Leadership

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

Wed, 11 Mar 2026 21:50:50 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

The Best Leaders Share These Three Behaviors

Mon, 23 Feb 2026 21:25:25 GMT

Leadership might sound like a big, formal word, but on the farm it’s really just about how you work with people every day. It’s how you talk to your team, how you handle mistakes and how you treat people when things get stressful.

When you’re just starting out, being a leader doesn’t mean you need all the answers or that you have to run everything perfectly. It’s okay to learn as you go. According to Marcel Schwantes, author of “ Humane Leadership: Lead with Radical Love, Be a Kick-ass Boss ,” when you’re just starting out, being a leader doesn’t mean you need all the answers or that you have to run everything perfectly. It’s okay to learn as you go.

He suggests regardless of the operation or title, strong leaders consistently rely on a small set of practical skills that can be learned, practiced and improved over time.

These skills include:

Show Real Interest in Your People

Take time to get to know the people who work for you, not just the job they were hired to do. Ask what they enjoy, where they want to improve and what they hope to learn next. That might mean running new equipment, taking on more responsibility or growing into a leadership role themselves.

“The best leaders genuinely want their people to thrive,” Schwantes says. “They’re willing to put the team’s needs first, share credit freely and take responsibility when things go sideways.”

He recommends supporting raises and added responsibility when they are earned and looking for chances to stretch people’s skills instead of keeping them in the same position. When employees feel genuinely valued, they take more pride in their work and show up differently every day.

Have Empathy

Many farm leaders were raised to believe emotions stay out of the workplace. Unfortunately in agriculture, empathy is often misunderstood as being too soft or letting things slide. But Schwantes notes empathy is actually one of the strongest leadership characteristics a person can have, because it helps leaders understand problems sooner and lead more effectively.

“Empathic leaders don’t just hear what people say; they understand the context, emotions and challenges behind it,” he says. “That perspective creates psychological safety, and safety unlocks creativity, problem-solving and collaboration.”

On a farm, this might look like noticing when a team member is struggling, checking in when someone seems overwhelmed or understanding the pressures your employees face at home. It’s about listening, recognizing stress and creating an environment where people feel safe asking for help.

Be Clear and Transparent

On a farm, clear communication makes everything run smoother. When your team knows what’s expected and why decisions are being made, they can work more confidently and avoid mistakes.

“A transparent culture builds trust and fosters collaboration,” Schwantes says. “When people feel safe voicing their thoughts, it deepens engagement and creates a more resilient, trustworthy team dynamic.”

Transparency also means being honest about challenges and inviting input. If something’s not working, your team should feel comfortable speaking up. The more open you are, the more trust you build — and the better your crew can handle the ups and downs.

Lead by Serving Your Team

A leadership role can feel overwhelming in some workplaces, but on the farm it doesn’t have to be complicated. Schwantes says it comes down to a few core skills — showing real interest in your people, practicing empathy and being clear and transparent.

Strong farms are built on strong teams, and strong teams are built by leaders who serve first. A leader who’s willing to jump in, listen and set a positive tone creates an environment where everyone can do their best work. And over time, that kind of leadership builds trust and creates a crew that’s ready to take on whatever comes their way.

It’s Time to Break Up with the Bad Employee

Fri, 13 Feb 2026 20:37:32 GMT

Having the right employees on your team is essential to keeping the farm running smoothly. Yet in many cases, workers are hired to fill an urgent labor gap and aren’t given the training or resources they need to succeed. When that happens, even well‑intentioned employees may struggle to fit the role or the team—ultimately leading to a labor “breakup.”

Jorge Delgado, a training and talent development specialist with Alltech, says the reluctance to address these situations is often emotional and more costly than managers realize. In a recent conversation, he compared it to staying in a romantic relationship long after it is clear it is not working.

Why Do Farms Struggle to Let Go?

For many farm owners, the biggest barrier to firing a poor-fit employee is fear.

“One fear that many farmers have is that they are not going to be able to find another employee to replace the person they are letting go,” Delgado explains.

This fear intensifies in specialized roles where skills are harder to find.

“This can especially be true for middle management positions,” Delgado adds. “These are more technical positions, and it can be really hard to find people to fill that role. Sometimes, that makes management hesitate to get rid of that person, even though it’s hurting production and numbers at the farm.”

Family and social ties on the farm add another complication. Delgado says it’s not uncommon for employees to be related, or tightly connected, to others on the crew.

“Sometimes these guys, they have family involved,” he adds. “The owners or managers are afraid that if they let go of oner person, these guys will take their family or friends with them.”

The result is a kind of emotional hostage situation. Even when the employee clearly doesn’t fit the culture or role, management feels stuck, hoping the situation will somehow improve on its own.

Have Clear Expectations

Many employee challenges on farms can be traced back to what did or did not happen on the first day of work. Delgado says problems often begin long before performance issues show up, simply because expectations were never clearly laid out.

“You have to have rules and regulations really clear and established on a far,” Delgado says. “Most of the farmers hire people on the spot, get them trained and get them going. These people don’t necessarily go through a formal onboarding process where they go through the expectations, the rules and regulations, and so they don’t know anything about it.”

When those expectations are never clearly explained, performance conversations and eventual terminations can feel unfair on both sides. Employees feel blindsided, and managers feel frustrated. In many cases, the breakdown started on the first day the employee walked onto the farm.

He also stresses the value of doing basic reference checks before hiring, an often-skipped step in agriculture.

“Sometimes we just hire the individual that is right at the door, and we don’t do any research,” Delgado says. “But that research can be an early sign that this individual is not the right fit for my culture.”

The Three-Strike Approach

Before any tough decision is made, farmers need a clear framework for addressing performance issues. Delgado recommends a structured, professional process—one that gives employees fair warning while protecting the farm.

He suggests a simple three-strike policy:

Verbal warning - Delgado stresses that this first step should be a clear, calm and deliberate conversation. The manager needs to sit down with the employee and explain exactly what behavior or performance issue needs to change, why it matters to the operation and what improvement looks like.

He encourages farmers to avoid vague statements like “you need to do better” and instead focus on specific, measurable expectations. The employee should leave the conversation knowing precisely what needs to change and the timeframe to correct it.

Written warning - If the issue continues after the verbal warning, Delgado says it is time to move to formal documentation. This step should be more structured and intentional, signaling to the employee that the concern is serious and must be addressed.

“You need to sit down with the person and explain what’s going on,” Delgado says. “It becomes more structuralized, because the person and both parties should sign a document saying, ‘Look, this is the second time you did this, and these are going to be the consequences if you do it for the third time.’”

Termination -If the behavior does not change after verbal and written warnings, Delgado says it is time to part ways. By this point, the employee has been given clear expectations, opportunities to improve, and formal notice that the issue is serious.

Delgado encourages farmers to handle this step professionally and directly. The conversation should be private, respectful and brief. The manager should clearly state that the employee is being let go, reference the previous warnings, and avoid turning the meeting into a debate or long explanation.

Watch for Red Flags

Every farm has its own internal culture. Employees work closely together, talk with one another and often recognize problems long before management does.

“In this small circle, things travel fast, especially trouble,” Delgado says. “When there is a person who is not behaving properly or doing something wrong, the team will try to get rid of this person. And the first sign is they will communicate with management.”

Delgado adds that the mistake many managers make is brushing off those early comments or complaints. When multiple employees start raising concerns about the same person, it is often an early warning sign that something is not working and needs attention before it affects the whole crew.

“Many times, the managers avoid these signs,” Delgado say. “They think, ‘Just let it go. Everything’s fine. We’ll take care of this later’ and they totally avoid the problem. By the time they realize it is a big issue, it’s too late.”

Common red flags include chronic lateness, cutting corners, skipping protocols and poor communication. These patterns aren’t only unprofessional, but they can create extra work and frustration for the dependable employees.

“At some point you have to say, ‘What’s going on here?’” Delgado notes. “Don’t ignore the red flags and sweep them under the rug.”

When You Have to Fire on the Spot

Not every situation needs to follow a step-by-step process. Sometimes, inappropriate behavior or actions require immediate dismissal.

“Sometimes you have to get rid of somebody on the spot,” Delgado says. “For example, someone mistreating animals, damaging equipment, mistreating coworkers, stealing or causing serious disruption needs to be let go of immediately. When behavior like drugs, alcohol, sexual harassment or anything else begins to change the culture and environment of the farm, there are no second chances.”

In these cases, keeping the wrong person sends the wrong message to the rest of the team. It makes it look like serious issues can be overlooked or tolerated. It creates frustration for employees who follow the rules, do their jobs well and expect the same standards from others.

Check In, Listen and Make Employees Feel Valued

Preventing tough breakups with employees starts well before any termination talk. Regular check-ins—both formal and informal—can catch small issues before they grow into major problems.

“Formal reviews need to be mandatory,” Delgado says. “But they often aren’t regular. Also, survey your culture. Anonymous surveys usually get people to speak up, and you’ll learn a lot about the reality of your team and the culture.”

One simple question he likes to ask employees is: Would you recommend a friend or family member to work here?

“If the answer is no, something is off,” he adds. “You need to fix that now rather than dealing with the fallout later and having to let too many people go.”

Beyond systems and surveys, many farm employees simply don’t feel valued.

“Ask an employee what their role is, and they often say, ‘I just do ‘fill in the blank’” Delgado says. “They don’t see the big picture, and it’s our job to make them feel relevant.”

That means communicating mission, purpose and appreciation—much like in a healthy marriage.

“If you aren’t telling your spouse you appreciate them, you can’t be surprised when the relationship fails if you only point out the negatives,” he adds

Breaking Up the Right Way

Running a farm isn’t just about managing equipment, crops and livestock. It also means managing people. And while you can’t control every employee’s choice, you can:

Set clear expectations from day one
Document verbal and written warnings
Pay attention to the “inner community” of employees
Use reviews and surveys to monitor morale and culture
Communicate how valuable and relevant your team members are

And when it becomes clear that someone isn’t a fit, you owe it to your business and your team to act.

Equitable Food Initiative Selects New Leader to Drive 2030 Strategic Plan

Mon, 12 Jan 2026 11:10:51 GMT

In June, Peter O’Driscoll, executive director of the Equitable Food Initiative, announced his plans to step down from his role at the Equitable Food Initiative (EFI) and usher in a new leader to guide the organization into its next chapter. On Jan. 12, the EFI board of directors answered that call by naming Gonzalo Martinez de Vedia as its next executive director.

Martinez de Vedia brings to this post deep roots in philanthropy and agricultural labor practices, having previously served as the program director for the Solidarity Center in Brazil. His history with EFI is well-established as he has collaborated with the organization since 2018 and has served on its board since early 2025.

“I have long admired the way EFI brings everyone to the table, and I look forward to the chance to lead the organization into the next decade,” Martinez de Vedia says in an announcement.

And O’Driscoll says he will continue to support EFI, noting that just because his role as executive director comes to an end, that does not mean his involvement does, too.

