As I write this article, we are beginning a new school year, and I remembered a TED talk by Sir Ken Robinson. One of his messages cautioned teaching a particular technology, software or management process because the speed of change and innovation is so fast that by the time the student graduates, the technology, software or processes learned as a freshman will have been replaced with something newer and better. Instead, teach them how to think through and find the opportunity in change.
We know change is coming. We know it will leave some behind, and we know it will be an opportunity for others. So if we can teach students to build a culture for themselves and those around them of embracing, managing and even seeking change, then we will have handed our students a fishing pole that will catch fish for a lifetime versus just a few fish that will soon be gone.
I believe we in the dairy industry can learn from Sir Ken as well. In addition to learning to think through and find the opportunity in change, how can we learn to incorporate the traits into the culture of our businesses that will increase the probability of continuous business success regardless of unforeseen changes that the future may throw our way?
In preparing for this article, I did what any self-respecting writer would do, I Googled it! A brief search quickly brought up dozens of articles of the top characteristics of successful managers/businesses. After a quick count from the first few, I was already at 35 traits.
While that was helpful, I needed a simpler understanding. I’ve been blessed to know many successful farmers, entrepreneurs and business leaders who always seemed to be a step ahead of the herd. What are the common threads among these individuals? What core set of traits did they share? I came up with three traits and one overarching theme.
Curiosity
The first trait was curiosity. The dictionary defines curiosity as a strong desire to know or learn something even if it is not of direct concern. The curious manager is reading, attending workshops and events, listening to podcasts and always asking questions. Further, the curious manager does not limit their interests to the dairy industry but is also interested in food, people, history, politics, engineering, social movements, education, barn quilts and much more. Finally, and perhaps most importantly, in my experience curious people have fewer preconceptions, fewer biases and more willingness to accept and explore alternatives.
The speed of innovation can make today’s successful business model and practices quickly obsolete. The curious manager will already be aware of new innovative ideas and have asked questions about them. Further, the curious person has an open mind and not closed to new ways of doing things. What others may scoff at as that crazy newfangled expensive idea, the curious person pauses and wonders “… but what if?”
Aren’t we just born with curiosity? Can I learn to be more curious? The science of curiosity suggests that it is innate – that is, everyone is born with a starting point. However, the science also says it can be developed. Experiences that promote and reward exploration, open thinking and questioning will develop a more curious character. What can you do to develop the more curious mindset for yourself, your co-managers/owners and your employees? Can you establish an environment that rewards exploration, open thinking and questioning without fear of being labeled, criticized or laughed at? What would it mean to the future ability to adapt if you and your entire team were more curious, and that curiosity was allowed a forum in your farm’s communications?
Math
Curiosity gets you the idea; math lets you know whether it makes sense in your business. Successful managers always seem to know the numbers. Once their curiosity pings on an idea, it takes about a millisecond before the math of costs, revenues and profits begins to stir. Successful managers are willing to take risks and be early adopters, but they do so in a calculated way, having put pencil to paper calculating scenarios of costs, revenues and profits.
Again, we are born with an innate level of math skills, but we can certainly develop our skills for ourselves, co-managers and employees. Do you have a business culture that values knowing the math? Do you attend training? Do you continuously seek opportunities for other co-managers/owners and employees to sharpen their skills and learn the math of breakeven costs, financial analysis, return on investment, etc.?
Perseverance (aka persistence or grit)
When I was in graduate school, I had a sign above my desk with a quote from Manfred von Richthofen (aka the Red Baron) that said, “Success flourishes only in perseverance – ceaseless, restless perseverance.”
Merriam-Webster defines perseverance as “continued effort to do or achieve something despite difficulties, failure or opposition.” The sign above my desk got me through more than one difficulty, failure and opposition. It motivated me to try that math problem one more time, to re-write that paper despite all the red ink my major professor threw on it and to put in an extra hour of study.
Curiosity generates the idea, math assesses the goodness of fit for your farm, and perseverance is the grit to make it happen. Like the other topics already discussed, we are born with some endowment of perseverance, but it can also be developed. What have you done, or can you do, to generate and motivate greater perseverance for yourself, your co-managers/owners and your employees? Do you have tools, control processes and follow-up systems that ensure implementation? Do you have farm meeting and communication structures that monitor implementation, motivate action, reward progress, celebrate accomplishment and provide a means to address and manage the pits and potholes that will inevitably occur?
The trait that ties it all together: Passion
It may sound cliché, but curiosity, math and perseverance are all much easier if you, your co-managers/owners and your employees have a passion for the business and its vision and mission. We are willing to endure hardships, setbacks and temporary failures if we believe in what we are doing and its destination.
Developing passion is certainly more challenging. While easier said than done, hiring passionate people is a good start. I would say promote passionate people, but if they are passionate about the dairy business, then promotion will likely take care of itself. Another idea is to search for what people are passionate about and see if there is a match within the business.
Finally, and maybe most importantly, create an outstanding culture where people are respected, heard and rewarded. Compensation is part of that reward but may not be the most effective. Investment in training, performance recognition or even family picnics with a soccer match may be just as effective. People are much more likely to give the extra hour, take extra care of the animals and be more attentive if they feel they are genuinely appreciated and heard.
I believe Sir Ken was right. We don’t know what new cool technology is around the corner, what change in weather, prices and policy is coming or what new local, state, national or global situation will disrupt business as usual. What we do know is that change is always coming, and coming faster than it did last time. If a personal and business culture is nurtured that proactively encourages and develops curiosity to create ideas, math to assess the fit of those ideas, perseverance to get it done, and if all are planted in the rich soil of passion for the business, its mission and vision, then perhaps the only thing left is finishing the salad for the employee picnic and soccer match.
