Leadership

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

Tue, 14 Apr 2026 14:58:00 GMT

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

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

New Corteva: A Focus on Crop Protection

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

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

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

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

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

SpinCo: Advancing Seed and Genetics

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

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

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

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

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

Fri, 03 Apr 2026 13:55:11 GMT

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

The Many Hats of the Modern Producer

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

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

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

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

Choosing Abundance Over Scarcity

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

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

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

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

Breaking the Silence

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

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

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

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

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

Thu, 02 Apr 2026 18:19:02 GMT

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

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

1. Build when times are hard.

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

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

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

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

2. Control what you can control.

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

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

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

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

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

3. Turn disadvantages into advantages.

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

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

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

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

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

4. Create “white space” for the future.

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

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

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

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

The Long Game

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

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

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

Check In on Your Health Before It Checks Out

Mon, 23 Mar 2026 22:05:33 GMT

Long hours, unpredictable schedules and physically demanding work mean farmers and ranchers often put their own health last. Erin Martinez, a Kansas State University expert in adult development and aging, says it doesn’t have to be that way. A simple annual medical exam can help catch problems before they get out of hand.

“Farmers and ranchers are very good at taking care of their livestock and land, but they sometimes forget to take care of themselves,” Martinez says. “A yearly checkup is an important step in catching potential health concerns early.”

Why Preventive Care Matters
Farming is physically demanding and unpredictable. Long hours and seasonal peaks make it easy to push doctor visits aside. But routine exams allow healthcare providers to monitor important measures like blood pressure, cholesterol and other warning signs to catch potential health issues before they become serious.

“Preventive care lets providers look at the full picture of someone’s health,” Martinez says. “When we see patients regularly, we can identify changes sooner and address them before they become bigger issues.”

According to the Centers for Disease Control and Prevention, farmers and ranchers face higher rates of heart disease, high blood pressure and musculoskeletal injuries compared with the general population.

Take Action Before Things Get Busier

Martinez encourages producers to schedule checkups before the busy season begins. Planting, harvest and livestock seasonality can quickly push personal healthcare to the bottom of the to-do list.

“Taking the time for a yearly checkup is just like investing in your farm,” she says. “Catching potential health concerns early keeps you able to manage your operation and reduces the risk of bigger problems later.”

Routine exams also give farmers a chance to address mental health. Farming can be isolating, and stress, anxiety and depression are common in rural communities. A healthcare visit allows producers to check in on both physical and mental well-being.

Practical Tips

Taking care of yourself should be just as important as taking care of the farm. Planning ahead and making routine health care a habit helps prevent small issues from turning into bigger problems. Martinez offers a few practical ways for producers to stay on top of their health:

Schedule appointments during slower times of the year.
Ask about screenings, vaccinations, and preventive care.
Keep a record of blood pressure, cholesterol, and other key health metrics.
Involve family members to make regular checkups part of farm life.

“Farmers are usually the last ones to put themselves on the calendar,” Martinez says. “But staying on top of your health before things get busy can prevent problems that are harder to manage later.”

Finding Color Again: A Story of Love, Loss and Healing

Wed, 18 Mar 2026 19:38:27 GMT

It’s true that the pork industry is driven by data and science, but it’s ultimately built on the strength of the people who are in it. Sometimes that strength arises out of the darkest times of our lives. Dan Hamilton, senior director for product performance in the Americas for PIC, experienced a profound tragedy in 2005.

When Hamilton was a student at the University of Illinois, he met Rachel – a dynamic powerhouse who captured his heart quickly. Always the life of the conversation, she made people laugh and brought joy to everyone she was around, he says.

“We couldn’t wait to start our storybook life together,” Hamilton says. “We were young and of the mindset that you set a goal and achieve it. Then, you just keep doing that. We both had successful careers, bought our first house, and decided it was time to have a baby.”

He will never forget the morning when it was time to go to the hospital after nine months of waiting.

“We had the bag packed in the car like you’re supposed to, and the nursery was ready,” he recalls. “We went to the hospital and they took Rachel back. I went with her and they said, ‘You know, her blood pressure is a little bit variable. Why don’t you step out?’”

They told him they were going to get her blood pressure under control before moving on to the next step of the delivery process.

“It wasn’t a few minutes later that a lot of sirens started going off, and they were having some sort of a code event,” Hamilton says. “I wasn’t sure if it was her or what it was, because they had me in the waiting room with no direction. The next thing I know, the doctors were approaching me with a very grim face.”

They sat him down and explained that Rachel died in the delivery room that morning from either an amniotic or pulmonary embolism. A rare, one-in-a-million event, there was nothing the doctors could do to save his wife. In that very same moment, he found out he was the father of a baby girl, Kaitlyn.

Stunned, Hamilton didn’t know what to do next. The doctors were talking about the duress Kaitlyn endured while his heart smashed into pieces.

Black-and-White Memories

Because Kaitlyn experienced a lack of oxygen for a period of time, doctors whisked her off to the neonatal intensive care unit for the first four days of her life to stabilize her respiratory tract.

“I don’t think any dad goes into the hospital thinking he will leave a single father,” Hamilton says. “Not only was I grieving the loss of Rachel, but the stress of how I was going to care for Kaitlyn on my own put me to the limit.”

An outpouring of support from family and friends surrounded him at that moment.

“It’s unfortunate that it takes a traumatic event to realize how many people in the world care,” Hamilton says. “And that continued for years afterward. My parents were really close and they came and spent a lot of time with me. Rachel’s mother had just retired, so she was able to help me with Kaitlyn during the day. She was a godsend for sure. Friends would come on nights or weekends and give me a break when needed.”

When he looks back, he sees that time of his life in black and white.

“Memories are usually in color,” he says. “But that first year was definitely in black and white for me.”

Although watching each step of Kaitlyn’s development was the greatest gift, he says not having Rachel to share it with him was hard. He constantly questioned how he was going to be able to raise a young lady.

“Rachel would have been so good at this,” he says. “I asked a lot of questions. Why did this happen? Why was she taken away from me?”

He learned to stop asking those questions.

“You may never find reason with those,” he says. “Focus on the positive and the good things around you. Be grateful for the people that support you, because that is what God is sending you – the help, support and strength to move forward.”

Be in the Moment

When you’ve gone through a trauma like this, Hamilton says it’s important to take time to heal and reflect.

“My grief for Rachel will always be there,” he says. “I still tear up every time I think about it and it’s been 20-some years. I just want to encourage people walking through grief that someday you can reformulate your life and have positive experiences again. It may not feel like it at first, but there are good things ahead.”

