Human Resources

The Best Leaders Share These Three Behaviors

Mon, 23 Feb 2026 21:25:28 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 18:02:00 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.

Winter-Proof Your Workforce: Keeping Employees Warm on the Job

Tue, 09 Jan 2024 17:31:51 GMT

What started as a mild winter is bound to become brutal as plunging, dangerous temperatures sweep across much of the U.S. While most of the country will stay bundled up inside, farmers and their employees don’t have the luxury of skipping work for a snow day.

To create a safe and comfortable work environment for your farm employees, it’s important to address the specific challenges posed by cold weather on the farm. As temperatures begin to drop, consider implementing the following tips to keep your crew safe, warm and productive:

Make Sure They Have Adequate Clothing

Dressing poorly shouldn’t be considered “cool,” especially when it comes to harsh winter weather conditions on the farm. However, not all employees know how to appropriately dress for the bitter weather. Consider providing them with the following checklist and keeping a few extra items in a bin for employees to use in case they forget.

Some examples of warm winter clothing include:

Lined jackets
Lined overalls
Stocking caps / hats and lined gloves
Long thermal underwear
Lined boots – waterproof and anti-slip
Wicking wool socks
Scarf

Provide Warm Break Areas

Working out in the cold can take a toll on the body. That’s why it’s necessary to take frequent breaks to rest and warm up. To keep employees going, be sure to create designated warm break areas for your employees to recuperate.

Offer snacks that are not only tasty but also provide energy. Nutritious options like trail mix, energy bars, and fruits can help replenish energy levels. You can also supply a selection of hot beverages like coffee, tea or hot chocolate. If employees are coming in from wet or snowy conditions, consider having a designated area with a drying rack for wet outerwear, gloves, and boots.

Adjust Schedules

Adjusting schedules in the winter is a practical strategy to address the challenges and potential hazards associated with cold weather. Along with allowing more frequent breaks to prevent prolonged exposure to the cold, consider scheduling more grueling outdoor tasks during the warmer parts of the day.

Keep Up Communication

Safety concerns rise as cold weather intensifies. This rings true for not only our employees, but livestock as well. Keep the lines of communication open with employees to address concerns and gather feedback on their comfort and to learn if areas of the farm need immediate attention.

Work in Pairs

While farmers are already hard-pressed to find labor, working in pairs allows employees to get the job done quickly and safely. Using the buddy system ensures that every employee is accounted for and that the work gets done in a timely fashion. This system is especially important for employees working in remote areas.

Have an Emergency Kit

Winter weather can be unpredictable. Having an emergency kit in a well-known location can be a lifesaver when it comes to coping with unexpected challenges. Keep your kit filled with the essentials, such as:

Medical supplies
Extra clothing
Blankets
Handwarmers
Flashlights
Non-perishable snacks

Know the Signs of Cold Stress

Hypothermia and frostbite are the two most common forms of cold stress and can be fatal if left untreated. To help minimize the risk of these conditions going unnoticed, make sure to review and be on the lookout for the following symptoms.

Signs of Hypothermia:

Fast and shallow breathing / trouble breathing.
Going from shivering to not shivering.
Hunger, fatigue and confusion.
Lack of coordination.
Increased heart rate.
Weak pulse.
Slurred speech / mumbling.
Dizziness and nausea.

Signs of Frostbite:

Cold skin, prickling feeling and numbness.
Red, white, bluish-white or grayish-yellow skin.
Hard or waxy-looking skin.
Clumsiness due to joint and muscle stiffness.
Blistering after rewarming when severe (expect exposed skin to peel off).
If the skin turns black seek medical attention..

Dollars And Dirt: Navigating The Financial Reality Of Conservation Farming

Fri, 19 Dec 2025 20:47:18 GMT

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Mon, 15 Dec 2025 23:11:13 GMT

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Does Your Farm Team Need to Refocus or Reset?

Fri, 12 Sep 2025 19:05:24 GMT

Building a high-functioning team isn’t just a nice thing to do, experts say there is a strong business case to do it. Companies that cultivate strong, collaborative teams consistently outperform their competitors, driving innovation, engagement and results, according to the FranklinCovey Blog .

Studies have shown that high-performing teams are significantly more productive and creative than ineffective teams, making more-informed decisions and saving more time while producing better results. High-functioning teams also see higher employee engagement and job satisfaction, reducing turnover by 50%.

Joel DeRouchey, professor swine nutrition and state Extension leader at Kansas State University, says building a high-functioning ‘team’ is one of the most important things you can do to achieve success, whether it’s your team at work, a volunteer committee, or even your family. Though the size and dynamics of each of those teams varies greatly, what makes them high functioning doesn’t.

Shared Purpose
As an educator, DeRouchey has had the opportunity to be a part of many teams and see a lot of teams in action. From his perspective, teams must constantly evaluate if they need to refocus, recharge or reset. That starts with asking yourself some questions, he says.

“Are you engaged? Are you with people who truly believe in the purpose of the team?” DeRouchey asks.

He says high-functioning teams share the same goals.

“Whether you’re building a team of employees in the barn or in the boardroom, you have to start with the same goals of self-improvement,” DeRouchey adds. “This requires being open-minded, being a good listener and speaking up when needed.”

The most important trait high-functioning teams possess is horizontal accountability, he says.

