farmers have top of mind today, besides low commodity prices and high interest rates, is the ongoing tariff saga.

Rollins says she can’t promise anything on that front yet, but she is confident President Trump’s negotiating chops will be able to finagle the best deal possible. Her USDA onboarding agenda included a deep dive into the global ag economy and tariffs – lessons that have proven rather enlightening for the former D.C. think-tank policy director.

“I’ll tell you what I understand now, and I’ve studied the numbers, the non-tariff barriers and what these other countries have done – not just to all American imports, but specifically to our farmers and our ranchers,” she says. “I’ve heard the President say multiple times just in the last few days how it’s unbelievable what these other countries have gotten away with for decades. And that’s what he’s changing (with tariffs).”

Your Next Read - China Increases Tariffs to 125%: What Ag Exports Will Be Most Impacted

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.

Are You Leaving Growth On The Table?

Wed, 19 Mar 2025 17:13:13 GMT

Do you use SWOT (strengths, weaknesses, opportunities and threats) as a strategy process? If so, you are leaving growth on the table. Successful strategy is not just about reacting to the market but proactively managing key business pressures. The PTA (Pressures, Trends, Actions) Assessment provides a framework to focus your growth strategy where it matters most.

Competitive Pressure
1. List your top competitors and their strengths and vulnerabilities. Using that, build out action steps for sales and marketing to neutralize their strengths and exploit their vulnerabilities.
2. Evaluate your products and services against competitors. Identify and leverage your unique advantages.
3. Conduct customer depth interviews to discover what truly influences buying decisions.
Vendor and Supplier Pressure
1. Evaluate the abundance or scarcity of quality suppliers, assess their strength — can they drive up prices or limit supply?
2. Strengthen partnerships where mutual advantages exist and negotiate leverage where they don’t.
3. Evaluate alternatives to mitigate reliance on a single supplier.
Customer Pressure
1. Analyze how easily customers can switch to competitors and build strategies to increase loyalty. Evaluate the cost for customers to switch to competitors.
2. Develop retention programs and incentives that make your offering “stickier.”
3. Identify untapped market segments and define steps to capture them.
The Pressure and Potential of New Competition or Alternatives
1. Assess the likelihood and ease with which new competitors could enter your market.
2. Increase barriers to entry by strengthening brand recognition, patents or proprietary processes.
3. Monitor emerging technologies that could disrupt your industry and take preemptive action.
Employee and Talent Pressures
1. Identify workforce pressures — are you facing skill shortages, retention issues or union demands?
2. Evaluate whether your talent advantage comes from hiring top-tier candidates or from developing internal expertise.
3. Invest in unique training and development programs to build a workforce that is a strategic asset not a liability.
Substitution Pressure
1. Determine how easily customers would be able to replace your offering with another solution.
2. Find ways to increase reliance on your company by becoming the most valuable or only provider of a key service.
3. Strengthen your brand to ensure customers view you as the default choice.
Pressure From Technological and Resource Changes
1. Identify critical technologies and data sources that are evolving in your industry.
2. Protect or gain ownership over essential information or tech assets.
3. Develop proprietary systems or solutions that can create a sustainable competitive advantage.

The PTA Strategy Process: Turning Pressure into Action

Analyze Past Trends
1. Identify shifts over the past three to 10 years in competition, supply chain, customer behavior and technology.
2. Have your competitive pressures intensified? Have suppliers gained leverage?
Assess Current Trends
1. What trends are dominating today? Are competitors consolidating or expanding?
2. Are customers demanding lower prices or higher customization?
Predict Future Trends
1. What’s next? Is artificial intelligence (AI) about to disrupt your sector? Will new regulations reshape your supply chain?
2. Identify potential threats and strategize proactive responses.
Prioritize Strategic Actions
1. Develop jujitsu-like strategies to turn external pressures into internal advantages.
2. Prioritize actions that are going to enhance profitability and market leadership.

My PTA Assessment lets you lead rather than react. Strategy means learning the forces shaping your industry and using them to create advantage. Prioritize, take action and dominate your market.

Remember, an annual strategic planning retreat is an event and an oxymoron, while self-assessment like the above is a process. As the leader, it’s best for you to begin the above privately with outside guidance and then facilitate a process. Call me, I’m glad to help.