And let people help you, Hamilton adds. People want to help, but don’t always know how to help. He believes letting people in allows both parties to process and that’s a good thing.

“One thing I’ve learned is to be in the moment,” he says.

Don’t let things get out of balance that shouldn’t get out of balance, he adds. For example, your job shouldn’t compromise your relationship with your family. That’s something he takes seriously.

Three years after Rachel’s death, he met his current wife, Carrie, and her daughter. Today they are raising three daughters. Kaitlyn is now a junior at the University of Illinois and doing amazing, he says.

“Looking back at what I went through, there’s always some guilt that I could have spent more time or done this or that,” Hamilton says. “Live your life so you don’t have those regrets as you go forward. You just never know when you’ll get that next chance.”

You can listen to more of Hamilton’s personal story of resilience on “The PORK Podcast” on YouTube or follow The PORK Podcast anywhere podcasts are found.

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

Thu, 12 Mar 2026 12:35:08 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 Succession Gap: Why Two-Thirds of Farms Face an Uncertain Future

Tue, 03 Mar 2026 20:18:06 GMT

Farm Journal recently reported that 44 million acres of U.S. farmland are expected to change hands in the coming years - nearly 15% of American cropland by 2030.

That’s a staggering number. But what concerns me most isn’t just the acreage. It’s what that number represents: leadership transition, ownership transition and decision-making transition happening all at once across the country.

When I look at the accompanying data, I see both opportunity and vulnerability.

According to the Farm Journal Seed & Planting Survey and Consolidation Index Predictive Model Analysis, only 34% of growing operations have a formal succession plan. Among benchmark producers, that number drops to 29%. For operations identified as at-risk, just 21% have a documented succession plan in place.

Let that sink in.

Even among farms positioned for growth, two-thirds do not have a formal plan for how leadership and ownership will transition. And nearly four out of five at-risk farms are operating without one.

At the same time, consolidation risk is not limited to smaller operations. Farms under $250,000 in gross income show a 58% consolidation risk. Farms between $250,000 and $500,000 show 48%. But even operations in the $1 million to $2.5 million range carry a 32% risk. And those between $2.5 million and $10 million still sit in a baseline consolidation risk zone of roughly 27–30%.

In other words, income alone does not protect you.

Succession gaps, management transitions and strategic exits are driving consolidation regardless of size.

I’ve spent my career working with agricultural families navigating generational transition, and I can tell you this: consolidation rarely happens overnight. It happens when pressure meets unpreparedness. A health event. A lender conversation. A market downturn. A disagreement that was never resolved. A next generation that was never fully developed or clearly empowered to lead.

Agriculture has always been unpredictable. We all understand that. Weather changes. Markets move. Policies shift. But what feels different right now is how layered the uncertainty has become. Interest rates have restructured balance sheets. Input costs remain volatile. Capital demands continue to rise. Technology expectations are accelerating. And the average age of the American farmer keeps climbing.

Generational turnover is not something we can push off for “someday.” It is happening now.

So, here’s the question I would ask any farm leader reading this: If something unexpected happened tomorrow, would your operation be okay?

Would there be clarity about who makes decisions? Would ownership be clearly defined? Would compensation and reinvestment policies be understood? Would lenders feel confident in your continuity? Would your successors be prepared - not just present - to lead?

If you hesitate in answering that, you are not alone. But hesitation is a signal.

The data in the Farm Journal analysis tells an important story. Growing operations are more likely to try new technology. They are more likely to plan land investment. And they are more likely to have formal succession plans in place. That is not coincidence. It reflects intentional leadership.

The leaders that plan tend to think about the long term - not just the next growing season. They understand their profitability by enterprise. They are disciplined about capital allocation. They define leadership roles. They have hard conversations before circumstances force communication. They build clarity into the business so that transition strengthens it rather than destabilizes it.

Succession planning is often misunderstood.

It is not simply an estate planning document. It is not a will tucked in a drawer. It is not something you address only when someone retires. It is a business discipline.

It requires clarity about management transfer and ownership transfer - and those are not always the same thing. It requires fairness, which is not necessarily equality. It requires governance structure so family conversations don’t become a business crises. It requires intentional development of the next generation so leadership transition feels earned and prepared, not assumed.

And perhaps most importantly, it requires timing.

Consolidation favors clarity. It favors farms that reduce ambiguity before outside forces expose it. It favors operations that are structured - not just successful.

One of the most revealing pieces of the consolidation data is that even higher-income farms carry measurable risk. A $3 million or $5 million operation is not immune. Scale does not eliminate vulnerability if leadership transition is unclear or strategic direction is undefined.

The 44 million acres projected to change hands represent a defining moment for American agriculture. Some families will use this season to strengthen continuity and expand. Others will find themselves reacting - not because they lacked work ethic or competence, but because they delayed putting structure in place.

Planning does not eliminate uncertainty - but it does provide framework and stability.

It allows you to make proactive decisions rather than reactive ones. It gives lenders confidence. It gives the next generation clarity. It protects family relationships. And it preserves optionality.

If your farm is truly okay - strategically aligned, financially transparent, leadership-ready - then planning becomes a growth tool.

If it’s not, planning becomes urgent.

Either way, it matters.

Knowing the data should never create paralysis. Understanding your consolidation risk, your succession gaps and your financial position gives you something incredibly valuable: choice. When your business structure is clear and your succession plan is thoughtful but flexible, you can pivot as markets shift, opportunities emerge or circumstances change. You may not be able to eliminate uncertainty - but you can position yourself to move through it with confidence.

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.

How to Handle Tension Before it Becomes Conflict

Wed, 07 Jan 2026 22:37:46 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.

Empowering Your Dairy Team: Insights on Leadership and Trust from Leading Farm Managers

Wed, 07 Jan 2026 14:41:46 GMT

Behind every successful operation stands a team of dedicated and talented leaders who make pivotal decisions daily that aid in the overall success of that dairy farm. At the 2025 Milk Business Conference, two remarkable farm managers, Jason Anderson, with Double A Dairy in Idaho, and Brandon Beavers, with Full Circle Jerseys, in Texas spoke about essential skills and approaches needed to manage complex agricultural enterprises effectively.

Anderson brings his own unique blend of expertise to the table, combining nutrition consulting and dairy management. His role demands wearing many hats, ensuring daily operations align with the farm’s goals.

“We touch base with all the managers every day,” he emphasizes, outlining the importance of regular communication to preempt potential issues.