“There’s so much really exciting and challenging opportunities for EFI that if I can continue to support that without getting in the way; that’s really all I’m thinking about right now … I’m very committed to this organization,” he says. “I’m very committed to Gonzalo’s success. I’m going to do whatever I can to make him successful, whether it’s by continuing to support or by getting out of the way.”

Gonzalo Martinez de Vedia has been named the new executive director of the Equitable Food Initiative.

(Photo courtesy of the Equitable Food Initiative)

Building for Scale

O’Driscoll, who has led the organization for 14 years, says he doesn’t see this transition as a retirement, but to usher Equitable Food Initiative into the next decade. He says his passion lies in the startup phase of an organization, and he sees so much opportunity for growth. He believes bringing Martinez de Vedia into the role can help the organization accomplish that goal.

“EFI should grow five times more, and all of those things, but the challenges that EFI faces now are much more the challenges of growth and management,” he says. “They’re not startup challenges anymore, and I don’t think I’m particularly good at that. I didn’t grow up wanting to be the CEO of a big company. That’s a particular skill set that I don’t have or necessarily aspire to having. I do think I’m pretty good at figuring it out from the very beginning.”

O’Driscoll also says he sees important inflection points in an organization with the integration of new leadership and ideas.

“I don’t believe anybody should run an organization forever,” he says. “It doesn’t matter whether it’s a company, a nonprofit or a government. There’s something really, really healthy about periodic changes in perspective. None of us knows everything. New people come in with fresh perspectives.”

The timing also aligned with EFI’s strategic planning cycle, O’Driscoll says, which will begin this year with an eye to 2030.

“What I said to my board, even last year, was, ‘You don’t want me sticking around until 2030. You should start thinking now about how to find the person who’s going to develop and implement that plan,’” he says. “’They need to be part of developing the plan that they’re going to then be held accountable to.’”

Transparent Search for New Leadership

O’Driscoll says the hiring committee, spearheaded by Candace Mickens, EFI’s director of finance and operations, helped design the process. EFI fielded applications from more than 200 candidates.

“The feedback was extraordinary, even from the candidates that didn’t go through [the final selection],” he says. “They said this was the best selection process they had ever seen. I take pride in that, just because that’s my colleagues who pulled that off.”

And, O’Driscoll says, because transparency is at the forefront of the organization, he spent an hour with each of the finalists sharing the fundraising picture, the challenges and the opportunities for the future of EFI.

“We were very candid with those finalists about what’s working and what’s not working, because we didn’t want to hire somebody who didn’t know what they were getting into,” he says.

Building the Foundation of Collaboration

When asked about his legacy, O’Driscoll says he sees EFI at its best when it facilitates multistakeholder spaces, which created the certification program and ECIP.

“What I’m most proud of is the effort, and this is not just from me, the commitment we have made to facilitating collaboration in multistakeholder spaces in our three core programs,” he says. “I didn’t design our certification program. I didn’t design our ethical charter program. I didn’t design our credentialing work. All of the substance of what’s in those programs came out of my colleagues, my team, as well as the stakeholders they met with, not out of my head. I’m really proud of that. I don’t think any one of those programs was about me. My job as the executive director was to make it possible for talented people to develop effective programs. That’s what I’m proud of.”

How to Handle Tension Before it Becomes Conflict

Wed, 07 Jan 2026 22:43:17 GMT

Conflict on farms isn’t always obvious. It doesn’t have to show up as a dramatic argument or a big blow-up moment. Most of the time, it starts as frustration over a task, strain between coworkers or even just someone quietly checking out.

While conflict can feel messy, it’s not a sign something is broken. According to Hernando Duarte, farm labor outreach specialist at the University of Wisconsin-Madison, it’s a reality of farm work.

“In labor-intensive environments like farms and other agricultural operations, conflict between employees [and family] can happen,” Duarte explains. And on farms, that friction is hard to avoid.

Conflict Can Feel Personal

Duarte notes conflict feels uncomfortable for a reason. On a farm, long hours, physical work and constant pressure can make disagreements feel personal, even when they’re not. Sometimes, just a simple disagreement can feel like a personal attack.

“Our brains often perceive conflict as a threat, which makes it uncomfortable and leads many people to avoid it,” he says.

That instinct to avoid tough conversations is understandable, but avoiding conflict doesn’t make it disappear. According to Duarte, the difference between a farm that struggles and one that moves forward often comes down to how leaders respond when tension shows up.

Most Conflict Starts Below the Surface

Sometimes a disagreement looks like just part of the daily grind, but Duarte emphasizes that understanding what’s underneath the issue is the first step toward solving and preventing conflict in the future.

On farms, those underlying causes often include:

Misunderstandings about expectations or tasks
Different work styles and decision-making speeds
Unclear roles or responsibilities
Cultural or language barriers within diverse teams
Stress and fatigue during peak seasons
Generational differences in values and priorities

None of these are unusual in agriculture, they’re often just a natural part of running a farm. More hands and different perspectives can sometimes cause small misunderstandings, but that’s just a normal part of working together as a team.

Turning Conflict Into Progress

It can be tempting to hope tension works itself out. But Duarte warns that avoiding conflict usually makes the situation worse.

When conflict is ignored, Duarte says farms often see:

Lower morale and growing frustration
Reduced productivity and focus
Higher employee turnover
Declines in performance, quality and safety

Unresolved conflict doesn’t just go away. Left unaddressed, small tensions can grow and start affecting how the team works together.

“Conflict doesn’t have to be a negative thing,” Duarte says. “When handled properly, it can lead to stronger communication, better teamwork and long-term improvements and innovation.”

Handled well, conflict can actually move a team forward. Duarte encourages leaders to:

Create space for private, respectful conversations
Listen to all sides without interruption
Look beyond surface issues to understand the real concern
Refocus discussions on shared goals, including a safe, productive, respectful workplace
Agree on clear next steps, responsibilities and follow-up
Bring in additional support if issues repeat or escalate

Addressing conflict early helps keep small issues from turning into long-term setbacks and gives teams a chance to work better together.

Leadership Sets the Tone

At the end of the day, Duarte says resolving on-farm conflict starts with leadership. If managers ignore tension, people notice. If they step in and handle issues calmly and fairly, the whole team feels more confident.

Leading by example, communicating clearly and checking in regularly all help reduce future conflict. Training supervisors to handle small issues early can keep them from becoming bigger disruptions later.

Conflict isn’t fun, but it doesn’t have to be a bad thing. When it’s handled the right way, it can actually make the team stronger. It’s a chance to build trust, clear up expectations and keep everyone moving in the same direction.

Alison Vaux-Bjerke Joins FreshXperts as Ag Career Coach

Tue, 18 Nov 2025 17:36:43 GMT

Consulting consortium FreshXperts LLC announced Nov. 17 that Alison Vaux-Bjerke joined its team of experts. The group describes Vaux-Bjerke as a seasoned leadership coach with a strong foundation in public-health, group and event management, and individual empowerment.

“We enthusiastically welcome Alison into our consortium,” says FreshXperts founder Anthony J. Totta. “Alison adds a much-needed professional service to our well-rounded expert offerings. Her coaching experience and commitment to empowering others align perfectly with FreshXperts’ mission to elevate the people and businesses that feed the world.”

According to FreshXperts, Vaux-Bjerke has over a decade of experience driving behavior change, designing high-impact programs and enabling clients to become “seen, heard and unstoppable.” She founded Empowered Presence Coaching, LLC in 2025 to support mid-level professionals in building authentic confidence, self-advocacy and actionable growth plans.

Vaux-Bjerke holds the Associate Certified Coach (ACC) credential through the International Coaching Federation (ICF). She has a master’s degree in public health from The George Washington University and is a Master Certified Health Education Specialist.

In her new role at FreshXperts, Vaux-Bjerke will focus on creating a confidential and empowering space for clients to explore strengths, self-advocacy, presence and personal leadership goals, as well as provide leadership and early-to-mid-career coaching for produce, agricultural and supply-chain professionals.

Vaux-Bjerke’ areas of expertise include:

Leadership coaching
Strengths-based development, self-advocacy and presence
Action-planning, time-management and prioritization
Program/policy translation to empower clients to turn strategy into operational outcomes

3 Industry Icons to Join the National Ag Hall of Fame

Tue, 23 Sep 2025 20:57:50 GMT

The National Agricultural Hall of Fame has announced three new members: Former U.S. Secretary of Agriculture Sonny Perdue, pork industry innovator Wendell Murphy and antique tractor preservationist Michael Hinton will be inducted on Oct. 23 at the National Agricultural Center in Bonner Springs, Kan.

The agricultural Hall of Fame was chartered by Congress in 1960 to honor individuals who have made outstanding national or international contributions to the establishment, development, advancement or improvement of American agriculture. Perdue, Murphy and Hinton join a roster of notables, including Eli Whitney, John Deere, George Washington Carver and Sen. Pat Roberts.

Sonny Perdue

Perdue has been a lifelong advocate for U.S. farmers, ranchers and rural communities, according to the National Agricultural Hall of Fame. In 2017 he assumed the position of U.S. secretary of agriculture and worked to make American agriculture an international powerhouse.

Perdue created the first-ever undersecretary for trade and foreign agricultural affairs position to ensure American farmers would always have someone looking to establish and expand new markets abroad, bringing stabilization of prices to farmers. He dealt with the unprecedented COVID-19 crisis and swiftly acted to expand the Food and Nutrition Service to meet the exponential growth of food insecurity and need. He also worked to expand rural broadband initiatives confronting a national disparity and increasing number of rural farmers to access modern agricultural tools and markets.

In 2022 Perdue became chancellor of the University System of Georgia, overseeing 27 public colleges, trade schools and universities of the state of Georgia. These colleges oversee avenues of agricultural development, from research initiatives to statewide extension services and youth agricultural education. He launched the UGA Grand Farm, a 250-acre research facility to advance technology and prepare the next generation of ag leaders.

Wendell Murphy

Murphy is known for his contributions to agriculture in North Carolina and across the U.S. in the swine industry and integrated production systems, according to the Agricultural Hall of Fame. His approach to swine production became the standard for the pork industry, transforming protein production across the U.S. and around the world.

Murphy Farms was established in 1962 and became one of the most well-known and successful sow operations in the nation. As his business progressed, contract feeding became standard practice. He embraced confinement technology when it was introduced and thereby pioneered the contract feeding of feeder pigs and genetics technology that produced leaner and healthier animals.

Innovations under Murphy’s leadership include contract production, in-house commodity specialists, staff nutritionists, turnkey construction on custom confinement buildings, a transportation department and fleet of company trucks for transporting feed and livestock.

Michael Hinton

Hinton is dedicated to preserving the legacy of American agriculture through vintage tractors, which serve as a memorial to forefathers who worked the soil, provided for their families and fed the world, according to the Agricultural Hall of Fame.

