Leadership in Farm Business

1. Leadership in Farm Business This module for Managing for Success has been developed by Stephen E. Hadcock, Extension Educator CCE of Columbia County 479 Rte. 66, Hudson, NY 12534 Phone: (518) 828-3346 Email: seh11@cornell.edu

2. Leadership Module Learning Objectives By the end of the module, learners will: • conceptualize what it means to be a leader in a business • understand the need to develop leadership skills in order to operate their business successfully • understand their weaknesses in leadership skills Time needed • Time needed for module is 30 minutes AV Equipment • Laptop computer • LCD projector and screen • Flipchart and Markers

3. Additional Trainer Resources Leadership and Management of Farm Businesses by James C. Hanson Leadership Checklist from Purdue Bulletin ID-244 Are Your Farm Business Management Skills Ready for the 21st Century? Purdue Bulletin ID-244

4. Presenter: Title Slide On with the show! Introduce yourself and say something about leadership in business

5. Leadership in Farm Business Stephen E. Hadcock, Extension Educator CCE of Columbia County 479 Rte. 66, Hudson, NY 12534 Phone: (518) 828-3346 Email: seh11@cornell.edu

6. Presenter: DMAIC • Introduce the discussion of leadership using the DMAIC model. • Can say something like: • In this class, you have spent time going around the circle and learning how to use each part of the DMAIC model. Have spent time learning about planning and managing, but who is going to lead? Here is an example of what I mean.

7. Problem Solving Cycle Define Compelling Vision of Business Translated through Goals and into Systems of Interest define Determine interactions among systems and “where to look”  You are here Control Re-create measures, and performance standards DMAIC* Approach to Problem Solving and Continuous Improvement *adapted from Six Sigma Measure Determine appropriate measures, apply and compare with benchmarks Improve Combine alternative generation, decision making and tactical planning Analyze Determine root cause(s) of sub optimal performance or accept current performance

8. The Car Example Say you want to go on a trip in a car (to Chicago). Pause and move to next picture You get a map and plan the trip. Pause and move to next picture There is still one important component still needed -- a driver of the car. The driver is the leader of this trip and has an idea of how to use the map and motivate the car (and passengers) to reach the destination.

10. Outline What is Going to be Discussed • The next slide highlights some of what is going to be talked about in the rest of the discussion • Do you see yourself as leader? • Who might be a leader • What skills or traits does a leader have? • Leadership vs Management • Survey your leadership skills

11. What Are we Going to DiscussRegarding Leadership • Do you see yourself as leader? • Who might be a leader • What skills or traits does a leader have? • Leadership vs Management • Survey your leadership skills

12. Presenter: Are You a Leader? • Even though they might not view themselves as leaders, need to help the learners discover that they do indeed use leadership in their business. • Discuss the following points with the learners: • Many farm businesses are small and have few, if any, employees. So why do I need to lead myself? • Even on larger farms, farmers may not view themselves as leaders • It may be difficult to think of yourself as a leader when busy taking care of daily tasks on the farm • Are you a leader some place else? In church, local fire company or other organization? What leadership skills do you bring to that organization? Do you use the same skills on the farm?

13. Are You a Leader? • Self employed • Leader of one? • Busy with managing the farm • May extend off of the farm

14. Presenter: Patricia Warner on Leadership • Does a great job of setting the stage for talking about leadership. • Audio is low, so need amplified speakers in order to hear.

15. Thoughts on Leadership • Patricia Warner • Founder of Global-eze, a business consulting company • Previously held progressive positions at Corning • Undergraduate degree from University of Connecticut, M.B.A from Cornell University

16. Presenter: Skills or Traits Good Leaders Have Slide • Leadership is an important part of operating a successful business. Activity 1: • Items needed: • Flipchart • Easel • Marker • Activity Guide • Attempting to get the learners to identify what makes a good leader. See if they will volunteer verbally traits/skills that make someone a good leader. Have learners state what traits or skills they feel are important for a leader to have. • Can give an example, but want the learners provide most of the skills/traits they feel are important to be a good leader. • Write the responses on flipchart, overhead or chalkboard for use in another activity.

17. What Skills or Traits do Good Leaders Have?

18. Kevin Gaugush Introduction • Next, we are going to talk about the difference between leadership and management. • To help with the discussion, here is a video of Kevin Gaugush talking about leadership. • Learners should listen carefully about what he says about leadership. What does a leader do?