Meanwhile, Beavers manages an extensive operation in the Texas Panhandle, encompassing dairy, beef feedlot and a custom forage business. Initially hired as the CFO due to his ag finance background, Beaver’s role has evolved to include overseeing daily management tasks.

“We’ve outsourced a lot of that functionality,” he notes, explaining the shift in his responsibilities.

Empowering Teams in Dairy Operations
A critical aspect of running a successful dairy operation is empowering the team. Both Anderson and Beavers understand that managing teams requires a combination of trust, clear communication and appreciation.

“You have to know your employees; they have to feel like you actually care about them, and then you can challenge them,” Anderson shares, noting this approach fosters an environment where employees feel valued and motivated to excel. Establishing a clear culture and setting out the vision are crucial steps in this process.

Beaver’s method involves building a culture of empowerment and trust.

“Managing teams is a big part of your day to day,” he says. Recognizing achievements and celebrating milestones, such as hosting barbecues for employees, is an integral part of this strategy.

Building Trust and Relationships
Building a strong employer-employee relationship is indispensable in the agricultural sector.

“Thank yous go a really long way,” Anderson says. This simple act of acknowledgment can strengthen workplace relationships and improve morale.

Beavers echoes this sentiment, noting how necessary it is for employees to feel like a valued part of the family.

“We ask a lot of these special people to work for us that are family,” he says, emphasizing that showing appreciation is more than just good practice; it’s essential for long-term success.

The insights shared by this duo provide a valuable glimpse into the challenges and rewards of managing complex dairy operations. Their leadership approaches demonstrate that a successful farm is not just about productivity and profits but also about fostering a supportive and empowered work environment. For anyone looking to enhance their leadership skills in the agricultural industry, these farm managers offer a blueprint for success.

Your Next Read:
How Top-Deck Holsteins Produces 33,500 Pounds of Milk from 700 Cows

3 Big Leadership Myths You Need to Bust

Thu, 07 Aug 2025 19:12:39 GMT

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

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

Myth No. 1: Faster Is Always Better

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

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

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

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

Myth No. 2: Innovation Means High-Tech

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

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

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

Myth No. 3: Good Leaders Have All the Answers

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

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

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

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

Become a Mythbuster

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

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

How the Trending #FarmGirlSummer Is Educating Viewers About Rural Living

Mon, 21 Jul 2025 20:06:11 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

Mon, 30 Jun 2025 18:28:52 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

Top Producers Share The Best Advice They Would Tell Their Younger Selves

Mon, 16 Jun 2025 20:02:10 GMT

During the 2025 Top Producer Summit, previous Top Producer award winners took a moment to step back and reflect on the past. Looking back, what advice would they give their younger selves? Here’s what they had to say:

“If you’re hesitating, get on the ball. If you’re scrambling and don’t know what you’re doing, get on the ball. If you’re scared, get on the ball. It’s the only way you survive. But don’t focus so much by being on the ball and so focused on building your living that you forget to live your life.” ~Ron Rabou

“Don’t let your farm size or balance sheet determine your value. That’s been tough as a young producer, because we’re always looking for growth, but sometimes we need to reflect and recognize sometimes growth is internal. You should surround yourself with quality people and be genuinely happy for those around you. Try to understand the value of no. If I could look back, I would’ve said no a lot more. I’m still learning how to say no. The other thing my wife also challenges me to do is enjoy the ride. Take the time to celebrate your wins — even though that can sometimes be hard to do as a progressive businessperson.” ~Matt Splitter,

“Don’t let anybody crush your dreams. The first time I headed to Oklahoma with a combine, everyone in my local community said, ‘That will never work.’ I proved them wrong, and we’re still doing it 32 years later. Hang around positive people, and have someone behind you who believes in you. My wife still writes me notes every week that say, ‘I’ll love you unconditionally.’ It makes my job easier because when there’s a bad day, you’ve got somebody behind you.” ~Chad Olsen

“Hold your space. I was an only child of older parents. It was hard to grow up and be seen as grown up. So, it’s important for those of us in a multigenerational business to hold our space.” ~Christine Hamilton

“I think back to when I was in college and had a sign in my dorm that said ‘There’s one world market and everyone has 24 hours in a day. The rest is ability, imagination and ambition.’ I’d tell my younger self thank you for doing all the stuff you did when you were younger, because when you get old you need more sleep and don’t have the energy.” ~Brian Mitchell

Machinery Pete's Advice For 'Young' Farmers

Fri, 13 Jun 2025 18:41:07 GMT

What a life young producers have ahead. You’ve got your own canvas to paint. But if you permit it, there are a few gray-haired words of wisdom the old auction price guy would like to affectionately direct your way.

Keep Your Head on a Swivel
My father, who is now 87, gave me this advice in November 1989 when I set sail trying to help farmers, dealers, bankers and auctioneers better understand what used equipment is worth. Train yourself to seek out information from varied sources, be inquisitive and watch what folks are paying attention to. There are valuable insights waiting.

Stubbornness is an Asset – Sometimes
Believing in yourself, even if others don’t, is your No. 1 job. When I applied for our first home loan 33 years ago, the lender spouted off stats on how many new small businesses fail and said, “Sorry, no can do on that loan.” Rejection was like rocket fuel to me. I pushed harder and took on two part-time jobs. But the trick I’ve learned over the decades is knowing when to harness that stubbornness. Using it all the time isn’t pretty or easy for your loved ones to live with.

Eye Contact
A while back in the “Ag Twitterverse,” someone asked, “What’s one piece of advice you would give to a young person?” My reply: Eye contact. We live in an increasingly impersonal world. Technology is marvelous, but people skills are suffering greatly. The seemingly simple act of establishing and holding good eye contact with the people you are talking to is becoming extinct. There’s a golden opportunity for young folks, whether in ag or not, to stand out and get noticed. Hold good eye contact and listen well. Trust me, it will bring untold opportunities both in business and in your personal life.

It’s About Story
You might have noticed folks want to buy furniture, clothes and food with a story to it. There’s a huge opportunity there. By all means, look for ways to make your operation more efficient. But also think about new and different ways to tell the story of what you are producing. Take it from the data guy, when you tell a little story from your heart and personalize what you are selling, whatever it is becomes worth more money.

This 2001 John Deere 8210 Gold Key Tour certified tractor sold for a record $132,500.

Take this 2001 John Deere 8210 Gold Key Tour certified tractor with 3,059 hours and one owner for example. On March 22 in West Unity, Ohio, we filmed a Machinery Pete auction preview video. The late owner, David Buehrer, took great care of his equipment. His wife, Lynne, told me, “I can’t show you the Gold Key. We put it with David in his casket.”

