Now is the time to identify your current health insurance plan and decide to either stick with the status quo or change benefit plans. If you’re fortunate to be happy with what you have, then a simple re-enrollment works. If your operation has changed over the year – budget and payroll – you might need to re-evaluate your offerings.

The purpose of this article is to increase your comfort level in performance discussions. There are two types of performance discussions. The first focuses on training and assigning new tasks and/or responsibilities. The second is providing feedback on the execution of those tasks and responsibilities. The focus of this article is the latter – feedback – although all but the first section applies to both.

Producers now have a valuable opportunity to secure higher revenue floors in an increasingly volatile market by enrolling in the Dairy Revenue Protection (Dairy-RP) program. The program is a great addition to a sound risk management strategy, allowing producers to give added focus on managing volatility beyond the commodity sector and unpredictable geopolitical, macroeconomic and other unforeseen risks.  

It’s been said that people don’t leave bad jobs, they leave bad bosses. But I think there’s more to it than that. In my decades of experience, both in the office and on countless farms, people do leave bad jobs. They also leave bad environments, situations with high expectations and little guidance, and meager growth opportunity. This is true for all types of businesses, including agriculture.

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 folks? What core set of traits did they share? I came up with three traits and one overarching theme.

Milking automation represents not only a technological advancement but a fundamental shift in dairy farm management. While automation simplifies processes, the human touch remains indispensable. Successfully managing employees requires finding the right balance between leveraging the power of technology and nurturing a supportive, engaged work environment.

Running a multigenerational family business is no small feat. Passing on a successful operation where multiple generations are motivated to work, take risks and raise their families is yet another feat. But each is possible, even highly likely, by following this blueprint for motivating the next generation.