Through initiatives such as the launch of www.TalkingTractors.com in 2024, Hinton has created a platform where the stories of rural life and agricultural ingenuity come alive. He founded Antique Tractor Preservation Day with the objective to educate and create a tradition for recognizing our nation’s deeply rooted and proud agricultural heritage. Antique Tractor Preservation Day has been featured in national television interviews, podcasts and industry publications.

Hinton’s work to generate global awareness has resulted in being awarded multiple state governor proclamations in 2025, 2024, 2012, 2011 and 2010 for Antique Tractor Preservation Day, plus two United States Congressional Record statements and four USPS pictorial postmarks. His leadership goes beyond preserving machines; it’s about storytelling, stewardship and strengthening the bond between generations. He works to honor those who labored in the fields, advanced American farming and embodied the values of hard work, innovation and community.

3 Big Leadership Myths You Need to Bust

Thu, 07 Aug 2025 20:10:02 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 18:50:40 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).

Overcome the No. 1 Challenge in Passing Down Your Family Farm

Tue, 01 Jul 2025 21:16:05 GMT

Between now and 2048, about $124 trillion is expected to exchange hands from older to younger generations in the U.S., according to Cerulli Associates, a Boston-based market research firm.

For perspective, that dollar amount is approximately five times the size of the 2023 U.S. Gross Domestic Product (GDP), which totaled $27.72 trillion.

How will farmers fit into what many people are calling the “Great Wealth Exchange” over the next two decades? Much of it is specific to land, according to the American Farmland Trust (AFT). It predicts 300 million acres of U.S. agricultural land will change hands in the next 20 years.

Based on $5,000 an acre for farm ground, Paul Neiffer, the Farm CPA, estimates that would be a transfer of between $1.5 trillion and $2 trillion in land from older farmers to younger generations.

“If you throw in rangeland, that’s another trillion, so $3 to $4 trillion at most is where I think we’re at,” Neiffer says.

The Reason Succession Often Fails

A common issue is that while 69% of farmers plan to transfer their operation to a younger family member, only 23% have a plan , according to AgAmerica Lending LLC.

But the No. 1 issue that trips up people in the succession planning process is most people – farmers included – focus more on the mechanics involved in transferring assets than on keeping their family relationships intact.

That’s according to Amy Castoro, CEO and president of The Williams Group, a family coaching and consulting organization. Her firm does relationship planning to help family members make sure they’re still speaking to each other after the wealth transfers.

Many times, she says, the friction in the transfer of wealth has little to do with money and material goods and a whole lot more to do with whether the family members involved felt loved.

A Formula For Success

The Williams Group did a 20-year field study and from that developed a formula for how people need to focus their time and energy in the succession process.

The company recommends spending:
60% of your time on building family trust and developing good communication practices;

25% preparing your heirs to take over the operation, laying the business and fiscal groundwork for the farm to continue under their leadership;

10% of your time getting on the same page about your family’s values and having a family mission;

5% of your time on the estate planning mechanics, the nuts and bolts of how the assets will transfer.

In addition, The Williams Group advises that you work with your heirs to:

Strike a balance between control and collaboration.
Embrace the next generation’s perspectives.
Bolster intergenerational solidarity.
Embed high-trust behaviors.
Co-design standards for readiness.

Start The Plan Sooner, Not Later

If you want to see your farm succeed with the next generation of family members, make sure you have the right structure in place – and set it up sooner than later. Don’t put it off, Neiffer advises.

Once you have a plan in place, you have a tool you can modify to fit what your family and farm need over time.

“Having a plan in place can help alleviate stress, even if things change down the road,” Neiffer says. “Keep in mind that farming is a dynamic business and your plan needs to be, too.”

Your next read: Big Questions Remain For Next Gen Farmers

It's Time To Lead: Strong Succession Won't Happen By Accident

Thu, 12 Jun 2025 12:14:58 GMT

Succession planning isn’t just a checklist item — it’s a defining leadership moment. As a farm or ranch owner, it’s time to stop waiting for the “right moment” and start leading with purpose. You’re not just passing on assets; you’re shaping the future of your operation. That means stepping into the role of leader with clarity, courage and commitment.

First, take a hard look at what kind of leader your farm needs. Are you focused on daily operations or vision and growth? Are you modeling strong financial discipline and decision-making? Are you addressing conflicts head-on and keeping your family aligned? Leadership requires more than technical skill; it demands the courage to tackle tough conversations, whether with partners, successors or family members. Great leaders don’t shy away from discomfort; they lean into it with the goal of building stronger relationships and a more resilient operation.

Communication is foundational. If your team doesn’t know what’s happening, how can they help move forward? Hold regular family meetings, define decision-making roles and ensure everyone understands their responsibilities. Avoiding conflict only leads to confusion. Structured, transparent communication builds trust and keeps succession planning on track. Communication is also how you build buy-in from the people who will carry your operation forward.

Leadership Isn’t Handed Over

Next, you must actively develop your future leaders. Don’t wait until you’re ready to retire to begin mentoring. Give your successors meaningful responsibilities now. Let them learn by managing projects, participating in financial discussions and handling day-to-day operations. Leadership isn’t handed over — it’s earned through real-world experience and demonstrated commitment. Every season serves as an opportunity to develop those skills and test readiness.

Set clear standards for advancement. Define what success looks like: required experience, education and financial knowledge. Make sure successors understand what it takes to lead and hold those leaders accountable. If someone isn’t ready or is unwilling to step up, be honest. Your farm’s legacy deserves strong, prepared leadership.

Succession planning is hard. Many families stall out due to fear, conflict or lack of clarity. But real leaders don’t quit when times get tough, they face challenges head on. If your planning has gone off track, reset. Re-engage your family, bring in outside support if necessary and commit to consistent action.

The future of your farm depends on your leadership today. Will you linger in uncertainty, or will you lead with confidence? Strong succession isn’t going to happen by accident. It’s driven by leaders who are willing to plan boldly, act decisively and invest in their next generation. Your family and your operation are counting on you. Be the leader they need.

Your Next Read — Quiet Crisis, Unfolding Rapidly: Big Questions Remain For Next Gen Farmers

I Love Produce sets sights on growth, teams up with Promise Holdings

Tue, 18 Jul 2023 20:18:27 GMT

This year, produce supplier-marketer I Love Produce has set its sights beyond business as usual and is in growth mode, leveraging new partnerships to expand its reach.

But global produce markets continue to challenge fresh produce suppliers and distributors — of all sizes and expertise — with quality and volume issues because of changing weather patterns and events. I Love Produce, a year-round fresh produce company specializing in fresh garlic, ginger and shallots, is eager to bring its new crop of garlic from Spain and China to market this July.

“I am very happy with the quality of the new crop peeled garlic, both from Spain and China,” Jim Provost, president of I Love Produce, told The Packer. “Fresh garlic is challenging from Spain and China this year, because of cosmetic skin discoloration resulting from rain at the harvests.”

What’s unusual, Provost added, is for both Spain and China to get significant rain during the June harvest season. This could be due to the El Niño weather pattern causing this unique condition, he said.

After a tough spring on the garlic harvests in Spain and China, California has experienced a record heat wave during late garlic harvest, Provost said, and other parts of the world are also experiencing record-setting temperatures, creating a huge challenge to garlic yields and quality.

Related news: Garlic market conditions finally favorable for domestic growers

“Fresh ginger has also experienced supply challenges as a result,” Provost said. “New ginger from Peru is shipping now, which will alleviate some of the supply pressure resulting from a gap in supply and a poor-quality crop from China.”

Having been in the fresh produce sourcing business for 20 years, I Love Produce uses its experience navigating the challenges and market fluctuations to source a year-round supply of fresh garlic, ginger and shallots.

The company also has plans to expand its reach and leverage its expertise with new partnerships.

Broadening reach by bringing in new partners

The West Grove, Pa.-based marketer has recently partnered with Promise Holdings, a Chicago-based holding company specializing in the food industry. Promise Holdings subsidiaries include Hickory Farms, Annabelle Candy Co., Catalina Finer Foods, Uncle John’s Pride Sausages and Pear’s Snacks, according to a news release.

Promise Holding’s new investment will help I Love Produce with advances in technology, equipment and marketing that will increase efficiencies and add value to customer relationships, the release said.

“Investing in I Love Produce is our first foray into the produce side of the industry,” said a statement in the release attributed to Promise Holdings co-owners Gordon Liao and Jacqueline Brooks. “It is an exciting opportunity, but more importantly, our core values line up with the I Love Produce team and the long-standing family culture that Jim, Neil and Eric have built. We are looking forward to working together with the entire team to grow the business over the long term.”

I Love Produce’s current senior management team will continue to manage and run the operations. With that future in mind, the founders of I Love Produce, Provost and Neil Millman, have recently offered a stake of ownership to Vice President of Sales Eric Frasse, according to the release.

“Eric has been fighting the battles for I Love Produce since he started with us 12 years ago,” Provost said in the release. “His track record of success and deep industry knowledge will help us, and he has earned a stake in the next phase of our business growth as a partner.”

“Our new partnership sets up I Love Produce for the next generation and assures the future for our team of dedicated coworkers, our supplier/vendor partners, and our customer partners,” Millman said in the release. “We are excited about the new products and ideas that have already been emerging during our meetings.”

USDA takes swift action on ambitious Equity Commission road map to reform

Thu, 02 Mar 2023 21:11:11 GMT

Many U.S. farmers have met roadblocks in trying to secure assistance from the government, and for decades the USDA has faced criticism from Black, Indigenous, Hispanic and other minority farmers citing accounts of discrimination in lending practices and program administration.

To reform these systemic inequities and respond to criticism, the Biden administration in early 2022 launched the USDA-focused Equity Commission, co-chaired by farm labor advocate and United Farm Workers President Emeritus Arturo S. Rodriguez, alongside departing Deputy Secretary of Agriculture Jewel Bronaugh.

“The goal was to bring serious people to the commission — people who had life experiences, who understood and appreciated how the USDA may have fallen short in the past,” Agriculture Secretary Tom Vilsack said in a press briefing on Feb. 28. “Folks who have dedicated their professional life [to] studying and understanding the intricacies of issues surrounding equity and folks who had a deep and abiding concern for all the people of this great country.”

The commission delved into a deep review of the department’s issues, challenges and gaps, holding four public meetings and soliciting stakeholder input on programs and practices.

In late February 2023, the commission sent its recommendations to the USDA in a comprehensive report.

“I think it’s fair to say that they met and exceeded expectations. They have put together a very serious report with specific recommendations, some of which can be done relatively soon. Some that can be done relatively easily, but many that will require time and many that will require effort,” Vilsack said in the briefing. “They dug deep. They looked at systemic issues and they raised issues that had not been raised before.”

Related news: ‘Tip of the Iceberg’ podcast — Can farmworkers star in big agtech innovations?