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

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

Industry News: Leadership Transitions at MFA and Virginia Agribusiness Council

Mon, 24 Feb 2025 18:26:40 GMT

MFA Incorporated Begins Search Process for Next President and CEO
Following a 38-year tenure at MFA Incorporated, and 10 years as president and CEO, Ernie Verslues is planning to retire this fall.

“Ernie’s contributions to the company have bolstered its mission. His leadership will continue to inspire and guide MFA long after his retirement,” said Don Schlesselman, chairman of the MFA Incorporated board of directors.

The MFA board of directors says they will conduct a thorough and disciplined search process in identifying the best candidate to lead the company into the future, and they will consider both internal and external candidates.

Virginia Agribusiness Council Announces Transition
Virginia Agribusiness Council (VAC) has shared a change in leadership, and this will be executive director Cliff Williamson’s last week on the job.

“The Virginia Agribusiness Council’s Board of Directors have determined that a change in leadership is needed, and I will be leaving effective March 1,” Williamson wrote in an email. “Serving Virginia’s agricultural and forestry communities has always been my dream, and I am grateful for the chance to play a small part in this great work. I am grateful for words of encouragement I have received of these last few days, and I hope to find a new opportunity within Virgina’s great agricultural community.”

Beginning Monday, March 3, VAC will have a new president and CEO in Trey Davis.

Davis has previously held government relations roles at Virginia Farm Bureau Federation, Monsanto, Bayer CropScience and Tetra Pak. He outlines his vision for VAC as the following:

Expanding membership
Enhancing advocacy and government relations
Fostering partnerships

“We are excited to have Trey Davis at the helm of the Virginia Agribusiness Council,” said Paul Franklin, board chair for VAC and president/CEO of Colonial Farm Credit. “His combination of strategic vision, industry experience, and passion for agribusiness makes him uniquely qualified to lead VAC through its next phase of growth and reinvention. His leadership will allow us to advocate for agribusinesses across Virginia with additional energy and focus.”

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

BREAKING: USDA Secretary Brooke Rollins and Sen. Roger Marshall to Join Farmers At Top Producer Summit

Sun, 16 Feb 2025 21:24:21 GMT

Secretary of Agriculture Brooke Rollins and Sen. Roger Marshall of Kansas will speak Tuesday morning at this week’s Top Producer Summit in Kansas City. The event is among the secretary’s first public appearances since being confirmed Feb. 13 . The fireside chat will cover key topics driving the future of agriculture.

A one-day pass to the event is available to give the agriculture industry a chance to hear Secretary Rollins share her vision for U.S. agriculture. Advanced registration is required due to security protocols. Register now with discount code ONEDAY to receive the special rate.

Secretary Rollins, originally from Glen Rose, Texas, serves as the 33rd Secretary of Agriculture. Most recently, she was founder, president and CEO of the America First Policy Institute. During President Donald Trump’s first administration, she was the director of the Domestic Policy Council and assistant to the President for Strategic Initiatives in the White House. She also previously served as director of the Office of American Innovation.

Sen. Marshall is a physician and U.S. Senator for Kansas. As a fifth-generation farmer from Butler County, Sen. Marshall became the first in his family to attend college. In the Senate, he serves on the Committee on Agriculture, Nutrition, and Forestry. He is the chairman of the Subcommittee on Conservation, Climate, Forestry, and Natural Resources and a member of the Subcommittee on Food and Nutrition, Specialty Crops, Organics, and Research.

Tickets are still available to attend the entire Top Producer Summit , which is agriculture’s premier educational and networking event for forward-thinking farmers and ranchers. The event will bring producers of nearly a dozen commodities together at the Loews Kansas City Hotel to share business opportunities and ideas for taking their operations to the next level.

In addition to the fireside chat with Secretary Rollins and Sen. Marshall, the agenda includes:

The Future of Farming with Byron Reese, futurist, technologist and entrepreneur
Conquer Decision Paralysis with Rena Striegel, Transition Point Business Advisors
How Income Taxes May Change Due To The Election with CPA Paul Neiffer
Land Diversification: What to Know Before Exploring Renewable Energy and Conservation Opportunities with Quint Shambaugh, Pinion
What’s Ahead for Farm Input Pricing with Sam Taylor, Rabo AgriFinance
What to Watch With the Weather in 2025 with Eric Snodgrass, Principal Atmospheric Scientist, Conduit Ag
Global Fertilizer Market Overview: What It Means At Your Farm Gate with Josh Linville, StoneX

Some of the nation’s most outstanding farm operations will be recognized, including winners of the 2025 Top Producer of the Year award , the 2025 Women in Ag award and the 2025 Next Gen award .