19. Leadership Traits • Kevin Gaugush • Vice President of Human Resources at Aramark • Shares thoughts on employee retention, managing and leading • Undergraduate degree from Yale University and MBA from University of Michigan

20. Presenter: Leadership vs. Management Slide • It is difficult to figure out where management ends and leadership begins. They are intertwined. However, there is some clear split in some areas • This is not the complete list for each, but those that were chosen do the best job of highlighting the differences between leadership and management. • Thinking back to what Kevin just said, let’s compare the two. Did he do all of the leadership traits in discussing his example of getting out of an arena that was on fire? • i.e., determine purpose –to get out of a stadium that is on fire! • Vision – is knowing how to get out safely through the exits • Thinking about tomorrow – don’t follow him, there is no tomorrow • Contrast, if possible with management

21. Determine the purpose Create vision Don’t stop thinking about tomorrow Do the right things Efficiently allocate resources Tactical planning Concentrate on short term Do things right Leadership vs. Management Source: Adapted from Leadership and Management on the Farm. Univ. of Maryland

22. Jean Hill Introduction • Jean Hill makes some key points about being a leader. • Again, have the learners listen carefully about what Jean has to say.

23. Leadership vs Management • Jean Hill • Executive Director of Infrastructure for Retail Division of Morgan Stanley • Discusses experience in financial services and technology • B.S. from Cornell University and J.D. from Fordham University

24. Jean Hill Discussion • Jean has important thoughts about being a leader and helps to contrast the difference between leadership and management. • What did Jean Hill say about vision? Did Reagan just have a compelling vision and then do nothing about it? NO! • A leader may develop a vision for a business. However, a compelling vision will never be actualized if it is not implemented. Therefore, a leader has to motivate others to internalize the vision and work toward making it a reality. They have to be the “vision champion.”

25. Determine the purpose Vision Champion Don’t stop thinking about tomorrow Do the right things Efficiently allocate resources Tactical planning Concentrate on short term Do things right Leadership vs Management Source: Adapted from Leadership and Management on the Farm. Univ. of Maryland

26. Presenter: Leader vs. Manager Activity Activity 2 • Items needed: • Marker • Activity Guide. Discuss with the learners: • Was the list cut and dry? • Is it kinda muddy? • Have the learners look at the list and state what they feel generally characterizes the traits/skills listed as either a) leader b) manager c) both and explain why. • After hearing the Eclip and discussion, can you think of any leadership skills that were left off the list and should be added now?

27. Which is a Leader and/or Manager? • Let’s look at our list • What does our list tell us about leadership vs.. management tasks? • What might you add to the list now? (as far as traits for being a leader)

28. Why is Leadership Important? • The next slide is to summarize the discussion to this point • It is also to get the learners to think and verbalize what they think about leadership so far. • Some ideas to share as starters: • “Get your head off the farm” meaning think about global issues that may impact your business in the future • Motivation – be able to provide motivation when needed • Vision – lead others to a better future (as Kevin Gaugush) points out. • These skills are important for every one. For small and large farms alike. Leadership skills are needed to help with management and vice versa. Management and leadership compliment each other and are needed by each other.

29. Why is Leadership Important? • What have you learned so far about the importance of leadership? • Are leadership skills important even for a small business? • Why?

30. Presenter: Leadership Self Discovery Activity 3 Another transition takes place here. Change from talking about leadership skills/traits to encouraging learners to discover what skills/traits they have as leaders. Items needed • Leadership checklist from Purdue Bulletin ID-244 • Pencil or pen • Activity • Allow learners some time to complete • Depending on comfort level of individuals, can have small group discussions or large group discussions.

31. What Strengths Do You Have? • Complete the leadership skills checklist • Answer to yourself, what strengths and areas that can be enhanced. • Don’t need to share, but can if you wish

32. Presenter: Natural Leaders Slide • Discuss with learners: • Some people may naturally have skills that may allow them to be viewed as a leader • Examples of possible answers: • Create vision for business • Identify long term goals • Cheerleader • However, one can learn to be a leader • Being a leader is a growth process. Need to learn and continue to try new ways to lead your business.

33. Are There Natural Leaders? • Some people may naturally have skills • Becoming a leader can be learned • Need to “grow” as a leader

34. Presenter: Resources on Leadership • A good way to enhance leadership skills is to get off the farm. • LEAD NY • Local community groups (i.e., fire dept., Rotary, etc.) • Books • Full Steam Ahead! • Other Ken Blanchard books • Online • Univ. of Maryland • Purdue

35. Resources for Leadership • Get off the Farm! • Written • Full Steam Ahead! By Ken Blanchard • Online resources • Workshops

36. Presenter: Questions • Are there any questions about leadership?

37. Questions? Comments?