The 2023 Interim Report from the Equity Commission outlines a list of recommendations for the “ways USDA’s headquarters operations, field offices across the country, and its various program areas can make changes to better serve the unique needs of the department’s many and diverse stakeholders.”

The USDA has taken steps in response to the recommendations. First, the department appointed L’Tonya Davis as its first permanent chief diversity and inclusion officer.

Additionally, the USDA has just launched a program with $2.2 billion in 2023 funding to give farm assistance to farmers, ranchers and landowners that have experienced discrimination.

Equity Commission Interim Report recommendations

“The Equity Commission’s recommendations address issues that are not new to USDA, but they do require a renewed commitment to improve access to programs and services for all stakeholders and communities, inclusive of people of color, farm workers, women, Tribal and Indigenous communities, individuals with disabilities, individuals with limited English proficiency, rural communities, and LGBTQI+ communities,” Rodriguez, the commission co-chair, said in a news release.

In the 37-page report, the commission’s top priorities for the USDA boil down to expanding access, removing barriers and making committees more representative and accountable.

“It’s not just about improving this department for particular groups of people, it’s about creating a model department that sends a very strong message about the importance of inclusion, the importance of equity, the importance of diversity, the understanding that this is how you get one step closer to what our Constitution requires of us,” Vilsack said in the briefing. “We have a long way to go to become a perfect USDA, but you provided us a road map for how to get there [and] how to take a step closer to realizing our fullest potential.”

Top recommendations in the Equity Commission Interim Report include:

Offering new sources of capital to owners with inherited property and fractionated or split land.
Introducing steps to prevent the creation of segmented types of property to reduce additional barriers to USDA programs.
Making USDA’s county committees — an important mechanism for connecting USDA’s programs with farm communities — more equitable, representative, accountable and transparent.
Improving language access to USDA programs and services for linguistically and culturally diverse communities.

A final version of the report, which will include additional recommendations from the Rural Community Economic Development Subcommittee, is slated to release in late 2023.

Authorized and funded by the American Rescue Plan Act, the Equity Commission is an important component of the department’s and President Joe Biden’s vision to advance racial equity and support for underserved communities through the federal government .

“The USDA is committed to turning the tide and ensuring those who seek access to land, capital, markets, nutrition assistance and agriculture education and experience can do so, regardless of their background. We’re confident the work of the Equity Commission will bolster our efforts to realize lasting change at USDA and are grateful to the members for taking on this work,” Vilsack said in a news release.

Assistance for farmers who have experienced discrimination

In response to the commission’s recommendations to end and repair historic discrimination practices, the USDA confirmed a 2023 program to offer financial assistance to farmers, ranchers or forest landowners who have previously suffered discrimination from the USDA’s farm lending programs.

The department set a target for distributing the $2.2 billion in appropriated funds, which were authorized by the Inflation Reduction Act, to borrowers by the end of 2023.

“These funds are yet another stepping stone in the long march towards justice and an inclusive, equitable USDA. Through this program and a neutral, comprehensive financial assistance process, USDA will acknowledge wrongs of the past and open avenues that provide farmers, ranchers and forest landowners who have experienced discrimination by USDA the opportunity to be heard,” Vilsack said in a release.

“As we work to make all our programs more equitable, accessible and accountable, we are applying these same principles to make sure all Americans know how to engage with USDA’s services so we can prevent more inequities and build new levels of trust with the People’s Department going forward,” he said.

Appointing L’Tonya Davis as the USDA’s chief diversity and inclusion officer

Further bolstering the USDA’s equity strides, the farm agency recently announced the appointment of L’Tonya Davis as its first permanent chief diversity and inclusion officer. Davis will lead the USDA’s efforts to improve diversity, equity, inclusion and accessibility across the department, and overseeing the implementation of the USDA’s first-ever DEIA Strategic Plan , according to a news release.

“As part of our commitment to provide equitable services and mission delivery to all, USDA is also focused on its greatest asset — its people. USDA is working to provide equitable service and mission delivery to all, including the dedicated employees who are at the heart of the service we aim to provide. Our workforce will benefit from Ms. Davis’s leadership and her commitment to ensuring our programs benefit every American,” Vilsack said in a news release.

Davis joins USDA after serving at the Food and Drug Administration, where she was most recently the director of communications and project management in the regulatory affairs office. Davis led the office’s strategic communications, public affairs, project management, and executive secretariat activities. She also served for 10 years as its official executive DEIA champion, where she established the office’s Diversity & Inclusion (D&I) infrastructure strategic goals.

“Ms. Davis will join a team of talented, hard-working USDA employees whose work touches the lives of every American, every day,” Deputy Agriculture Secretary Jewel Bronaugh said in the release.

With Davis’ track record of management and adept leadership, she will steer the USDA to become an organization that centers employees, values, and dedication, Bronaugh added. Davis will also address persistent challenges and barriers and create a culture where everyone feels welcomed, she said.

More information about this work can be accessed at usda.gov/equity , where USDA will continue to share updates on its progress.

Prevent Quitting: Keep Employees Top of Mind in 2024

Fri, 27 Sep 2024 15:57:13 GMT

As the calendar page flips to a new year, farmers are focusing on ways they can improve their operation in 2024. For many, labor – or lack thereof - sorted its way to the top of the ‘biggest headaches’ list. To help prevent this issue from reoccurring, Jorge Delgado, a training and talent development specialist at Alltech, says now is the perfect time to give your employee management plan a brief overhaul.

Before your best employee walks out the door, consider implementing the following steps to give retention and performance a needed boost.

Conduct Annual Reviews: “This is a concept many have of heard of but few people are using,” Delgado shares. However, he recommends treating annual reviews as a chance to sit down with each individual in your team to review expectations, goals, what needs to be improved and what needs to change.

“This is a good opportunity to hear feedback from your employees and share with them your appreciation in a very formal way,” he adds.

Go Over Mission Statement: Another important aspect to look over going into the new year is your farm’s mission statement. Delgado says if your operation doesn’t currently have a mission statement, this is the time to start creating one with your employees in mind.

“Let them be part of this process and include them in your mission statement,” he says.

Review and Update Protocols: Similar to looking over your farm’s mission statement, reviewing protocols is another important area to analyze.

“This is an area that often gets lost in time,” Delgado says. “People start deferring from original protocols and make decisions that may not be the best for your operation and/or animals. Get together with employees and/or your veterinarian to update information and procedures.”

Perform an Anonymous Survey: “An anonymous survey can help you find information to improve your internal culture and to discover areas of improvement,” Delgado says. “You will be surprised with the information generated from this kind of survey.”

Delgado suggests creating a questionnaire with simple questions that can help you finding opportunities about your organization.

Adjust Payroll: When was the last time you reviewed your employees’ salaries? According to Delgado, many workers might be due for a raise that was forgotten during the year.

“This is also a good time to adjust those numbers based on inflation and other costs,” he adds.

Terminate Bad Apples: While labor shortages continue to be one of the biggest issues facing agriculture, not every employee is cut out to work on our operations. Delgado agrees, adding, “There are some employees who just don’t fit in our culture or business mode. The new year can be a good time to start thinking about how to replace those individuals in our business.”

Calculate Annual Turnover Rate: Chances are you may have had a few employees leave your farm in 2023. Was this number higher than previous years? Lower? According to Delgado, it’s important to keep a pulse on your farm’s turnover rate.

“Find areas to improve on if this number is too high for your operation,” he adds.

Start Planning an Educational Calendar: As the chapter closes on 2023, Delgado says now is a good time to ask your employees what they would like to learn in 2024 and set up dates in your new calendar.

“Consider also reaching out to external resources to get them on your calendar” Delgado “They can offer free, professional training.”

Plan Social and Cultural Events for the Coming Year: Farming is a stressful occupation for both farm owners and employees. Therefore, it’s important to keep fun activities on the calendar to increase morale and engagement. Consider hosting a team dinner or

“Employees value the social aspect of any organization,” Delgado says. “This also helps with retention and motivation.”

Review Safety Guidelines: No matter the time of year, keeping employees safe should always be top of mind. Going into 2024, set intentions to review and update safety guidelines to ensure every position in your operation has a plan.

“If you don’t have a safety plan, you need one,” Delgado shares. “Review what went well and what went wrong this year. Use this information to increase safety around the farm.”

For more on labor, read:

When Your Plate Is Too Full: Tips to Delegate and Manage the Workload

Thu, 20 May 2021 15:30:32 GMT

Do you ever feel overwhelmed, overloaded, scattered?

“Generally, pandemic or not, leaders feel at least a little bit this way all the time,” says Marlene Eick, a leadership coach and consultant from Wooster, Ohio. “The question is, is this ok? And if not, what can we do about it?”

Eick says delegating is helpful to any leader and can help solve those feelings of being overwhelmed, overloaded and scattered.

Why Don’t We Delegate?
Three obstacles stand in the way of leaders delegating tasks, Eick explains.

1. You think you’re the only person who can do it.
This is a tough one, especially if you are a business owner, she says. People often struggle with the idea that someone else could have as much passion as they have for the business.

“If we are leaders in our field, we’ve likely gotten to this place of leadership by being a person who does things. You’ve probably worked independently, too. Now you’re at this place where you’ve got all kinds of things on your plate,” Eick says. “Even though you have a team of people, assistants, contractors, industry partners, etc., and could be delegating some of this work, you might still be operating from that mindset of ‘I have to be the one to do this.’”

2. You haven’t identified and trained anyone else.
Training people to do parts of your job requires focused investment and time. Simply put, it takes a lot of work. In the short-term, that may be true, but Eick says in the long-term, that investment will pay off.

“Take the time right now to identify who on our team could do the job,” she says. “If we identify that person and train them, we know that saves us time. But this can definitely be an obstacle if we haven’t done that yet.”

3. You haven’t created a process for delegation.
Once you’ve shifted your mindset to accept someone else could do some of this work and you’ve identified and trained that person, you need to have a process in place to shift work to them at appropriate times.

Challenges may include not having a standing meeting with someone on your team or poor regular channels of communication to share tasks with someone, she says.

How Can We Get More Off Our Plate?
Taking more off your plate starts with shifting your mindset and asking the hard questions, Eick says.

1. What can someone else do?
Take an inventory of everything that is on your plate. Consider what tasks could be shared or outsourced to someone else. Eick says it is important to consider your personal tasks, too.

“We can often lighten the load of all the things we have to do by thinking what about what we can delegate in our personal life to make space for those professional tasks or projects we have going on,” she says.

2. Who can do it?
Eick says determining who could take on some of your tasks is an important question – but not an excuse to get out of doing things in your job description. Based on the tasks at hand, who are you looking for? Someone who has entry-level skills? A high schooler? A new college graduate? Or do you need a skilled and talented contractor to come in and help with a project?

“Being very clear about what you need is critical,” she says. “And make sure you train or instruct them accordingly.”