His son, Nate, said, “Dad taught me to never have the radio on in the tractor, combine or truck because we had to listen to our equipment.”

The machine sold for $132,500 – breaking the record auction price that had been in place for 13 years by $17,500. The story matters.

Your Next Read: 5 Options to Consider During Farmland Transitions

The Kids Aren’t Coming Back to the Farm – Now What?

Wed, 11 Jun 2025 19:38:03 GMT

“Grandpa and Grandma passed the farm down to my parents, then my parents passed it down to me. We’re hopeful the next generation will take over in the next few years.”

Sound familiar? It’s the story shared on countless family farms across the country — an unspoken hope that the torch will pass naturally. No formal plan, just a quiet assumption: Our kids will come back.

But here’s the tough question no one wants to ask:

What if they don’t?

What if they have other dreams?
What if they’re not cut out for the job?
What if you’ve spent your life building something worth continuing, and no one is waiting to carry it forward?

Who runs the farm then?

It’s a question more farmers are grappling with as rural demographics shift, career choices broaden and fewer children return home after college. While it might not be the path you envisioned for your operation, the absence of a next-generation successor doesn’t mean the end of your farm. But it does mean it’s time to think differently.

Whether it’s transitioning to a trusted employee, partnering with a young beginning farmer, exploring lease-to-own arrangements or even selling to a like-minded producer, there are more options than you might realize. The key is being proactive, not reactive.
Long story short, waiting and hoping isn’t a succession plan.

Know Your Options
When a family successor isn’t in the cards, it doesn’t mean the legacy of your farm has to end. Whether your kids aren’t interested, aren’t able, or just aren’t the right fit, there are still ways to ensure the operation you’ve built continues to thrive.

1. Long-Time Employees
Sometimes your successor is already part of your team. A trusted employee who understands your operation, shares your values and has a strong work ethic might be the ideal candidate.

“It involves identifying the right person, mentoring them over time and gradually transferring responsibility,” says Jessica Groskopf, agricultural economist and extension educator at the University of Nebraska. “When done well, it’s incredibly rewarding for both parties. But it does take time, trust and careful legal planning.”

Don’t wait until retirement to start the conversation. Begin involving them in decision-making, management and financial discussions early. Let them see what it takes to run the business. Not just the day-to-day labor, but the big-picture strategy.

Formalizing their involvement with clear expectations, written agreements and timelines can also protect both parties. Work to create a succession roadmap that includes phased ownership, buy-in options or profit-sharing models to help them build equity over time.

2. Beginning Farmers
There are many young, aspiring farmers ready to work hard, but they lack land or capital. Connecting with young producers through farm incubator programs, state-level beginning farmer initiatives or land-linking platforms can lead to meaningful partnerships.

“These agreements between non-relatives are actually very common,” says Julia Valliant, a research scientist at Indiana University. “According to USDA data, land is most often accessed through a non-relative, either through rental or purchase.”

Programs across the country are designed to help match landowners with beginning farmers and even offer incentives for transitions to socially disadvantaged or beginning producers. Some states also provide tax benefits to landowners who sell or lease to a qualified beginning farmer, helping reduce the financial risk of transition while encouraging generational renewal.

3. Business Partners or Co-Ownership Models
If your kids aren’t coming back, co-ownership might be another way to ensure the farm’s legacy lives on while bringing new energy and ideas into the operation.

“That might mean forming a formal business entity, like an LLC or corporation, where ownership is shared,” says Kelly Wilfert, farm management outreach specialist at the University of Wisconsin-Madison.

However, these arrangements are not one-size-fits-all.

“Multiple owners may divide ownership of individual assets such as land, equipment or livestock, or simply share ownership of the entity that holds those assets,” Wilfert says. “This flexibility allows outgoing owners to structure transitions in stages, working alongside future owners to gradually shift responsibility.”

It’s Still Your Legacy
A non-family transition doesn’t mean your farm’s story ends; it simply turns a new page. What matters most is that it continues in a way that honors your work, your values and the community it supports.

“Have open and honest conversations with your family about this,” Groskopf says. “Understand each other’s values and goals. That emotional clarity paves the way for good business decisions.”

And don’t go it alone. Extension educators, ag consultants and estate planning attorneys can help you sort through the legal, tax and emotional complexities of transitioning your farm. But you have to take the first step.

In the end, waiting isn’t a plan. And doing nothing is still a decision.

Your Next Read: Growing Pains and Big Gains: A Wisconsin Dairy’s Fast-Paced Journey From 70 Cows to 700

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

Wed, 11 Jun 2025 18:14:42 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

Death Out of Order: A Remarkable Journey to Carry On a Family Legacy

Wed, 11 Jun 2025 16:48:26 GMT

This wasn’t part of the plan.

Brittany (Krehbiel) Hukill was born into a farm family that runs five-generations deep. As an only child in the unforgiving geography of west-central Oklahoma, grit wasn’t just something she learned, it was something she witnessed every day.

That grit, however, was tested at a very young age. At just 13 years old, Hukill’s dad, Jeff Krehbiel, received a shocking diagnosis: brain cancer.

“When Jeff was diagnosed with brain cancer in 2009, I went back to farming,” says Karen (Krehbiel) Dodson, Hukill’s mom. “His dad had retired on paper, but most farmers don’t really retire — they’re still there. So, his dad came back and helped while Jeff was sick.”

An accountant by trade, Dodson juggled farming, motherhood and fueling the farm family through meals — something her mother-in-law had done for decades before her. But running the farm wasn’t part of her plan, either.

After a two-year battle with brain cancer, Jeff passed away in 2011. Buried on his 48^th birthday, Dodson lost her husband of more than 20 years and Hukill lost her dad at just 15 years old.

A Defining Moment
A month before he passed away, Hukill and her mom had gone to visit Jeff in a care facility. Jeff could hardly speak due to several strokes. But there’s one late-night visit after a high school game she vividly remembers.

“He looked at me and asked, ‘Are you coming back?’ I knew he didn’t mean coming back to visit him. He meant, ‘Are you going back to the farm?’” Hukill says. “There was this massive elephant in the room for him. We’d worked for four generations to have this farm. I said, ‘Yeah, I plan to come home and farm.’ At that point, I had made my decision of what my plan was.”

Left: Brittany learning from her dad, Jeff Krehbiel. Right: Brittany with her grandpa, Wayne Krehbiel, and mom, Karen Dodson.