How Relationships Can Shape The Success of Regulation

Fri, 31 Jan 2025 13:00:00 GMT

By Daniel Fowler, NAICC President

Since 2005, NAICC has jointly sponsored multiple winter “Focus on” workshops. These two-day trainings have covered numerous topics focused on boots-on-the-ground implementation of sound agronomics with new technologies. Past cosponsoring organizations have included Info Ag, American Society of Farm Managers & Rural Appraisers, Wisconsin Association of Professional Agricultural Consultants, Iowa Independent Crop Consultants Association, and Minnesota Independent Crop Consultants Association. On March 4-6, this biannual event will be cohosted by North Carolina Agricultural Consultant Association and called “Focus on Ag.”

During NAICC visits to Capitol Hill, the government affairs committee has strengthened and expanded our relationships with members of Congress and multiple agencies such as EPA, Fish and Wildlife, Natural Resources Conservation Service, etc. During these conversations, it was suggested we could play a pivotal role at county and state level implementation of Endangered Species Act (ESA) regulations.

A Unified Voice For Ag
This past summer, NAICC and Weed Science of America hosted local EPA, Fish and Wildlife and other regulatory groups at a farm tour in Wisconsin. Organizing opportunities like these to obtain one-on-one conversations and sharing our expertise is proving to be highly effective to communicate with government officials in the field.

As we try to communicate at the grower, county, state and national levels, there is a need for us to have an informed and unifying message. Each NAICC state affiliate will be given the opportunity to appoint a liaison to the NAICC government affairs committee in hopes this will strengthen our relationships and the flow of information. This subcommittee can be an outlet for each regional group to give their input on national issues as well as receive the latest information from NAICC contacts in Washington, D.C. Increased involvement, with a better exchange of information, can help us leverage our unique position as the independent voice between growers, government agencies and other stakeholders.

Implementation of ESA
Part of this year’s “Focus on Ag” will be the implementation of ESA at the farm level. This is a continuation of focusing on boots on the ground implementation, this time in a changing regulatory environment. It’s also part of a concerted effort to strengthen our relationships at the local level by providing educational opportunities for our members. We hope other state organizations will see the value in these efforts by participating in the new government affairs subcommittee and perhaps reach out to host an event in the future.

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.

Industry News: Hybrid Fungicide Receives California Registration, Kalo Announces New Leadership

Tue, 14 Jan 2025 17:45:12 GMT

Regev Hybrid Fungicide Receives California Registration
The California Department of Pesticide Regulation has approved the use of Regev hybrid fungicide in the state.

Summit Agro says Regev is the first hybrid fungicide, as it brings together the disease fighting power of botanical and conventional chemistries. Specifically, the product combines Tea Tree Extract (FRAC BM01) with difenoconazole (FRAC 3) - providing California growers disease control from nine mechanisms of activity.

“Regev provides the trifecta of disease protection, which is preventative, curative and anti-sporulant control” said Eric Tedford, Summit Agro R&D manager.

In California, Regev will be particularly beneficial to grape and almond growers. Other labeled crops include brassica leafy vegetables, fruiting vegetables and berries.

The full list of Regev fungicide’s approved crops and diseases treated can be found here .

Kalo Announces New Director of Sales
Kalo has named Jonathan Barrett as their new director of sales, which took effect on January 6.

Barrett comes from agricultural roots, having worked as a crop advisor, crop protection and seed salesman, marketing lead and most recently the global head of soybean strategy and portfolio at Syngenta.

“Jon’s experience and proven record in the agricultural sector make him an excellent fit for our team. We look forward to the contributions he will bring to our organization,” said Chuck Champion, president at KALO.

Reflecting On The Leaders Who Have Shaped Ag Retail

Mon, 13 Jan 2025 20:55:20 GMT

As we look at the year ahead, let us reflect on some of the leaders who have shaped today’s ag retail industry. Just a month ago, more than 600 industry professionals gathered for the Agricultural Retailers Association (ARA) Conference & Expo where the attendees commemorated career-spanning contributions of some of the legacy leaders in the ag retail space.