3. How can you get work to them?
Determine a process that will allow you to share tasks easily. Some ideas to consider are a daily e-mail, a morning phone call or a Slack channel for discussions.

“Find the right way to regularly communicate because no one can read your mind,” Eick says. “They want to help you, but they can’t know what you need unless you are communicating that to them.”

Delegating tasks starts with one tiny step forward, she says. It also requires a willingness to share the workload.

“No matter where we are in our careers, if no one before us had ever thought, ‘I’m not the only person who could do this,’ none of us would have gotten an opportunity,” Eick says.

Read More:

When You Are Waist-Deep in Alligators

Plan Big, Execute Small

Reader Responds to Mental Health Struggles in Agriculture

Audiobooks to Help You Enjoy Your Time in the Cab

Thu, 13 Oct 2022 19:11:11 GMT

How can you maximize your hours in the field? Listen to an audio book or two. Regardless of your interests, there are great books that can make the hours slip away. For example:

If you’re a history buff …

Undaunted Courage by Stephen Ambrose

Want a story that combines heroism, adventure, hardships and astounding sights? Look no further than this masterful telling of the Lewis and Clark expedition, which covered 8,000 miles in less than three years. Length: 21 hours, 40 minutes

The Wright Brothers by David McCullough

On the Outer Banks of North Carolina in 1903, two brothers changed history. This well-written and well-researched book tells the dramatic story about the brothers who taught the world how to fly. Learn how they reached this achievement. Length: 10 hours, 2 minutes

If you’re a sports fan …

The Boys in the Boat by Daniel James Brown

From humble backgrounds, nine men demonstrated every virtue imaginable in their quest to compete at the highest level in an elite sport. Mixed with the politics of Hitler and the 1936 Olympics, this true story couldn’t have been invented with more intensity. Length: 14 hours, 24 minutes

If you want to up your management game …

Traction: Get a Grip on Your Business by Gino Wickman

What is your farm’s vision? If it’s not clear or defined, use this book as a guide. “Without vision, you have no traction for your business,” Wickman says. Every time you revisit this book, you’ll get a fresh perspective on your operation. Length: 6 hours, 56 minutes

Grit: The Power of Passion and Perseverance by Angela Duckworth

Grit is about tenacity and the ability to reach a goal over a long period of time—despite challenges, adversity or external factors. Success is not just about diligence, but also about facing problems and continually coming up with solutions. Sounds like farming, right? Length: 9 hours, 22 minutes

If you like firsthand accounts …

Hillbilly Elegy: A Memoir of a Family and Culture in Crisis by J.D. Vance

This eye-opening book is especially powerful hearing the author read it. It follows J.D. Vance’s life from poor, working-class Appalachia to Yale Law School. He gives an intimate look into the hardships facing the working-class poor who are dealing with the pace of change. Length: 6 hours, 49 minutes

If you’re in need of a few laughs …

Good Clean Fun: Misadventures in Sawdust at Offerman Woodshop by Nick Offerman

If you’re familiar with “Parks and Recreation,” you have an idea of who the character Ron Swanson is in real life. An avid woodworker, Nick Offerman combines his humor with woodworking advice to introduce or reinvigorate the passion woodworkers celebrate in their craft. Length: 6 hours, 7 minutes

If you have a really long planting season ahead of you …

Lonesome Dove by Larry McMurtry

A love story, an adventure and an epic of the frontier, this cowboy classic might be just what you need to face a marathon planting season. Journey to the dusty Texas town of Lonesome Dove and meet an unforgettable assortment of heroes and outlaws. Length: 36 hours, 47 minutes

Close the Door and Think About Your Farm Business

Wed, 26 Jul 2023 19:45:19 GMT

I know, you would much rather spend your time doing versus sitting and thinking. But, if you aren’t consistently thinking about the future of your farm, who is?

“As a leader, your top priority is to think,” says Jack Uldrich, a global futurist and author of 12 books. “No matter how successful your business and no matter how unassailable your business model may seem, every business is on thin ice. So think — and then think twice.”

You’ve probably heard about the benefits an open-door policy creates, but Uldrich also says you need a closed-door policy to think about the future. In his latest book, “Business As Unusual,” he makes these recommendations to business leaders:

Once a day, close your door and think for 15 minutes about how technology is advancing and how it might be leveraged to incremental improvements to your business today.
Once a week, close your door and think for an hour about how societal, political, cultural, economic, demo-graphic or technological trends could alter the world of tomorrow.
Once a year, lock your office door and leave for a “think week” to ruminate about the “day after tomorrow.” What trends should you incorporate into your business?

“Every business leader should regularly conduct a ‘premortem’ on his or her business,” Uldrich says. “A premortem is the opposite of a postmortem. The purpose of the exercise is to engage in a candid conversation about the real threats to your business.”

Imagine your farm went out of business in five years, he suggests. Ask yourself and your employees: What didn’t we see coming?

“This will allow you to tap into the wisdom of your team to better explore the real threats to your business,” Uldrich says. “Counterintuitively, the conversation will also likely change how a disruption could be turned into new opportunities.”

Save the Date!

Top Producer Summit

Feb. 14-16. 2022 in Nashville, Tenn.

TPSummit.com

The Great Resignation: Be An Employer of Choice

Tue, 26 Oct 2021 00:58:21 GMT

As the COVID-19 pandemic reset reality and created massive amounts of uncertainty, employees across the U.S. hunkered down. The goal was simple: Hold onto the job you have.

But trends can quickly turn, and they have. Around 4 million Americans quit their jobs in July 2021, according to the U.S. Bureau of Labor Statistics. Resignations peaked in April and have remained abnormally high for the past several months, with a record 10.9 million open jobs at the end of July.

2021 is known as the “Great Resignation,” says Twyla Stevens, director of human resources at the Carthage System. This has made recruiting interesting as many people are looking for new opportunities on this side of the pandemic.

“Every morning on the news, you hear people saying, ‘I’m not going to go back to work unless ...’” she says. “The driver’s wheel has really been placed back into the employee’s hands.”

THE PATH FORWARD

But you still need a team of people. Where do we go from here? Richard Hadden, a leadership consultant at Con-tented Cow Partners, says the businesses that have seen top results in the past two years have:

Adapted their business to make the best use of the available talent.
Resisted views in the rearview mirror, pining for what used to be.
Talked openly with everyone about what’s going to work best, for them and for the company.
Relied heavily on the input of the people they need to do the work.
Communicated, with unprecedented clarity and empathy, what decisions are being made and why.

“You have a choice: Adapt and evolve or drive a stake in the ground,” Hadden says. “The adapters usually come out ahead.”

Develop A People Strategy

Twyla Stevens, with the Carthage System, offers these steps to help operations develop a people strategy.

Talent Acquisition: Define your roles. Then determine how to best attract and identify potential candidates. Keep in mind your best candidates will be both national and international candidates.

Skills Training: Spend time reflecting on what skill sets your team needs to be successful. Then implement training to build the team’s confidence.

Leadership Development: Leadership is the bridge that fills any skills gap. Focus on the habits you want to reward and recognize.

Performance Management: Determine how you will reward behaviors you want replicated. Don’t just evaluate performance once a year. If you only talk to employees once a year, you’ve missed the boat.

Engagement: A top-performing team is created when you not only have an employee’s mind but also their heart.

The History of a Symbol of Freedom: The Liberty Bell

Fri, 01 Jul 2022 15:00:00 GMT

As we celebrate Independence Day, let’s dive into the backstory and symbolism of the Liberty Bell . Most folks don’t know the real story behind the Liberty Bell, which really was not famous at all until more than a half century after July 4, 1776.

The Liberty Bell, previously called the State House Bell or Old State House Bell, is an iconic symbol of American independence, located in Philadelphia, Penn. Once placed in the steeple of the Pennsylvania State House (now named Independence Hall), the bell today is located across the street in the Liberty Bell Center in Independence National Historical Park.

This famous bell was commissioned in 1751 by the Pennsylvania Provincial Assembly. It was cast with the lettering “Proclaim LIBERTY Throughout all the Land unto all the Inhabitants Thereof”, a Biblical reference from the Book of Leviticus.

The Liberty Bell is the subject of this episode of American Countryside with Andrew McCrea:

No one recorded when or why the Liberty Bell first cracked, but the most likely explanation is that a narrow split developed in the early 1840’s, after nearly 90 years of hard use, according to the National Park Service.

“Among the stories is that it cracked the very first time it rang,” says Bob King of Philadelphia’s Independence Hall. “Another story is it cracked while ringing on the Fourth of July. But as far as we know, it did not ring on the Fourth of July at all.”

There’s no evidence to support the stories, King says. In fact, the first reference to the crack in the Liberty Bell came in January 1846 — nearly 70 years after the nation’s independence.

In 1852, the bell was removed from the hall steeple. The city allowed the bell to go on tour beginning in 1885, and drew huge crowds in many cities, but the crack grew larger.

In 1915, in order to preserve the national treasure, it became part of a permanent display near Independence Hall, where it continues to draw thousands of visitors yet today.

The bell weighed 2,080 lbs. at order. It’s 70% copper, 25% tin and contains small amounts of lead, gold, arsenic, silver, and zinc. The bell’s wooden yoke is American elm, but there is no proof that it is the original yoke for this bell.

The bell has been featured on coins and stamps, and its name and image have been widely used by corporations.

Meet the Farm Kid Who Became the Youngest Green Beret on a Daring U.S. Military Mission

Wed, 13 Jul 2022 20:27:47 GMT

As a young Missouri farm kid, Terry Buckler knew he was about to be drafted for the war in Vietnam, so he went ahead and volunteered. Soon he found himself at Fort Leonard Wood, Mo.

“They put us all in a big room and brought in this special forces sergeant who was looking for volunteers for special forces,” Buckler says. “I didn’t know a lot about it, but I knew if I was going to Vietnam, I want to go with the best, and they are the best. So, I stuck my paw up and volunteered for the Green Beret .”
Buckler says the training is tough and the number who make it through is small.

“The old song that says, ‘One hundred men will test today, but only three win the Green Beret’ is pretty accurate,” Buckler says. “We jumped in into our training and there was about 60 or 70 of us. Only 40 graduated out of three classes.”

Terry Buckler’s story is this edition of the Farming the Countryside with Andrew McCrea :

While Buckler became a Green Beret, he was not initially sent to Vietnam. Operations in the country were winding down. When he finally did make the trip across the Pacific, his role was far different than almost any American who had previously fought in the country.

“I was probably the deepest and the youngest behind enemy lines in the Vietnam War,” Buckler says.

In 1970, along with 56 other Green Berets, Buckler went 300 miles behind enemy lines into North Vietnam to rescue 60 to 70 Americans at the Son Tay prisoner of war camp . Odds of survival were 50-50.
Buckler volunteered for the mission, but even after selection, he knew very little about the task at hand.

“We didn’t know what we were going to be doing,” he says. “We had trained for three months for this down at Eglin Air Force Base. We knew we were doing some type of rescue, but we didn’t know where, when or who.”