(Krehbiel Farms)

Deciding to come back as the fifth-generation to a farm she says only has a 6" layer of topsoil was the moment that defined her future.

“Mom’s only requirement was that I go and learn something and bring it back,” Hukill says. “She wanted me to go see more than just our few sections right here and get off the farm for a time.”

That wisdom set her on a path to Oklahoma State University (OSU). Majoring in agricultural economics, she thought that would be the most valuable degree to use when she ventured back to the farm. Hukill says she had plenty of teachers in high school, and even an adviser at OSU, who encouraged her not to go back to the family farm. She decided to forgo any internships or summer jobs to spend every opportunity helping at home.

But when Hukill was about halfway through college, her plans changed again.

“My father-in-law passed away in December 2016,” Dodson says. “My mother-in-law owned part of the farm, I owned the operating portion and Brittany was heir to all of that.”

(Jessy Frizzell Photography)

Another Generation’s Knowledge Gone
Healthy up until the day he fell on the farm, Dodson lost her father-in-law and business partner, and Hukill lost her grandpa — the only individual left who held the Krehbiel name and had decades of farming experience and knowledge.

“At that point, I was a year and a half from graduating college, but Logan [her now husband] and I said, ‘We’re going to have to get home, so both of us pushed the gas harder and graduated a semester early in December 2017 then got married in April 2018.”

Logan then started an accelerated nursing program, living nearly 40 miles away for about a year.

“As he finished nursing school, we moved into the farmhouse and have been here since,” Hukill says.

Today, Logan still has his off-farm nursing job, and as of last fall, he is an equal partner of the farm.

It’s split three ways, with Dodson managing the financials, Hukill managing the irrigation business and her husband as the farm manager.

(Jessy Frizzell Photography)

You Don’t Know What Questions to Ask When Your Dad Dies at 15
Losing her dad and grandpa all before graduating college wasn’t part of Hukill’s plan.

“There are a lot of questions you would have asked if you would have known you should have asked them, but I was 13,” Hukill says. “When I had my dad around, to me, he was dad. To everybody else, he was the boss man. He was the guy on the Wheat Commission. He knew his stuff. I didn’t realize how much I was going to miss and the knowledge he had in his absence.”

She also expected to have plenty of time to glean knowledge from her grandpa.

“You have this illusion that you have time to ask questions and learn from those previous generations, but once people start dying out of order and once people are gone, there’s no way to get that knowledge back.”

While she wasn’t able to capture that priceless knowledge from her dad and grandpa, she’s learned through trial and error and looks to neighbors who have been a reliable source of knowledge.

Establish a Plan Early
Though death isn’t part of anyone’s ideal plan, it’s a reality. The unexpected farm transition her family experienced sparked Hukill and her husband to create an estate plan before either of them turned 30.

“Before we had kids, we had estate plans set up,” Hukill says. “If we died today, what’s the plan? Because the kids aren’t going to take it over. How do we liquidate everything to take care of the kids we leave behind? We’ve been able to have those conversations about succession planning, even when our kids are little, because we have seen what works and what was a struggle to overcome because of how things were left.”

Hey @shanferrell -
We got it in writing! BEFORE we needed it! Aren’t you proud?! pic.twitter.com/mmgAvQj1ti
— Brittany Hukill (@bvhukill) June 9, 2022

She credits her mom for helping with that vision and the willingness to pass the farm to Hukill and her husband in a strategic manner that will continue the farm’s legacy.

“I think we would all agree it’s all hands on deck to keep it alive — whatever that looks like,” she adds.

(Jessy Frizzell Photography)

Navigating $5 Wheat by Faith
Poor margins paint a grim outlook this year. But instead of focusing on what she can’t change, Hukill is putting her energy into what she can — while not taking for granted the opportunity she has to raise her family on the same land farmed by generations before her.

“It’s not about me. It really isn’t. I truly feel like, yes, this is my family’s farm, but this was a gift given by God, so I’m going to do the best I can to take care of it, and we’re going make the best decisions we can with the information we have,” Hukill says. “If I would not have had the start I did, I don’t know that we would have made it this far. I don’t know how people get started in agriculture right now. But I am very thankful for the foundation set before me by the generations who came before.”’

Your Next Read — Tick Tock: How Long Do You Need For A Successful Transition?

Success Measured Differently: This Arkansas Farmer Is Not Bound By Legacy

Fri, 06 Jun 2025 15:29:43 GMT

Anchored with a family legacy and personal interest in farming, you’ll find Dalton Dilldine building a farming operation with attention to detail and natural curiosity.

“When we travel, I like to think about what I would do if I lived there,” Dilldine says. “I wish I had the opportunity to go to New York and walk up to someone in a suit and job shadow them for a day. I think it would be fascinating to see and understand how they spend their time.”

The continuous thread of his family’s operation drives Dilldine to overcome any obstacles and challenges in farming.

One such moment includes his father’s sudden death in 2010 at the age of 55.

At the age of 18, Dilldine was faced with the circumstances of his father’s passing: he could continue the family’s farm business, start his own entity or choose to go to college. As the type of guy who would choose “all of the above” to a multiple choice question, he did all three. Dilldine has since carried forward a legacy of farming that goes back to his great grandfather’s start with 154 acres in 1926. Dilldine Farms was in existence for decades, eventually operated by his parents. Once Dilldine was of age, he created Mezza Luna Farms.

Based in Mississippi County, Ark., the business is now over 5,900 acres and focuses on row crops.

For his achievements in the business of farming, Dilldine was awarded the 2025 Top Producer Next Gen Award, sponsored by Fendt and Pioneer.

(Lloyd Photography)

Business Management
Legacy has not bound him, rather he’s harnessed creativity in problem solving with hard labor. He straddles honoring the family farm’s foundation while finding new ways of doing business and becoming more enlightened.

For example, he’s recently taken to using ChatGPT as a brainstorming tool.

“I’ve asked it to ask me 10 questions about the farm so it better understands our business,” he says. “Then, it can respond when I prompt it to tell me how I can make improvements in certain aspects of the operation.”

With some curves in the road and bumps along the way, his trajectory remains firm. This is despite the farm looking quite different than when his father operated it.

“Before my dad’s passing, it was a large farm — actually spread across two farms,” he explains. “And honestly, I don’t think we would be in as good of shape if we were farming all that ground today. I am the one making the decisions, and I don’t know how well my decisions would go farming that many acres. As technical as farming is in our area, it would be overwhelming at that scale.”

