As I reflect on my career working for America’s dairy farmers, it’s important to know that it began with a single, deeply entrenched personal premise: I was the consummate No. 2. I am the second of three daughters, and I’ve been the person behind the person in charge throughout my career.

And in that role, I thrived.

From early on, the personality traits and differences between me and my older sister were clear, and our parents’ praise and recognition reinforced our respective strengths and roles. She was the intellectual, highly creative, free spirit. I was – and didn’t have a problem being – the steady soul with broad shoulders and a smart, practical ability to do and deliver whatever was expected.

My career followed suit. From my first job at a global strategy and marketing agency, to the next 10 years with a start-up healthcare and nutrition consultancy, to my time at Dairy Management Inc. (DMI), I worked my way through each company’s ranks.

Over the years, I demonstrated passion, a steady disposition, an ability to translate vision and strategy to action, diplomacy and relational competency – an important skill set that complemented each company’s leaders and earned for me that coveted, and sometimes controversial, No. 2 role.

There are various titles and much written about what it takes to succeed as a secondary leader. For me, it’s been about consistency in values, role clarity and authority, and a clear runway to deliver against business goals. And the need to remain flexible as required by the No. 1 person – to serve as counterbalance, planner, doer, wise counsel or diplomat.

Chance to be No. 1

A year ago, when the DMI chairs asked me to move from No. 2 to No. 1, I asked myself if my skills as a “secondary” leader would translate to being the “primary” leader. With the help of many farmers and others in the industry, and some good-old intestinal fortitude, I realized, yes, I could do it.

I was honored to accept the role of CEO and started full speed. I shared with Chair Marilyn Hershey and the DMI board that as a longtime employee, I would maintain a level of strategic continuity. But I quickly added that continuity does not mean complacency. I would make critical changes, bring a bias for action and an outcome-driven mindset to work with the board, staff and industry leaders as we build a next-generation checkoff.

I soon realized that my experience as No. 2 prepared me well for CEO as similar leadership skills and qualities are required, especially in the wake of a global pandemic, impending recession and an overall period of societal unrest that is, sadly, affecting countries, communities and our companies’ workforce.

So, here are some leadership characteristics that are especially relevant in today’s environment:

• Listening. This is a top quality and essential in my role at checkoff. Although listening can sound like a passive function, it’s far from it. It’s the best communications technique in meeting people where they are and understanding their position and perspectives – an important approach to our farmer funders and the consumers to whom we market. I spent my first 100 days as CEO listening to farmers, staff and industry leaders to understand views on opportunities for growth and checkoff perceptions as input for future direction. And I continue listening.
  
  
• Adaptability. If the past two years demonstrated anything, it is that the world is evolving quickly, and we’re operating in an increasingly complex and volatile global marketplace. Just like there is no one-size-fits-all approach to farming, there is no one-size-fits-all to the marketplace. We must be nimble as we customize programs to fit markets, evolving channels and to meet changing consumer needs. How can U.S. dairy win in this complex and uncertain world? We must be clear on who we are and where we are going as a checkoff.
  
  
• Influence and inclusion. Whether reflecting personally or about the checkoff, leadership is not about a title and role, it’s about building trust, respect and a shared purpose with others. It’s the ability to share an inspiring vision for change or growth, and engaging people (employees and key stakeholders) and partners in that journey. This has been a fundamental principle for checkoff – to work with like-minded and catalytic partners, organizations, influencers and experts to build credibility and long-term growth for dairy.
  
  
• Empowerment. Our success and growth depend on others’ success and growth. Every checkoff employee and person in this industry must be empowered to think bigger, to help define change and to find new disruptive opportunities to drive greater impact and ultimately transform or expand dairy’s role in the lives of our consumers.
  
  
• Data-based and technology-enabled decision-making. The role of data and technology – whether it’s for farm, corporate business, government – is critical. For checkoff, we’re integrating technologies to help make us smarter, faster and more effective. For example, we’ve digitized our health and wellness science – creating a searchable digital database that allows us to analyze potential benefits and claims in hours versus days or weeks. We’re also bringing artificial intelligence and social listening technology into a digital command center as a service to the entire checkoff system and broader industry – improving use of hundreds of influencer voices and the efficiency of our media buying efforts.

Passion and perseverance

I’ve reflected on what it will take to ensure the staying power of the checkoff, the essential work we do and our relevance as a category in this quickly changing world. The simple truth is that with a clear sense of purpose and a shared understanding of our reason for being, the foundation is strong to move us forward.

In Angela Duckworth’s book Grit, she said it isn’t genius or luck that drives success. Rather, it’s a unique combination of passion and long-term perseverance. One quote struck me: “To be gritty is to keep putting one foot in front of the other. To be gritty is to hold fast to an interesting and purposeful goal. To be gritty is to invest, day after week after year, in challenging practice. To be gritty is to fall down seven times and rise eight.”

In other words, keep at it. Being gritty in the dairy industry is not new. It’s what it takes to survive and thrive.

Also, never underestimate the combination of strengths, experiences and perspective that have gotten you to where you are. Those are unique to you, and they’re at the heart of how you can make a lasting impact, whether it’s on your farm, in business or at home.

To learn more about your national dairy checkoff, visit our website or send a request to join our Dairy Checkoff Farmer Group on Facebook. To reach us directly, send an email.