While in the U.S., the soldiers had trained for this mission without knowing where it was located. The group was transported to Southeast Asia and dropped off for three days at a CIA compound.

“We had over 170 rehearsals,” Buckler says. “The CIA and made a mockup of the compound, which was very accurate. We would go in and we weren’t actually training and just study the terrain where we were at. So, when we hit the ground, we would already have our idea where we’re at and where we’re headed.”

The soldiers set off for Son Tay.

“Our orders were taking no prisoners,” Buckler says. “We had three choppers that took us in. They estimated we had to be in control of the guards within a minute. There were three guard towers, and we took the guard towers out on the way in.”

As part of a two-man team, Buckler had to get to the camp communication building as quickly as they could.

“Just as we had got to that building, I heard on my headset, ‘No items.’ Items is the code word for POWs, so they did another search, making sure that no man was left behind,” he says.

Unfortunately, the POW camp’s 65 American captives had been moved to a different location four months prior.

“The good thing about the mission, was we proved that the United States could get into the back door of Hanoi — get in and get out and not lose any men,” Buckler says.

While the raid didn’t achieve its mission, it is still revered as a military success .

“Every raid since has been modeled after the Son Tay raid,” Buckler says. “The only major differences of the raids today versus the raid we did is the technology they have today is tremendous compared to what we had. We used World War two ski goggles to keep the sand out of our eyes when the chopper landed.”

The planning, the execution and the training that went into the raid all was superb, he says.

“Today when they do a raid on anybody, they take some of the information that they learned in Son Tay and apply it to their mission,” he says.

Buckler wrote a book about his experience: Who Will Go: Into the Son Tay POW Camp

6 Tips for Being a Mentor to a Young Farmer

Mon, 12 Dec 2022 20:19:13 GMT

At a certain point in your farming career, people will ask you for help and advice. This provides you the opportunity to give back, lift others up, provide value and feel good.

But mentoring doesn’t come natural to all of us. Plus, there are times when people ask but they either are not a good fit or maybe aren’t the type of person in which you want to invest.

Here are a few tips for evaluating a mentoring request.

1. ASSESS THE FIT. Is this a person you have the expertise and skills to help?

2. SET TIME PARAMETERS. If someone wants to have a phone call or take you to lunch, you are not obligated to donate your entire afternoon. Say, ‘Sure I have 30 minutes to talk with you.’ Then stick to the parameters. If needed, kindly stop the person when you need to go. They need to respect your time.

3. DETERMINE THE MENTEE’S WILLINGNESS. Does the mentee actually want guidance? Ask him or her if they are up for honest feedback. Like you, I get a lot of resumes from acquaintances’ kids looking for me to recommend them for a job or internship. But not all resumes are the caliber I can recommend to my colleagues. The best thing I can offer is kind suggestions for improvement. I’ve had people get mad, taking offense to the fact I won’t just “send it on.” These are parents and students who can’t accept feedback, and they are not likely to get ahead.

4. SET SOME GOALS. Ask the mentee what their goals are and what outcomes they seek. Are they ready to do something new or take a leap? There is no reason to listen to someone complain about their personal problems (if they are serious enough, you need to connect them with a counseling professional). If the mentee doesn’t keep it focused and productive, move on.

5. ENSURE APPRECIATION. Does the mentee show you genuine appreciation and respect for your time and talents? If they are late, constantly rescheduling or just mooching, it’s not a fit. Have you ever had someone in your house you can’t seem to get to go home no matter how many hints you drop? Or do you have a person who gobbles food or beer and never repays? It feels bad — and it enables. Your mentee should feel grateful for what you offer; if not, it’s not worth it for them.

6. DECIDE IF YOU CARE. No really, do you enjoy talking to the mentee? That’s the easy gut-check question. If you are having fun and learning something from your mentee, it’s probably a great relationship that could span a career. It can be hard to kindly tell someone no; however, I encourage you, for the mentee’s sake equally as much as your own, to evaluate carefully and offer your time thoughtfully.

Join Sarah Beth Aubrey at the 2023 Top Producer Summit in Nashville, Jan. 23-25. Register now!

Executive Women in Agriculture Focus
Tuesday, Jan. 24, Noon to 3:30 p.m.

12:00 p.m. to 12:15 p.m. – Open and Welcome, Sarah Beth Aubrey, ACT
12:30 p.m. – 1 p.m. –Keynote Presentation, Jackie Applegate, Bayer
1 p.m. – 1:20 p.m. – How to Start a Side Business, Sarah Beth Aubrey
1:20 p.m. – 1:30 p.m. – Break
1:30 p.m. – 2:15 p.m. – Female Farmer Panel: Jennie Schmidt, Maryland; Susan Weaver Ford, North Carolina
2:15 p.m. – 3:00 p.m. – How to Keep the Balls in the Air Panel: Mandi Kerr, Global Hemp Association
3:00 p.m. – 3:30 p.m. – Facilitated Wrap Up, Group Fun, Sarah Beth Aubrey

7 Essential Strategy Considerations

Mon, 08 Jan 2024 15:51:50 GMT

Mark Faust works with owners, CEOs and sales managers who want to grow their businesses.

He says strategy should be like a laser, which can become sharper, more intense, brighter and more effective. And he recommends business managers review their strategy on a quarterly basis.

“Routinely sharpening your strategy gives clarity to your vision to be intensified with greater detail,” Faust says. “What gives you competitive advantage, your points of divergence from the competitive alternatives, can be intensified as well.

How and where you invest your resources, your strategic focus, can be intensified by strategically abandoning weak markets, customers, products and practices and reallocating resources to areas with higher return.”

Faust says objectives must be set in seven key areas:
1. Marketing
2. Innovation
3. Culture
4. Resource requirements
5. Productivity
6. Community, industry and social responsibility
7. Profitability requirements

Semi-Annual Review of Role Focus

The frequency of the strategy recalibration is key, and it’s a must to involve your team.

“When recalibrating your business’s targets quarterly and setting new objectives, it should be done with your team,” he says. “The more this rhythm takes hold, the more your team will contribute innovations and improvements through new objectives.”

He suggests all managers should have one-on-one realignment meetings with each direct report semiannually.

“There are tools to help to illuminate constraints and opportunities for an organization’s management team as well as keep everyone focused on dedicating an appropriate amount of time and focus to the appropriate objectives, projects and priorities,” he says.

Accountability Tools
Faust says business leaders point to their boards, advisers and customers for input.

“We all have blind spots, and having growth advisers and some type of board sharpens your leadership, strategy and execution,” he says. “Quarterly in-depth interviews with customers are one of the most commonly missed steps involved in developing strategy. These interviews should be a requirement.”

Faust has seen how having a third-party interview a sample of customers every quarter brings innovation and new opportunities. He credits this idea to the founder of strategy, Peter Drucker, who said if you’re not listening to the customer regularly, then you’re not doing strategy.

Growth Is Relative
Not all businesses can experience exponential growth.

“But odds are you know right now what type of and how much potential growth your company could have if you execute accordingly,” Faust says. “The key is to use the best practices above and get all you can out of all you’ve got.”

He encourages farmers to see how executing strategy as a quarterly process within their teams will uncover more and more hidden opportunities that facilitate business growth.

Here more from Mark Faust at the upcoming Top Producer Summit. Click here to register.

Desjardins and QPMA invest in produce industry’s next generation

Fri, 23 Sep 2022 21:20:03 GMT

The Quebec Produce Marketing Association signed an annual partnership agreement with financial institution Desjardins to support its Cultivating the Next-Generation program, part of the Next-Generation Network.

The program’s mission is to stimulate community engagement, encourage the development of talent, and promote and ensure the sustainability of the fruit and vegetable industry’s human resources, according to a news release.

The Next-Generation Network is open to all association members between 18 and 35. The network ensures the next generation is taken into account in setting priorities so that older members meet the needs of younger members, who are key to the future success of everyone.

Activities include a next-generation happy hour, speed mentoring and the Cultivating the Next-Generation program.

Desjardins, a large lender to the agricultural and agri-food sector, has participated in hundreds of business transfers or acquisitions from one generation to the next — transitions that are expected to increase substantially in the years ahead, according to the release.

Desjardins’ expertise, tools, human resources and market knowledge will help take the Next Generation project to the next level.

Running for eight years, the Cultivating the Next-Generation program allows selected candidates to participate in board and committee meetings. They also visit association member companies to learn about the nine sectors of members involvement and to represent the younger generation in the association’s networking activities, according to the release.

And they get the chance to accompany board president and CEO Sophie Perreault at special events and meetings with industry partners and government officials.

Related news:

Pride and Pain: Farmer-Soldier Sacrifices for Country and Family

Tue, 23 Mar 2021 18:32:48 GMT

Joseph Sparacio drew a deep breath and took a last look across his farmland. He then wiped away his wife’s tears, scooped up two tiny children—a toddler and a newborn—and stared into the faces of his past, present, and future. One more kiss, one extra hug, and one final glance over his shoulder before he steeled his emotions and left behind everything he loved—family, land and country—in order to pay the costs of other men’s freedom.

Sparacio, 33, will plant no seed, tend no crops and work no ground in 2020. Instead, the farmer-patriot has traded the rich loams of his New Jersey farmland for the desert sands of Iraq—his second Middle East deployment in six years as a member of the Air National Guard. What happens when a young grower steps into harm’s way and leaves behind an entire farming operation to serve his country? Top to bottom, young to old, Sparacio’s farming family pulls together and answers the call in faith—all while bearing a heavy load of pride and pain.

Counting the Costs

Sparacio’s Garden State farming heritage tracks a century back to Ellis Island and further to Italy, where his forefathers originally grew tomatoes and asparagus in Sicily, and brought their agricultural expertise to Cumberland County in 1909. Sparacio grew up on the family operation along with two brothers and one sister outside Rosenhayn, approximately 35 miles south of Philadelphia. In 2005, at 18, he signed up with the Air National Guard —the first in his century-long family chain to enlist in the military. “He did it because he loves this country,” describes Joseph’s father, Anthony. “My wife, Mandy, and I raised our children to have the deepest respect for this nation and give back in every way you can, and that’s why my son serves.”

Anthony and Mandy raised four children (Anthony III, Mary Anne, Joseph and Michael) with a focus on civic responsibility, hauling their crew each Sunday to St. Mary’s Holy Catholic Church (Parish of the Holy Cross) to fill up an entire pew. Church involvement, school boards, community organizations, and farming committees were part and parcel of life in the Sparacio household. “That’s what we do,” Anthony continues. “Patriotism is what we were taught and what we believe. My own dad always told me stories about how great our country is, and I passed the same to my children.”

Trained as an aircraft firefighter, Sparacio deployed for the first time in 2014, leaving behind the family farm for a tour in Kuwait. “Joe came home with more appreciation than ever for our country,” Anthony explains. “After he got home he’d come downstairs every morning, and the first thing he’d tell me: ‘Pop, you don’t know how lucky we are to live in America.’”