Dilldine says he invests in how he manages the relationships in the business to help him grow, and when the time is right, more acres will bring larger scale. For now, he remains focused on the details, including a water hole on a 20 acre field.

“Some guys wouldn’t worry about something like that, but the little stuff adds up.”

His heart compels him to labor on the farm as his mind focuses on the business details.

“This is a high stakes business,” Dilldine says. “You have to be detailed-oriented.”

His No. 1 stated goal for the farm is profitability for short-term and long-term success.

Ask him about management of the farm, and he references his spreadsheets — whether it be for bidding out inputs, landlord contacts, etc. — but then he starts talking about the relationships behind those rows and columns.

With facts and numbers in mind, he balances the personal and relationship side of the business. The weight of loyalty tips the balance on the scale for Dilldine.

“When I hire you, I plan for you to stay long term,” he says. “We’ve had more people pass away still working for us than we’ve let go.”

And longevity in time working for the farm is common. One key employee is secretary and bookkeeper Delois Tittle, who has worked for the family for almost 40 years.

(Lloyd Photography)

Not Just a Tractor Driver
Over the years, Dilldine has shifted what his day-to-day work looks like.

“The biggest transition for me, individually, is now I have trained employees to do the labor intensive work I did in previous years. But I still tell and show all my guys I would do anything I am asking them to do,” he says.

Whereas success used to look like acres covered in a day, now Dalton Dilldine has a different perspective. Since evolving to more of a manager, and less time in the cab himself, Dilldine says he measures progress differently.

“I’m trying to do my best every day. At the end, I look for the reward in the day. There’s always going to be tomorrow. Let go of yesterday, and try to enjoy the success of the day. There’s always at least something positive,” he says.

In the spring of 2025, that looks like getting through six straight days of planting without a break or slowdown.

“There are things I now realize I can’t do from the cab of the sprayer,” Dilldine says. “I’ve got a guy trained to run our sprayer, and he’s done an excellent job. Letting someone else do the spraying is a huge role for me, but it’s taken something off my plate.”

He reflects on a time when he was the one in the sprayer, and his training and team organization today feels like a weight taken off his shoulders.

(Lloyd Photography)

“For a non-farmer, the most surprising thing is the time I spend in my pickup — 60% to 80% of my time at work is in my truck facilitating the next task of the day in some shape or form,” he says.

With the current structure, he’s able to focus differently and be more efficient.

“This is a business, and as it’s owner and operator, I no longer get to spend my hours as a tractor driver,” he says.

In 2019, Dilldine had an on-farm accident. While operating the sprayer at a low rate of speed, the back wheels hit a 3’ ditch, resulting in the air ride seat bottoming out, and unfortunately breaking his back.

“My wife, who is a nurse practitioner, was working in the ER when I was brought in,” Dilldine says.

Through those 10 weeks of rest and rehabilitation, Dilldine says he learned patience and how to delegate.

“At the foundation, we have to trust each other on the farm. Trust the people you have hired and worked with so when it’s crunch time, they are going to do the best job they can,” he says. “I also learned how to give good notes — how to communicate what needed to be done with expectations of the outcome.”

Three years ago, Dilldine expanded his farm team using H-2A labor, and again he can report consistency with employees repeating their term on the farm year after year.

Methodical Approach
“I try really hard, taking one step in the right direction — whether it’s a baby step or a jump as far as I can jump. Every decision, I make it thoughtful and educated,” he says.

Unafraid to tackle problems with creative solutions or out-of-the-box thinking, Dilldine purchased a commercial grain facility during the 2022 harvest season amid a drought that was leading to significant decreases in basis due to low river levels.

With 750,000 bu. of total storage, Dilldine says he uses three-fourths of the capacity currently. Originally built in the 1940s, the facility had since been out of use.

“Regarding the grain bins, people didn’t see it for what it was and honestly, what it is now. The grainery was basically dilapidated, but now its a wealth of informatics and technology on the inside. Seeing it back up and running, it’s valuable. It’s as nice or nicer than where I deliver my finished product to,” Dilldine says. “I can dump trucks in about six minutes, and I can load them out in about 12 minutes — which is pretty fast for a private grain facility.”

(Lloyd Photography)

Another example is how Dilldine added drone spraying to his operation.

“I took an entire year of planning that I was going to get a drone and learning all I could,” he says. “And I had a friend who has done it for a few years now, so it was nice to have a contact for planning and troubleshooting.”

This past year, Dilldine was eager to see what the drone is capable of in supplementing his ground sprayer for applications through the season.

“It’s been a huge benefit to be able to spray right after a rain. And if I need something done right away, it’s a supplemental tool to my ground rig sprayer. It’s saving me money, and I’m getting to apply the chemicals when I want to.”

Measure of Success
Building his network, such as the friend who had experience with drone spraying or talking to farmers about how they are also using ChatGPT, is a goal for Dilldine.

“I’m doing everything I can to be as efficient as possible. And when it comes to how I could improve things on my farm, I know networking is always going to be a great tool,” Dilldine describes.

The sharing of ideas is a two-way street. For example, Dilldine built out a spray tender trailer after looking at the setup of dozens. He settled on his design, and then five other farmers have since replicated the plans.

Plans for the Future
In farming, Dilldine is grateful for the opportunities he has pursued, and with growth in mind, he often approaches his landlords with propositions that benefit both parties.

“I want to show how we are taking care of the land we have and how my efforts can benefit us both financially and cultivate sustainability of the land,” he says.

As he works on making both the daily and long-term strategic decisions for the family’s operation, Dilldine says he often wonders what his father would think if he was here.

“I wish I could ask him today ‘Was buying the grain bins a good job? Was leveling this field the right answer? Should I have put risk out there and bought more land?’ I had to learn a lot on my own,” he says.

(Lloyd Photography)

But he’s quick to answer if he’s had any failures in farming, with a no.

“I know you’ve got to let mistakes go, and do your best every day,” he says. “At the time, make the best decision with the information you currently have. And it’s been hard work, but I’ve tried hard to not look at any failure as a failure. I’ve had hardships, but they are just learning experiences.”

And this coming June, alongside his wife, Skiver, Dilldine will have the joy of becoming a first-time dad.

“In 25 years, I hope my daughter is well on her way through life, and if she wants to farm, I hope we have everything ready for her to be able to do so,” he says.

Dalton Dilldine (pictured with his wife, Skiver), received the Next Gen Award during the 2025 Top Producer Summit in Kansas City. This award, which is sponsored by Pioneer and Fendt, is given to a grower under the age of 40, who demonstrates excellence in the business of farming. The deadline for this year’s award is Sept. 1.

