Those in charge of a business and its employees have a direct influence on the culture and ethics of the workplace. Leaders should pay close attention to the culture they create and how their actions affect the company. This concept, often referred to as “trickle-down leadership,” can be observed in our livestock. A dominant horse asserting its place at the feeder will send a shock wave of movement and fighting down the way. A rogue lead cow will influence the others to hide in the brush or attempt escape. The opposite is also true. If the lead cow is heading in the right direction, it can be much easier to move the entire herd.
I have also observed the way a leader can influence the mood and actions of people. A small environmental company was participating in a team-building competition I was leading. There were five or six employees and the CEO. As the competition progressed, the CEO spent his energy on aggressive sabotage efforts. By the end, the employees were all flustered and frustrated. In the final discussion, it was clear that this type of behavior was not new. Those employees likely did not have high job satisfaction. Workplaces with low job satisfaction are also prone to high employee turnover. Turnover is costly through lost productivity and replacement search efforts.
Ranching provides a lifestyle that many enjoy. However, lifestyle can only go so far. The ideal situation for an employee is the trifecta of personal fulfillment at work, doing something valuable for the company and getting paid well for it. Having all three would be the dream. Two out of three are acceptable, but just one is unsatisfactory. An employee might feel personal fulfillment doing something worthwhile for the company and be ok with less pay. This is often the case in agriculture. However, a poor workplace environment can lead to lower fulfillment. Similarly, if the leader/owner/manager of the operation is constantly focused on negative aspects of performance, employees may begin to feel they are not performing in a way that is beneficial to the company. Most cowboys don’t get paid enough to put up with poor work environments.
Dissatisfaction in these areas will lead to turnover. Not all turnover is bad. Terminating a poorly performing employee can save lost time and money and may be necessary. Prior to termination, an evaluation should be made of what’s behind that person’s performance. Providing the proper tools, allotting for realistic time frames and acknowledging possible training or communication issues are all leadership’s responsibility. Cowboys make sure their horses and dogs are well-fed, well-watered and well-trained prior to expecting work from them. Similar consideration should be given to people on our team as well.
Here are five things to consider when creating a desirable work environment and retaining quality employees.
1. Do what you say you will do
This applies to promises made during the hiring process as well as those made to current employees. Be a person of your word. If you don’t mean it, don’t say it. This is even applicable to small things, such as friendly wagers or competitions. If you promise lunch, buy lunch. This will create a culture that emphasizes integrity, honesty and trust.
2. Provide positive feedback
Positive feedback should be given as much as or more than negative feedback. When correction is needed, correction should be given. But if the only time employees hear from you is when they have done something wrong, it’s time to reevaluate. If a job is well done that day, mention it. If the truck got cleaned out without being asked, mention it. If the cattle come in looking fat and sassy, mention it. Give credit where credit is due.
3. Make sure your employees have the proper tools and training
I worked for a ranch where every trailer on the property had at least one tire that went flat on a regular basis, and they didn’t replace the air compressor when it stopped working. Provide good tools and supplies, and expect employees to take care of them. Nothing is more frustrating than being asked to build a new fence with rusty, twisted wire.
4. Give opportunities for ownership
Giving opportunities for ownership means giving stewardship over something and then holding employees accountable. If possible, create a bonus structure to provide built-in rewards. One example is putting an employee over hay production. Provide what they need. Listen to their ideas and mentor their actions and knowledge. Then, offer a small percentage of sales.
5. Invest in their improvement
Build your employees and help them grow. Find out what their goals are, and then help create a pathway toward them. In our digital age, a wealth of knowledge through webinars and online courses can be had without travel expenses or extensive days away from the ranch. If ownership or management is attending a conference or lecture, consider bringing employees along. You may build them into someone who is overqualified for their current role. That is ok. They may fit another role in your operation. If not, they will go on and be an asset to the industry in another place.
The ability to keep quality employees hinges heavily on the ability to create a positive and growth-minded company culture. Correction will still be necessary, and employee turnover will still happen; however, by showing employees that you are invested in them and their success, respect and loyalty will come naturally – respect and loyalty that are not leveraged through a paycheck but given willingly.