ARA Excellence in Advocacy Award

Joey Caldwell - Ag Agvocate - 2024 ARA Convention

(Margy Eckelkamp)

Joey Caldwell, GreenPoint Ag, took home ARA’s Excellence in Advocacy Award for engaging ARA’s public policy committee and advocating in support of ag retailer needs.

“It is truly humbling to be recognized by my peers for advocating for a cause greater than myself,” Caldwell says. “Having grown up on a farm and dedicating 42 years to the agricultural retail industry, I am deeply passionate about championing our industry and rural farming communities. Every voice matters, and I believe we must all embrace the call: ‘If not me, then who will speak for the importance and needs of the agricultural community?”’

Caldwell also serves on ARA’s board of directors and member services committee, and he is vice chair of the conference planning committee.

This award spotlights an ARA member for surpassing expectations in grassroots advocacy to educate lawmakers and regulators about the invaluable support ag retailers offer their farmer-customers.

ARA Retailer of the Year Award

(Margy Eckelkamp)

Buttonwillow Warehouse Company (BWC) was named the 2024 ARA Retailer of the Year, which is an award sponsored by Bayer and The Scoop to honor an ARA member-retailer company or individual that displays effective employee relations, environmental stewardship, customer reliability and more.

“I’m honored to accept this award on behalf of the entire team at Buttonwillow Warehouse Company,” says BWC chief operating officer Clay Houchin. “Our company’s decades-long legacy of putting people first has enabled us to consistently meet the evolving needs of growers while fostering a world-class workforce contributing to the prosperity of the communities we serve.”

Nominations for this award will open in the spring on the ARA website.

ARA Jack Eberspacher Lifetime Achievement Award

(Margy Eckelkamp)

ARA’s top individual honor went to Ernie Chappell for his decades of leadership and service on the ARA board and other committees.

“Aside from any contributions of innovation to help ag retailers from my business activity, it has been particularly rewarding to work alongside them as we strive to strengthen ARA,” Chappell says. “I’m proud of the progress achieved in strengthening ARA with fellow board members, and I am humbled to have been selected for this award.”

Nominated by peers, the ARA executive committee selected Chappell for the ARA Lifetime Achievement Award, which was renamed in 2010 to honor the industry impact of the late Jack Eberspacher, who was ARA’s president and CEO from 2001 until his death in 2009.

Chappell, who founded EFC Systems in 1988, has played a key role in the ag technology sector. In 2021, EFC Systems became the agribusiness division of Ever.Ag, further expanding its impact on the industry.

ARA Distinguished Service Award

(Margy Eckelkamp)

Growmark’s Rod Wells was honored with the Distinguished Service Award for making the industry better for all. Nominations were submitted by peers and selected by ARA’s executive committee for this award, which honors individual members who are exceeding the traditional responsibilities of supporting our industry.

“Being recognized by ARA as a Distinguished Service Award recipient is a career highlight,” Wells says. “ARA is the only national association that is focused exclusively on the needs of U.S. ag retailers, and the ARA team tirelessly educates and advocates on our behalf.

“My time as member of the board of directors and, eventually, chairman led to the cultivation of lifelong industry relationships, positioned me for career advancement and built valuable leadership skills that I continue to use each day. I encourage ag retailers everywhere to join if they are not currently members and to actively participate in ARA advocacy efforts in support of our noble industry.”

ARA Rising Stars
The 2024 ARA Rising Stars lined up to be cheered on by the crowd. The theme “Empowering Leadership through the Next Frontier” was reflected in each of the videos created by these emerging leaders as part of the award program.

The value of the Rising Stars award, sponsored by Atticus, doesn’t end at the conference. Rising Stars complete the ARA Navigator 360° assessment to identify hidden talents related to their companies’ needs. Developed for ag leaders by NuVue LLC, this tool empowers organizations to thrive in challenging times by developing effective leadership.