(Jim Barcus)

Feeling Stuck? Ask Yourself These 4 Questions

Wed, 21 May 2025 19:51:43 GMT

Everybody’s been stuck at some point in their life. Maybe you’ve felt stuck about knowing how to move forward in your career. Maybe you’ve felt stuck between two people’s different opinions. Maybe you’ve felt stuck because you are trying to do too many things at once. Maybe you’ve just felt stuck because you are tired or angry or frustrated.

“What happens when you’re on fire?” asks Kacee Bohle, founder and CEO at AGRIMINDS . “You stop, drop and roll. That’s the first thing that I advise when you feel stuck. Let’s stop and see what’s actually going on, then we can go forward from there.”

Feeling Stuck is Normal
Bohle says being stuck is a normal situation people find themselves in. To get unstuck, take a 360-degree evaluation of your reality. What’s actually going on? What’s the root of why you’re feeling the way that you are right now?

Although there isn’t one magical way to get unstuck, Bohle suggests it starts by looking inside.

“It’s going to be different for everybody, and it really depends on all the other factors you have going into this as well,” she says. “For example, what season of life are you in? Who else is involved in your decision making? What can you actually do right now? What resources are available to you? It’s just not this cookie cutter answer where I can say, if you’re stuck, do this thing and you’re a feel all better. That’s just not reality.”

But everyone can sit back and evaluate what’s going on in their life a little more. Bohle uses a Japanese concept called ikigai to get her started.

Ikigai is a Japanese concept that translates to ‘a reason for being’ or ‘a reason to get up in the morning.’ Bohle says it’s essentially about finding what gives your life purpose, meaning and joy.

The four questions are simple ways to get yourself thinking, she says. They include:

Am I doing stuff that I love?
Am I doing stuff that I’m good at?
Am I able to get paid for it?
Does the world need what I have?

Finding a healthy balance leads to a more fulfilled life, Bohle says. But sometimes, it’s not possible to do any of those things.

“Sometimes we’re leaning really heavy in one of those areas and not even touching the other three,” she explains. “But if you know what your center could be – if you know what to get back to or what you’re working towards – it’s a lot easier to know what your next step is going to be.”

Action Creates Clarity
So, then what? Bohle says if you’re not sure what your next step is, just start doing something.

“If it feels aligned, keep doing more of that,” she says. “If it doesn’t, then shift gears and pivot into something else. Start dipping your toes into different areas.”

This can look like many things from making a big decision to make a career move to volunteering in your community. For others, it can look like having conversations and meeting new people to get that spark back, she says.

“Take small steps toward feeling something positive. The more that you do that, the more clarity you’re going to get,” Bohle says.

Do Something Unpredictable
It’s easy to get analysis paralysis when you feel stuck.

“I am a big thinker,” she says. “Sometimes I overthink it to death to the point I have considered every possible solution, and now I’m still stuck and don’t know what to do. You must do something, and that something is going to tell you whether this was the right move or not. But at least you’re doing the process of elimination, and realizing that’s the thing I shouldn’t be doing.”

In one of Bohle’s favorite shows, Covert Affairs, a spy shared that the best spy advice she ever received was to “be unpredictable.”

“I’ve always loved that advice,” Bohle says. “Don’t be ordinary. Change your routines. Do something people wouldn’t expect you to do. When you start doing stuff differently, it changes something inside of you.”

From taking a different road home than you typically do to ordering something new the next time you go to a restaurant, she says breaking out of routine can help you get unstuck.

Stop Spinning
Everything that we know or believe has either been caught or taught, Bohle says.

“If you think about our industry and who we’ve learned from, who we’ve been around, we’ve probably been influenced by them and conditioned by them,” she explains. “It takes a conscious effort to change what we’ve been taught.”

Bohle believes there’s been a lack of knowledge about available resources.

“When I think back to my professional career, and even my education, I don’t recall anybody sharing that with me,” she says. “It wasn’t until I sought out these resources that I came across them. I think there’s a lack of knowledge about how many resources exist to support you in whatever thing that you’re dealing with.”

She also says there’s a fear that it may not work, will hurt someone’s feelings or inconvenience others.

“It’s one of those endless cycles,” Bohle says. “We’re stuck spinning, spinning, spinning, and we don’t know how to get out of the whirlwind, which is why it’s so important to communicate with either your trusted circle or a professional. It can be as simple as raising your hand and saying, ‘I need some help.’”

Your Next Read: Don’t Ignore the Nudge: Why Listening Matters More Than You Think

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

Wed, 07 May 2025 13:54:35 GMT

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

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

A Lifetime of Service

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

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

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

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

Discovering SkillBridge

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

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

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

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

Embracing a New Role

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

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

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

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

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

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

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

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

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High Clearance, High Yields: How Brent Pence Bootstrapped Big Acres With Hagie Sprayers and John Deere Tech

Fri, 02 May 2025 14:11:41 GMT

In a bi-level red barn setback from a winding country road that weaves through the Central Ohio landscape, first generation farmer Brent Pence has built a corn and soy operation many never imagined would come to fruition.

“Everyone told us we wouldn’t make it, that we weren’t going to make this dream happen, and we’re still here,” says the easy-going farmer on a sun splashed, breezy spring morning.

Folks in town had doubts because they knew Pence didn’t grow up on a farm or hit the genetic lottery by inheriting thousands of acres. His father spent his career as a skilled machinist in New Carlisle, Ohio, a quaint rural enclave halfway between Dayton and Springfield. If that town sounds familiar, it might be because in 1933, the infamous cat burglar John Dillinger commissioned his first bank heist there — nabbing a cool $10,000 from the New Carlisle National branch on Main Street.

Meeting Pence for the first time, you can tell there is a fire fueling him beyond big scores and scale ticket dollar signs. After starting with 123 acres of rented ground from his longtime business mentor, Jerry McMahan, today he calls the shots across 4,500 acres of cropland spread over a 50-mile radius. Pence jokingly refers to his area as the “Boulder Belt” due to its rock-filled, clay pan soils.

The college-grad-turned-row-crop-farmer speaks with a booming, rapid-fire cadence and bounces back and forth from what he’s excited about at the time to tales of hilarious adventures on the goat and livestock showing circuit with his wife, Christine, and daughter, Paige.

Luckily for us, Pence was all fired up about his new approach to nitrogen management and application technology when we dropped in on him. Planting season was so close in his neck of the woods that you could almost taste the airborne soil dust dancing on the early spring breeze.