A year after returning from Kuwait, Sparacio stepped beyond Anthony’s grain and nursery operation, and took the reins of opportunity by going solo, purchasing a 150-acre vegetable farm from his uncle, Butch Sparacio, in lock, stock and barrel fashion—packing house, machinery, land, and processing equipment. In tandem, Sparacio married Micole, his high school sweetheart, intent on raising his children on farmland.

Sparacio’s belief in service extended far beyond the military, and even prior to deployment in Kuwait, he ran for political office, with approval from the Judge Advocate General’s ( JAG ) Corps, later winning a committeeman position with Deerfield Township while in Kuwait. In 2016, he ran for Cumberland County freeholder (county commissioner), won the seat, and concluded his tenure in December 2019, declining to run again. Why? Sparacio’s Air Guard unit was put on alert. On Jan. 2, 2020, Sparacio deployed to Iraq, leaving behind Micole and two sons—2-year-old Santino and 1-week-old Giuseppe. Five days later, the New Jersey farmer was 6,000 miles away from his cropland at a base just west of Baghdad, under a barrage of ballistic missiles shot by Iran (Jan. 7). “It’s not just something on the news or a headline when it’s your own son taking fire,” Anthony emphasizes, “and serving our country has real-life costs. Somebody pays a cost for every freedom we have.”

From the Heart

Beyond corn, soybeans and wheat grown strictly as rotation crops, Sparacio’s fields host a remarkable variety of produce, including asparagus, strawberries, beans, sweet peas, cabbage, cucumbers, eggplant, fava beans, peppers, tomatoes, yellow squash, and zucchini, daily marketed 6 miles away at Vineland Cooperative Produce Auction , as well as an on-farm, roadside stand.

How does an absentee farmer get his crops planted, managed and harvested from a world away? Enter Butch, Anthony, Micole, and every branch of the Sparacio family tree. “Butch is keeping the place running with all cultivating and spraying, and Micole is covering the packing and books,” Anthony explains. “Mandy, my sons and daughter—they’re all pitching in wherever needed. They all have full-time careers outside farming, but they’re helping in every way possible. Butch and all of us are keeping the farm tight for Joe.”

“Plus, all our labor is from Puerto Rico, and it’s the same family we’ve had for 60 years that date back to working for my Uncle Nate. Sons, grandsons, cousins are all in the family. They’re the best people and highly trained. Seriously, they know everything about picking and packing.”

On the surface, the direct consequences of Sparacio’s service are extremely heavy: life-threating danger and absence from family. However, Anthony says the financial risks are a cost recognized by few outside the farming community. “Farmers know the situation we’re all in right now with operating and equipment loans. Just imagine if you had to disappear from your farm for up to a year. After Joe bought the farm, the first two years were OK. The third year was fair, but 2018 and 2019 were terrible. As farmers, we can’t control the market or the weather, and both have been awful the last couple of years, and now we’re all locked into virus troubles. Those are not complaints, but just the reality of what must be dealt with.”

“In this societal anxiety and financial difficulty, Joe had to leave two tiny kids and a farm for someone else to run,” Anthony continues. “That’s hard for most people to relate to, but at least other farmers can better understand what I’m saying. We’re strongly involved with the Fellowship of Christian Farmers and they always remember and pray for Joe. The farming community is very aware of what has taken place, and several of my farming neighbors have spoken from the heart to tell us they’ll come running if we need anything at all.”

Tell-tale Praise

One of Sparacio’s farming neighbors is Abby Perlstein O’Brien, and at seven years his senior, she was raised alongside Sparacio on the same stomping grounds, and watched his character develop throughout his childhood. “I couldn’t be prouder of him. He’s a born leader. Just watch him walk in a room and you’ll see a smile that makes you feel like everything will be OK. Joe has an incredible personality that makes you believe in things.”

O’Brien served alongside Sparacio on the Deerfield Township: “He is a man of his word and he approached local politics with the utmost sincerity,” she says. “Some people think local government is not so important, but not Joe—to him it meant the most because that’s where he grew up.”

And from O’Brien’s vantage point, what does she believe fuels Sparacio? “It’s difficult to measure because Joe doesn’t talk about himself and is very modest. He will give you the shirt off his back, but not want you to tell anyone. So I can only speculate, but I think his drive and joy come from his wife and greater family. They just don’t make people like Joe Sparacio anymore.”

Sparacio’s impact on his community is further revealed in tell-tale praise from friend and colleague Jim Quinn, a highly respected fellow freeholder in Cumberland County. Quinn and Sparacio served together for three years: “Joe is one of the finest gentlemen I’ve ever dealt with. I’m a Democrat and he’s a Republican, and I’m as close to him as anyone I’ve ever worked with. Across 32 years, I’ve never worked with anyone I thought more of than Joe Sparacio.”

“I’ve always admired my farming friends, and Joe has a work ethic second to none,” Quinn continues. “Then again, his father and brothers are just like him. The Sparacios exemplify all the good things in farming, and they’re one of the finest families in the whole of south New Jersey.”

Talking History

Sparacio’s military duty in Kuwait and Iraq mirrors a once common, but increasingly rare, figure in U.S. history: the farmer-soldier. During the era of the Revolutionary War, over 90% of the U.S. population was engaged in agriculture—the Continental Army was stocked with growers. During the Civil War, according to the American Battlefield Trust , almost half of all soldiers in the Union Army were farmers. Bottom line, farmers have long been soldier stock, Anthony notes: “Back when our country first started, so many of those guys took their squirrel guns and went to fight. Me and Joe talk history all the time, and we talk about the wars that farmers have always fought in.”

According to the 2017 Census of Agriculture , 370,619 U.S. producers qualify as military veterans, but their average age is 67.9—over a decade older than the average age of U.S. producers as a whole. Significantly, the 2017 Census notes young producers (35 and below) with military service number just 7,824 nationwide.

In Harm’s Way

What fuels Sparacio ? What pushes him to multiple levels of service? “It goes back to love of country, roots, and family,” Quinn says. “Remember, Joe gave up elected office to go back. I pray for my friend in harm’s way and I’ll keep doing so until he returns.”

On a unseasonably warm March evening, farm work finished for the day, Anthony enters his house with his lips moving in prayer—an appeal to Providence for a homecoming. Approaching his bedroom door, he can hear Mandy’s soft cries, as she writes her son one more nightly letter in a growing chain of correspondence, hopeful for the safe return of her son. “Mandy hurts like only a mother can,” Anthony says. “I keep a straight face for Mandy and my whole family, but it hides pride and pain.”

“Joe will be back soon on the farm he loves, back to Micole and his two little ones,” Anthony adds, “but nothing comes free, and that’s why he’s overseas serving. I’m waiting for the day my boy comes home.”

For more, see:

Descent Into Hell: Farmer Escapes Corn Tomb Death

Farmer Refuses to Roll, Rips Lid Off IRS Behavior

Rat Hunting with the Dogs of War, Farming’s Greatest Show on Legs

Killing Hogzilla: Hunting a Monster Wild Pig

Frozen Dinosaur: Farmer Finds Huge Alligator Snapping Turtle Under Ice

Breaking Bad: Chasing the Wildest Con Artist in Farming History

The Great Shame: Mississippi Delta 2019 Flood of Hell and High Water

In the Blood: Hunting Deer Antlers with a Legendary Shed Whisperer

Farmer Builds DIY Solution to Stop Grain Bin Deaths

Corn Maverick: Cracking the Mystery of 60-Inch Rows

Blood And Dirt: A Farmer’s 30-Year Fight With The Feds

Against All Odds: Farmer Survives Epic Ordeal

Agriculture’s Darkest Fraud Hidden Under Dirt and Lies

Hass Avocado Board BOLD program preparing industry leaders

Wed, 30 Nov 2022 19:10:15 GMT

The Hass Avocado Board is continuing to develop emerging industry leaders through its Board Leadership Development (BOLD) program, with its second class of graduates set to finish in March 2023, according to a news release.

The year-long BOLD program works with industry experts to teach business skills through custom modules at the University of California, Davis and in partnership with the Agricultural Trade Education Council (ATEC), according to the release. Program highlights include diverse, in-person speakers from avocado grower associations, the HAB Executive Team and the USDA, sharing firsthand knowledge of key industry resources, priorities and procedures.

BOLD consolidates essential information and recommendations to provide insights that could otherwise take years to gain, the release said. Graduates are intended to be well-rounded and better problem-solvers because of a more sophisticated understanding of the complex needs that have shaped the past and remain a challenge in the future of the $7 billion U.S. avocado industry.

“BOLD’s strategic approach to prepare future leaders has quickly earned the respect and support of all major avocado grower associations doing business in the U.S.,” John McGuigan, director of industry affairs for the Hass Avocado Board, said in the release. “We are pleased HAB has been able to bring the industry together to prioritize identifying, motivating and equipping the next generation of leaders. BOLD brings out the best in all of us.”

With one inaugural class graduated and the second class of 12 to finish the curriculum in March 2023, the fresh avocado industry follows closely the growing promise tied to participants and their path forward to board participation and beyond, according to the release.

Members of BOLD Class 2 are:

Casey Evans Beltran, producer/importer, La Bonanza Avocados
Maureen Cottingham, producer, Camlam Farms, Inc.
Caitlin Cunha, producer/importer, Del Rey Avocado
Hillary DeCarl, producer/importer, Del Rey Avocado
Elizabeth Flores, producer/importer, Mission Produce
Gwen Jackimek, producer/importer, Del Monte Fresh Produce N.A. Inc.
Osvaldo Magaña, producer, Limoneira Company
Carlos Ignacio Valerio Medel, producer, Fruitval S.A. de C.V.
Jeff Onstot, producer/importer, Westfalia Fruit Marketing USA
Jose Daniel Pardo, producer/importer, Westfalia Fruit Marketing USA
John Patrick, producer/importer, Eco Farms
LeighAnne Thomsen, importer, Calavo Growers

BOLD Class 2 graduates will become board-ready potential candidates for the Hass Avocado Board, California Avocado Commission, Mexican Hass Avocado Importer Association, Peruvian Avocado Commission, Colombia Avocado Board, and Chilean Avocado Importers Association. The immersion provided by BOLD will help them better meet business goals for their companies, which strengthens the industry and creates jobs and benefits for surrounding communities, the release said.

Q&A With Jackie Applegate, Bayer President of North America Crop Science

Fri, 14 Apr 2023 18:04:11 GMT

Education: Bachelor’s degree in chemistry from Wright State University; Master’s degree from Rockhurst College; Doctorate in organic chemistry from Iowa State University

Career Journey: Applegate began her journey in 1992 as the only female chemist at a Bayer manufacturing facility in Kansas City, Mo. Since then, she’s held a variety of global roles. Currently she’s responsible for the largest business unit in the region.