The 2024 Rising Stars class members are as follows:

Garrett Alan Asmus, Asmus Farm Supply Inc.
Tyler Blackburn, GreenPoint Ag
Daniel Bonetti, Grow West
Trey Colley, GreenPoint Ag
Leah Cook, River Valley Cooperative
Lane Danielson, Growmark Inc.
Hannah Davis, Keystone Cooperative
James Draper, Stueve Construction
Abel Elwell, Willard Agri-Service
Jake Freeman, International Raw Materials
Brooke Grieder, Growmark Inc.
Lane Hacker, Keystone Cooperative
Ben Henson, GreenPoint Ag
Zach Jensen, Easy Automation Inc.
Brandon Justice, GreenPoint Ag
Jared Myers, Keystone Cooperative
Chase Porter, Southern States Cooperative Inc.
Kyle Pulley, Keystone Cooperative
Blaine Rohlk, Keystone Cooperative
Katelyn Schwiderski, Growmark Inc.
Kolin Sukovaty, New Century FS
Brent Tinkel, Keystone Cooperative
Aaron Villicana, Keystone Cooperative
Benjamin White, GreenPoint Ag
Ben Wiatt, Keystone Cooperative
Darren Wiatt, Keystone Cooperative
Jason Wilkins, Southern States Cooperative Inc.
Eric Winans, Brandt
Joseph Woods, MFA Incorporated

3 Tips To Make Sure Your Strategy Is Driving Innovation

Mon, 13 Jan 2025 20:29:30 GMT

At the beginning of the year, many managers begin financial projections and resource planning. While doing this work, I’ve seen too many leaders confuse tactics for strategy. Implementation planning around your strategy is about tactics, and strategy sets the nature and direction of your business, defines your vision and determines how to differentiate yourself in the marketplace.

You need to ensure three key areas of strategy have been addressed before implementing tactics crosses your mind:

1. Vision
Vision is your picture of the future for your business, not numerical targets. It defines what success looks like and serves as a guide for decision-making.

How well-defined is your vision?
Can your team articulate it effectively?

To create a future-focused, achievable blueprint, you can use collaborative workshops, customer feedback, scenario planning or a one-on-one visioning session with a strategic growth coach.

2. Marketplace Divergence
A robust strategy identifies how you stand apart. Conduct third-party interviews with key customers to identify your points of:

Competitive uniqueness
Advantage
Equality
Weakness

Dollarize the unique value you bring to your customer. Validate your claims with examples and testimonials from customer depth interviews.

3. Innovation
Innovation keeps you and your business ahead of the curve. Epoch Times recently reported more than 2,000 CEOs of larger companies resigned last year. Many, if not most, had failed due to stagnant innovation.

Regularly assess if your business is adapting to increased competition and changing customer needs. Create a process for vetting and implementing new ideas that align with your strategic vision.

Implementing Strategy
As your strategy becomes ever clearer, continually refine your implementation planning. Here are some steps:

Prioritize Constraints and Opportunities:
Find areas with the highest potential to grow the business.
Customer Segmentation:
Rank customers by profits and potential growth, and estimate growth potential.
Untapped Potential:
I am conducting a survey of CEOs, and the 70 replies I’ve received so far have revealed:
- Avg. company revenue: $38M
- Avg. untapped growth potential with existing customers: 65% and $36M
- Total potential growth: $2.5B across respondents

Where to Start
The first steps in strategy and self-assessment often fund the next investments in growth initiatives.

If you want to assess and confirm your business’ growth potential, then call me for a pro bono strategic thinking coaching session. Privately, we can prioritize growth levers and identify blind spots.

A third-party assessment of your strategy doesn’t just pay for itself. It also sets the stage for your long-term success.

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

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)

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

From Louisiana Farm to Ag Retail Leadership: Dean Williams’ Journey to FBN

Thu, 26 Dec 2024 16:41:51 GMT

Dean Williams grew up on a farm in Louisiana and found his way to agriculture through retail. He’s spent more than 20 years selling crop protection, procuring supplies and managing ag retail warehouses and distribution businesses.

His resume includes strategic leadership stints at Nutrien/UAP, Simplot Grower Solutions, Pinnacle Agriculture and Terral Seed. He has a track record of growing businesses, optimizing profitability and navigating market challenges.

His southern roots and strong work ethic have helped him create winning teams throughout his career. He joined FBN in July to help grow crop protection sales via the company’s digital online storefront.

Q: What do you like about working in ag retail?

A: I’ve always been passionate about the agricultural industry. Having grown up on a farm in Louisiana, I’ve always wanted to do something that makes life better for farmers. As I worked in the industry and figured out all of the moving parts, it’s been a renewed focus. Things in the retail channel are too expensive, and I’ve always thought it was very inefficient. That is what drives me. I think we need to make the industry a lot more efficient for our farmers and for suppliers as well.