Shifting to Spoon-fed

First generation Ohio farmer Brent Pence in his “man cave” inside of his red barn in New Carlisle, Ohio. The space is festooned with photos of his daughter Paige winning awards on the livestock showing circuit.

(Matthew J. Grassi)

Many seasons ago, Pence dove head first into late-season nitrogen on corn research. Convinced it would drive his yields higher and pay off, he got his hands on a Hagie high-clearance sprayer and went in at V13-V14 to spoon-feed nitrogen on 400 acres that first year. Before the Hagie came roaring into his life, he often steered a side dress rig to put nutrients on around V4-V5.

“I don’t care who it is – whether it’s DeKalb, Channel or Pioneer – all of these hybrids today react to late-season nitrogen,” Pence says. “Most of the guys around here put anhydrous on and maybe do a side dress before they head to the lake, then we normally get really dry, and you’ll see the corn brown out. But ours stays green. We don’t go to the lake either. We work all summer.”

Pence saw a yield bump of 14 bushels per acre. He also noted hardier plants that better withstood the blustery mid-summer windstorms common to mid-Ohio.

“I would call it standability. The corn is not cannibalizing itself anymore to make an ear. Now the nitrogen is right there where the plant can use it to make the ear,” he adds.

Last winter, Pence signed the papers on a brand new 2025 Hagie STS 16 from his local AgPro dealership. He’s excited to run that shiny, hulking graphite and yellow sprayer all summer long - the pilot seat his favorite throne of all.

Tech Tools
Another benefit Pence discovered – after running two passes over 350 acres of winter wheat this spring – is how easy it is to steer the new Hagie around his smaller, oddly shaped fields with a front-mounted boom. Add John Deere’s ExactApply technology, which turns off individual nozzles on the boom where it knows the sprayer has already applied, and AutoTrac guidance with the G5 display, and you get why he’s so at home in this cab.

Ohio farmer Brent Pence’s 2025 Hagie STS 16 sprayer. Pence plans to put about 12,000 acres on the machine this summer.

(Matthew J. Grassi)

He also says John Deere’s Boom Recirculation upgrade has saved him money and headaches. Now, he’s able to reclaim 50 to 70 gallons of product from the boom back into the tank.

And then there’s the John Deere Operations Center mobile app. Pence whips out his iPhone and knows exactly what his machines and operators are doing, how long until they finish a field, and where he needs to send the tender truck to keep those guys working. Christine, who has a day job with the Ohio Department of Agriculture, can also keep track of everything going on from her office upstairs in the farmhouse.

During one particularly busy spring planting season, before she knew about the app, Brent was watching her work a field in Operations Center when he noticed she was stopped for awhile.

“I called her and said, ‘Hey, you’re not moving. I’m almost done. I can come help you in a few minutes.’ And she goes, “You knew I wasn’t moving? How the hell did you know that?’ And I’m like, ‘No, I didn’t mean it like that’,” he recalls with a chuckle. “So, I get down there and she’s standing there pointing this screwdriver at me and she goes ‘You have two options, so you better tell me how you knew I wasn’t moving,’ and I was like ‘Well, there’s this app I have on my phone.’ and she’s like, what!?”

Of course, that transparency goes both ways. Brent has had to answer for his own periods of inactivity as well. And when Paige makes her return to the farm this summer from college, she’ll have the Operations Center app, too. When she’s not out helping her customers win awards on the show animal circuit or breeding new goats for the future crop of customers, she’ll be on the farm helping out right next to mom and dad.

That basically sums up Brent Pence: he loves his family and farming, and he’s always thinking about that next piece of machinery or technology that can give him a leg up on ol’ Mother Nature.

“This journey we’re on as a family, the whole farming thing has been such a blessing,” Pence says. “And when Paige came into this world, we were able to spend time showing livestock all over the country with her. It’s just been pretty unreal, and it’s been a hell of a ride, that’s for sure.”

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

Fri, 11 Apr 2025 18:32:46 GMT

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

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

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

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

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

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

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

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

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

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

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

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3 Steps To Honestly Evaluate Your Farm's Performance

Thu, 27 Mar 2025 12:00:00 GMT

You’re only ever in three stages of life:

As good as you think you are
Better than you think you are
Worse than you think you are

Most of the time it’s No. 3. “But, Shay, my feelings!” Settle down, this isn’t to make you feel bad about yourself. It’s to reflect on how you’re treating yourself.

Step 1
The first step is expectations and goal management. Your perception of how well you are doing is probably dictated by the ability to achieve your expectations. Do your expectations only live in your head? Then you need to write them down. People who write down their goals are 80% more likely to achieve them. Then you need to evaluate, are these realistic expectations?

Step 2
The second step is prioritizing. You can only improve what you measure, and you shouldn’t measure what you aren’t willing to manage. Whether it is time management, work-life balance, profitability projections, marketing plans or yield goals, if you don’t measure how you’re doing, how will you ever improve? On the other hand, why are you worried about the markets if you aren’t going to forward market? Does stressing about the price of fuel matter if you’re going to keep the grain cart tractor idling all day at $175 per engine hour anyway? Prioritize what matters and measure it diligently.

Step 3
The third step is being honest with yourself. It’s important to look at each aspect of your business and rate yourself. You can come up with your own metrics, but it might look something like this.

Are my financial reporting mechanisms in order: cash flow, balance sheet, accounting system, tax preparation, etc.?
How would my team rate my leadership and engagement over the past 90 days?
Am I communicating effectively to landowners, team members and stakeholders?
Are opportunities being fairly assessed for economic progress and determination of alignment with our business?
Is my equipment maintenance plan what it should be and am I doing the work in a timely manner?
Am I taking care of my personal health and family obligations, as well as prioritizing the things that really matter to me in life?

Design your own metrics for business success. Honestly, my scores are pretty darn low in a lot of these categories right now, but it is an important metric for me to track and implement changes where I can to steer the ship in the right direction.

Set your expectations appropriately and get them on paper. Prioritize what needs to be done and spend less time doing what you aren’t willing to change. Be honest with yourself and assess how your farm is performing.

As you read this, are you as good as you think you are, better than you think you are, or worse than you think you are?

Former CEO's Favorite Resources For Becoming A Better Leader

Mon, 03 Mar 2025 14:05:35 GMT

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

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

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

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

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

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

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

He compares reading to taking a shower.

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

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

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

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

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

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

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

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

Sun, 16 Feb 2025 21:24:20 GMT

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

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

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

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

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

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

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

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