Valuable book: “21 Laws of Irrefutable Leadership” by John C. Maxwell

Where is the Bayer North America business headed?

We should never forget North America is an essential food producer and exporter for the world. When we look at our reserves, they are not where they used to be — every increased yield farmers can get is essential. We have a responsibility to not only feed our own country but also to help others.

How do you work collaboratively?

At Bayer, we work together as one team and are fully integrated. We focus on the customer experience, the retail partner experience and the employee experience. We often ask: How are we working collaboratively across every function? Only by working in unison can we solve the greatest problems of the farmer.

How can leaders build culture within their teams?

When I was put in charge of the change and culture workstream during the Monsanto/Bayer integration, I learned three valuable behaviors build a strong culture:

Clarity: Leaders need to be clear about their organization’s mission and purpose and what they expect from themselves and others.
Heart: Good leaders show empathy and compassion, which is so important to creating an atmosphere of trust and respect. When people know you are genuinely concerned for their well-being, it fosters an environment in which interactions become open, honest and trusting.
Integrity: Good leaders do the right thing, no matter how difficult or uncomfortable.

What is a valuable piece of leadership advice?

You must stand up and have a voice. When you have a voice and you exercise it, you have the power to do great things for your industry, your team and your family.

Leadership Philosophy

At Top Producer Summit, Applegate shared the importance of OPTICS in leadership:

OPENNESS: When you are open to new things, you create a world of collaboration, connection and creativity.
PURPOSE: As leaders, we need to be engaging, inspiring and motivating people about why they add value to what they do.
TRUST: Some people give trust and some people have to earn it — this determines how you connect with people.
IMAGINATION: “Imagination is more important than knowledge (knowledge is limited).” This quote by Albert Einstein shows how imagination encircles the world.
CUSTOMER-CENTRICITY: Always ask: “Does this add value for a customer?”
SOFT SKILLS: Technical skills may get you to the top, but soft skills are the difference between success and failure. You influence people by how you make them feel.

Read more stories from the 2023 Top Producer Summit:

Preventative Maintenance for Your People: How to Reduce Turnover and Boost Morale

How to Run An Innovation Sprint on Your Farm

Nominate Outstanding Farmers for Awards from Top Producer

Take Time to Celebrate Accomplishments

5 Business Principles That Define Success

Farming Boom or Bust in the Decade Ahead? How to Manage Price Cycles

Be Inspired by Five Remarkable Farm Operations

Ideas Big and Small: Create a Culture of Creativity on Your Farm

Behold the Bootstrapper: Sarah Frey’s Journey from 80 Acres to a Seven-State Operation

Mon, 24 Jul 2023 15:44:32 GMT

Fresh after a melon pickup in Indiana, Sarah Frey pulled her truck and trailer into the parking lot of a massive building site. The nearly complete warehouse would be a distribution center for Walmart in Olney, Ill. As a supplier to a few Walmart stores, Frey has been patiently watching the construction progress. She had an idea.

“Wouldn’t it be great if I could just take a load of melons directly to that distribution center versus me going to 12 to 15 Walmart stores individually? I was a kid at the time, so I was thinking about how to save myself time and deliver produce to even more stores,” she recalls.

Frey wandered in and asked if the facility would have a produce buyer. An employee answered in the affirmative and pointed her to a lady setting up an office.

“I introduced myself as one of their suppliers and asked if they would be accepting deliveries here,” Frey says. “She said, ‘Yes, and I’m so glad you stopped by. I’m going to need three to five semi loads of watermelons every week and two or three loads of cantaloupes. Can you just take care of that for us?’”

Frey responded: “Absolutely.”

“I walk out of the building, and a light goes off in my head — she said semis,” Frey says. “I don’t have a semi nor do I have a CDL.”

At age 19, Frey had just landed herself a distribution deal with Walmart. She was on the verge of supersizing her homegrown produce route. This pivotal moment taught Frey a lesson that still guides her today. You reach success when luck and preparation meet.

“I saw the beauty and the struggles of how we grew up. I had an epiphany and knew I had to stay. I had to stay behind to get ahead.” -Sarah Frey

Blind Ambition

Frey’s confidence and gumption to take business deals head-on came from a childhood of tough farm lessons and unwavering family support. The youngest of her parents’ combined 21 children, Frey grew up on a struggling farm — 80 acres of subpar soil in southern Illinois. They grew or hunted their food, while her parents financially scraped by with various off-farm jobs.

“It was never my dream to stay on the farm,” Frey says. “Everything I did in my early years was meant to move me off that farm.”

One bright spot each summer was tagging along for six weeks on her mother’s melon route, where they purchased produce from neighboring farms and delivered it to local grocery stores — earning much-needed money for the family.

“I made my first sale when I was 8 years old,” Frey says. “I had to go into grocery stores and talk to the produce managers. I’d ask them how many they wanted of the watermelons or cantaloupes or whatever we were selling out of the back of the pickup truck that day.”

(Farm Journal)

12 stores to 150

At 15, Frey moved out of her family home and attended high school and college simultaneously. To provide for herself, she took over the produce delivery business.

“I grew the 12-store route to 150 grocery stores,” she says. “I loved my melon route; I loved seeing how different stores merchandised their products. I was fascinated by food.”

Once Frey turned 16, she wanted to expand. She asked her banker for a $10,000 loan to buy a delivery truck. He gave her two years to pay it off. She replied: “I only want three months. The melon route makes good money, and it will make more if I have this truck.”

Sixty days later, she walked in the bank with a dusty envelope of $10,000 plus interest. Little did she know how crucial that good impression with her banker would be.

Stay Behind; Get Ahead

While her future was looking bright, Frey’s parents’ financial situation was dire. The family farm was facing foreclosure. As the last kid at home, it fell on her young shoulders to liquidate the farm’s assets.

“I was walking the last horse off the farm,” she says. “It was the golden hour, and you could see for miles. I saw the beauty and the struggles of how we grew up. I had an epiphany and knew I had to stay. I had to stay behind to get ahead.”

Frey went to the bank and took out a loan, based on the cash flow of her produce route, to buy the farm.

“Once I bought the farm, I had to figure out what to do with it,” Frey says. “The good news about a failing farm is it can’t get much worse. I’d learned what not to do.”

Frey knew her clay and weed-prone 80 acres would not pencil as a row crop farm. She thought about her produce route, which gave her an idea.

“Our dirt was very suitable for pumpkins, and pumpkins would give me a longer selling season,” she says. “Even though input costs are higher, you could sell those crops for a higher value.”

Frey leaned on the farmers she’d met on her produce route, local Extension professionals, grocery store managers and family.

“Many of the farmers and store buyers had seen me coming in for a number of years with my mother,” she says. “They wanted me to succeed, and they cheered me on.”

Listen to Sarah Frey discuss her journey with Andrew McCrea on the Farming the Countryside podcast :

More With Less

Mostly, Frey has learned by doing.

“When we started the business, we needed harvest vehicles,” she says. “I was looking at tractors, trailers, all of which cost hundreds of thousands of dollars. I thought: How do we do more with less? We ended up finding these old school buses that were $2,500 apiece.”

With a cutting torch and welder, the Frey team converted the buses into a perfect harvest vehicle.

“We basically got a $50,000 piece of equipment for $2,500,” she says. “Now, almost 30 years later, we use hundreds of buses to harvest our crops all across the country.”

(Farm Journal)

For many years, Frey was a one-woman show. After she landed the Walmart distribution agreement, she needed help. One by one, her four older brothers returned to southern Illinois and joined her in the business. Early on they operated without taking salaries and put in grueling hours for the business.

They built a network of farmers across the country so they would never leave a contract unfilled or a customer unsatisfied.

“I sent my brothers all over the country to get enough produce for our retail customers,” Frey says. “We would find produce and ask that farmer where other farmers were. We went farm to farm, until we had enough for our retail partners.”

As Frey Farms grew, they reinvested in the business and bought farmland in several states. They professionalized their operations and diversified their customer base.

“Now, we farm in seven states and supply the top 25 retailers in the U.S. providing American-grown fruits and vegetables,” Frey says.

(Farm Journal)

“Sarah is intent on growing her business but manages that growth with her ability to supply a consistent quality product,” says Paul Fleming, a produce industry consultant who has known Frey for 20 years. “She ensured she was expanding acres to match demand and not be in a position of having to look for customers to cover excess acreage. This strategy has allowed her to maintain a strong market position.”

What has really helped Frey, he says, is her focus on people

“Her personality and the way that she conducts herself makes you like and respect her, and that attribute also makes buyers want to do business with her,” Fleming says. “It is a cliché, but she makes you feel like you are the only one in the room.”

(Farm Journal)

Full-Circle Focus

Frey Farms is one of the largest growers of pumpkins and watermelon in the U.S. Beyond its scope, Frey is most proud she reached her ultimate goal: From a little patch of earth in southern Illinois, she created a business and life for her family, which includes her sons, William and Luke. Every season of struggle and victory was worth it.

“The growing seasons that are fallow can teach as much as the ones that are bountiful,” Frey says.

Sarah Frey’s Top Negotiation Strategies

While in her mid-20s and on bed rest with her second son, Sarah Frey received a call from Harvard professor James Sebenius. He wanted to interview her for a case study on her negotiations with Walmart. “It was about how a small company like ours could negotiate with a global company and beat out the competition,” Frey says. “It compared me to David, of David and Goliath. I’ve always respected David because he didn’t play the giant’s game; he played his own. That may be the secret of both business and life: Playing your game, not theirs.”

Here are some of Frey’s keys to negotiation success, as highlighted in the 2006 Harvard Business School case study :

Understand and study the culture of the business with which you are negotiating.
Think of negotiations as partnerships. Focus on a common goal and ask questions.
Focus on customer diversification. With Walmart, Frey did not want to let it occupy more than 20% of her business. “It’s hard to negotiate with a company that controls yours,” she says.
Use an agenda for all meetings.

Snapshot of Frey Farms

Founded in 1992 and headquartered in Keenes, Ill., Frey Farms is led by Sarah Frey and her four brothers: Leonard, John, Harley and Ted. It includes:

Growing, packing and shipping: watermelon, cantaloupes, pumpkins, squash, sweet corn, peanuts and fall ornamentals.
12,000 to 15,000 acres of production in seven states.
70 full-time and 400 seasonal employees (Frey Farms is the largest H-2A visa employer in Illinois).
Watermelon juice and agua frescas, under the Sarah’s Homegrown and Tsamma brands.
Supplier to the nation’s largest retailers, including Walmart, Aldi, Lowe’s, Whole Foods and Kroger.

(Farm Journal)

In 2020, Sarah Frey published a memoir about her rural childhood and how it lead her to to take risks that paid off in unexpected ways. Learn more about “ The Growing Season .”

Watch Sarah Frey’s presentation at the 2022 Top Producer Summit: How to See Past Life’s Imperfections and Find the Good Even in Dark Times