Q: What’s your leadership style?

A: I’m a person who’s very passionate and very direct, probably to a fault. My style is to be open and transparent. But, when I take a new role, I want to come in and find out what the business is about, listen to the customers, figure out their needs and how we can service them. I like to build a process or a model we can implement. Then it’s about getting the right people on the team and in the right positions. I try to be very open about what the goal is and where we’re headed. I believe if we can get all their cleats pointed in the right direction and heading toward the goal, it will take us toward success.

Q: What’s the best advice you’ve ever received?

A: Be willing to embrace change. I got that advice early on, and I think it’s where a lot of people struggle. This world’s always changing, and the ag industry is no different. You have to get ahead of change. The puck’s always moving, and you want to stay ahead of the puck, so that means skate to where the puck is going and not where it’s sitting today. For me, this new position at FBN is about skating to where the puck is going.

Q: What advice do you have for others getting into the agricultural business?

A: It’s a great industry, and I don’t know that I’ve ever had a bad day. I’ve had a few bad moments, but I’ve never had a really bad day. It’s a lot of fun. This business is about building a puzzle and then putting that puzzle together. You have to know your farmers, know the people you call on, understand the area, understand what it means to grow and just do the best you can every day. Farmers like the human touch. They like to have fun, but they also like good advice. Always bring good advice to the farm when you go because they really don’t want you to show up just to see them. They want you to show up with information because their time is valuable. Be willing to explore new ideas and, as I said, be willing to change.

Your Next Read: This South Dakota Rancher Is Prepared To Seize Each Opportunity

Industry News: Growmark & Advanced Agrilytics Name New Executives, ZeaKal Adds Distributor

Wed, 11 Dec 2024 19:31:16 GMT

Growmark Announces Executive Leadership Team Retirements and Appointments
Four new leaders are set to take over at Growmark in the new year.

Executive Vice President & Chief Operating Officer: Brad Drake will replace Wade Mittelstadt in this role following Mittelstadt’s retirement. Drake has been with Growmark since 2008 and is currently the company’s executive vice president & chief financial officer.
Executive Vice President, Retail Business: Jeff Lynch will assume this role as Barry Schmidt retires. Lynch has been with Growmark since 2004 and currently serves as vice president, retail business & strategic relationship lead.
Executive Vice President, General Counsel and Grain: Matt Lurkins will take over from Bill Covey following Covey’s retirement. Lurkins has been with Growmark since 2012 and is currently vice president, grain & strategic relationships lead.
Executive Vice President & Chief Financial Officer: Karmy Kays will step into this position, leading Growmark’s finance and IT divisions, following Drake’s promotion to executive vice president & chief operating officer. Kays currently holds the role of treasurer.

Advanced Agrilytics Names Kenny Avery as Chief Executive Officer
Advanced Agrilytics has appointed Kenny Avery as the company’s Chief Executive Officer (CEO).

Avery is a retired CPA and previously served as president and CEO of Verdesian Life Sciences and held several key leadership positions at Monsanto.

Avery will oversee Advanced Agrilytics as it:

Expands the footprint of its Grower Direct business and the variety of prescription products available through its proprietary Terraframing Suite software
Begins offering managed services and licensing to industry partners such as independent agronomists and ag retailers
Expands its research and analysis-based offerings portfolio

ZeaKal and Meherrin Ag Announce Collaboration
ZeaKal has entered into a collaboration with Meherrin Ag to advance its PhotoSeed technology, which enhances crops’ ability to capture carbon and sunlight. The addition of Meherrin expands services available to growers in ZeaKal’s target regions.

Meherrin aims to distribute ZeaKal-branded Soyleic - high oleic soybean seeds - to growers in time for the 2025 growing season. In 2026, growers will have the opportunity to grow PhotoSeed lines with enhanced photosynthetic capacity, higher nutritional density and a lower carbon intensity score.

“By partnering with ZeaKal, we will equip growers with a superior soybean product that delivers high protein and oil content, ensuring sustainability and profitability for the entire supply chain. We’re excited to bring a better bean to our growers,” said Jeff Middleton, district sales manager at Meherrin.