“I’m accountable to my team members,” DeRouchey explains. “We all have some individual responsibilities that we have to be champions for, but we must realize how our role impacts the other team members.”

He says horizontal accountability builds trust, understanding and self-awareness that helps each individual improve while propelling the whole team forward.

“To me, that accountability to others is key,” DeRouchey says. “Teams that are always trying to one up each other get destroyed really fast.”

When is it Time to Move on?
One of the hardest parts of being a part of a team is recognizing when it’s time for the team to be done.

“All teams don’t have to stay in the same function and fashion for decades and decades,” DeRouchey says. “They need to evolve to those who can work together, have a common mission and trust each other.”

Teams that don’t work well together aren’t productive or fun. He says this is often due to selfishness among one or more members of the team.

“Sometimes people are concerned if others are getting credit, or if they feel the limelight is being taken away from them,” DeRouchey says.

Other times, the challenges arise when someone is doing a disproportionate amount of work because somebody else isn’t pulling their weight.

“There’s never an exact equal percentage of time spent on every little thing between members of a team,” he points out. “There’s never a equal percentage of who gets the credit.”

But he argues high-functioning teams don’t care who gets the credit. They just want to get it done right. When teams become unfunctional, or people lose interest, it’s important to be able to make hard decisions for the good of the bigger team, DeRouchey says.

“I don’t know what the right word is, but you’ve got to be happy on your team, and if you’re not, then you need to reflect on whether or not you should be part of this team,” he says.

It’s also good to look around to see if there is somebody on the team who’s causing unhappiness or if something the team is doing is causing it. If so, it may be time to hit the reset button.

“We can get into the blame game pretty fast on a team,” DeRouchey says. “That’s human nature. We need to instead look in the mirror and take a step back and say, ‘All right, if something’s not going right, what is it? Is it me? Is it the situation?’ Then, go figure out how to best go forward.”

DeRouchey shares more on The PORK Podcast. You can watch it here on YouTube or listen anywhere podcasts are found.

Watch more episodes here.

BREAKING: John Deere Confirms 238 Layoffs Across 3 Plants

Fri, 15 Aug 2025 20:56:26 GMT

Following its earnings announcement for the third quarter and rumors of layoffs, ag bellweather John Deere confirmed layoffs at three sites in Illinois and Iowa. The company says a struggling ag economy continues to impact orders for its equipment.

On Friday, the equipment manufacturer issued a statement detailing workforce adjustments across sites in East Moline, Ill., Moline, Ill., and Waterloo, Iowa.

Here is the full, unedited statement from John Deere:

As stated on our most recent earnings call , the struggling ag economy continues to impact orders for John Deere equipment. This is a challenging time for many farmers, growers and producers, and directly impacts our business in the near term.

As the entire ag sector navigates these challenges, John Deere continues to provide customers the high-quality equipment they deserve while strengthening the foundations of U.S. manufacturing.

We remain committed to keeping our U.S. manufacturing footprint strong, viable and competitive. We are investing nearly $20 billion over the next decade to upgrade and enhance manufacturing facilities across the country. This is on top of recent U.S. investments to open new facilities and expand/modernize others.

Due to decreased demand and lower order volumes, the following factories will be implementing workforce reductions in the coming weeks. Affected employees were informed today.

Facilities involved include:

Harvester Works in East Moline, Ill.: 115 (last day of work Aug. 29)
Seeding and Cylinder in Moline, Ill.: 52 (last day of work Sept. 26)
Foundry in Waterloo, Iowa: 71 (last day of work Sept. 19)

Deere adds affected employees are eligible to be recalled to their home factory for a period equal to their length of service, and those laid off are automatically placed in seniority order for openings “they are qualified to perform at the factory.”

Laid off employees will also receive a handful of financial and health benefits that include supplemental income payments and continuing healthcare coverage for up to six months.

This follows earlier pushback from John Deere about erroneous reports that it was laying off over 800 employees in the Quad Cities, Ill., area. Illinois WARN has since issued an apology, pointing to an internal error as the culprit.

UPDATE: John Deere Releases Q3 Earnings as Mass Layoff Notice for Illinois Plant is Posted Then Removed

Thu, 14 Aug 2025 16:21:29 GMT

UPDATE: An Illinois WARN notice, posted on Wednesday, showed John Deere was laying off 819 employees at its John Deere Harvester location in East Moline. However, by Thursday afternoon, the notice had been removed.

EARLIER: The posting showed the notification was received on Aug.13, 2025 and July 1, 2024.

But Dustin Lemmon, public relations manager for John Deere, released a statement to Farm Journal saying, “If there is a workforce reduction, we will first communicate directly with our employees.”

Earlier this year, Deere reported a significant drop in first-quarter profits. It also predicted a 30% decline in large agricultural equipment sales in the U.S. and Canada in 2025.

On Thursday, Deere released its third quarter earnings summary — reporting a net income of $1.289 billion, or $4.75 per share. That’s compared with a net income of $1.734 billion, or $6.29 per share, at the same time last year. The results topped Wall Street predictions.

For the first nine months of the year, net income attributable to Deere & Company was $3.962 billion, or $14.57 per share, compared with $5.855 billion, or $21.04 per share, for the same period last year.

Worldwide net sales and revenues dropped by 9%, to $12.01 billion, for the third quarter and decreased 18%, to $33.290 billion, for nine months.