Human Resources

A Place to Work and a Place to Live: How One Dairy Provides Housing for Nearly All of Its Employees

Fri, 15 May 2026 16:50:55 GMT

On dairy farms across the country, the labor challenge no longer stops at hiring. Producers are working to build operations where employees want to stay long term, raise families and create a life in rural communities.

But in some areas, one of the biggest obstacles has become housing. Affordable rentals are scarce and employees willing to work on farms often struggle to find a place to live nearby.

At Brey Cycle Farm in Sturgeon Bay, Wis., employee housing has become part of the long-term business strategy. What started with one farmhouse has grown into a network of homes, apartments and rentals that now house nearly the farm’s entire workforce.

“Providing housing has become a huge part of what we do,” says Moriah Brey, one of the farm’s four owners. “At the end of the day, farming is about people too. If I can help someone build a better life and give their family a safe place to call home, that’s incredibly rewarding for me.”

For the Breys, employee housing has become another part of running the dairy. Alongside managing cows, crops and employees, the family now manages a growing network of homes tied closely to the farm’s workforce.

(Brey Cycle Farm)

More Than a Place to Live

Brey and her family milk 1,500 cows, raise their own youngstock and operate a direct-to-consumer beef business. Along the way, they’ve also built an employee housing program that has become a central part of how the farm operates day to day and supports the people behind it.

“We have about 25 employees and we house 23 of them,” Brey explains. “Thirteen of them live with their families, and then 10 live as individual guys.”

To make that work, the farm owns 11 houses and rents another five. That’s 16 homes to manage alongside everything else the dairy requires.

“We joke that we’ve become a property management company,” Brey says with a laugh. “Honestly, we probably do need to hire someone for it. Managing all the houses and properties has become a big part of what we do.”

But behind the joke is a serious reality. Housing has become a big part of how they support and retain their workforce.

Why They Stepped into Housing

Brey Cycle Farm has had employee housing in some form for nearly two decades. But things really took off when the family began using the TN visa program to bring in workers from Mexico.

“As we started using the TN visa program, one of the requirements is that you provide housing,” Brey says. “That really got things going. We’ve always had one house on the farm that an employee has lived in. But as the farm has grown, the housing has grown with it.”

(Brey Cycle Farm)

Today, many of their employees came through that program, and most arrived alone at first.

“At first, when people come here through the TN visa program, they’re usually arriving on their own,” Brey explains. “In those first few weeks, they typically live in housing near the farm. Once their families join them, each family moves into their own house.”

Brey emphasizes the housing they provide is designed for privacy and stability, not shared living.

“We make sure the housing fits their situation,” she says. “Everyone has their own room, and when families arrive, we move them into a home of their own, whether that’s a house we own or one we rent.”

In Door County, where the farm sits, tourism drives up demand for rentals, and vacancy rates are low, leaving few affordable options close to work.

“Up here, it can be really difficult to find a place to stay,” Brey says. “We’re not close to an urban area, and Door County has about a 1.5% apartment vacancy rate. It’s extremely low, so finding housing is a real challenge and it’s part of why this has become so necessary.”

From Farmhouses to New Housing Options

Over time, the Breys have built a patchwork of housing. One recent addition came together in Sturgeon Bay, where they added a four-plex with four apartments and a shared outdoor space that has quickly become a gathering spot for employee families.

“It’s got four two-bedroom apartments in this really cute building with a big backyard where we’re going to put a swing set,” Brey says. “The group of employees who moved there were just so grateful. There are a few places where people naturally hang out, and this has become one of them. It really feels like a little family there.”

Brey Cycle Farm

(Brey Cycle Farm)

At another property, one employee now lives close enough that his children ride the same school bus as the Brey children.

“We moved this gentleman to a mobile home down the road from us,” Brey says. “So now his kids are on the same bus as my kids, and it’s just so cool.”

For the Breys, each home is more than just a property. It’s tied to the people who help run the farm and the relationships they’ve built over time.

Rent, Utilities and Expectations

Housing on the Brey farm is not free, but it comes at a reduced cost. The goal, Brey says, is to keep housing affordable while still asking employees to take care of where they live.

“We do charge rent, but it’s heavily subsidized,” Brey explains. “If you live as a family, you pay a little more. If you live as an individual, you pay a little less. But it’s still well below what a house would normally cost.”

The farm also covers many of the utilities in most homes, including heat, propane and internet. With that setup, expectations around upkeep become part of the day-to-day conversation. Small things like thermostats, trash and general housekeeping can add up quickly if they are not addressed early.

“Just assuming everyone is going to do things the way you would is not how it works,” Brey says. “Sometimes we go into a house and find the heat turned way up or a smoke detector unplugged.”

To stay ahead of those issues, the farm relies on frequent communication and simple reminders shared with employees to reinforce expectations around upkeep and utilities.

“We started putting reminders in their paychecks to keep things top of mind,” she explains.

(Brey Cycle Farm)

More recently, the farm has also adjusted how they handle some utility costs, including charging employees for a portion of electricity use tied to each home.

“We started charging for a portion of electricity use because it’s something we can track by house,” she says. “Other utilities are harder to separate out, so we still cover those.”

Even with those adjustments, Brey says the goal is not to police employees, but to create a system that is practical and easy to manage for everyone involved.

“These people are very capable,” Brey says. “It’s really just about making the system simple and workable for everyone.”

Spreadsheets, Clipboards and Managing the Homes

Managing 16 homes has added an entirely new layer to the dairy’s operation. Between utilities, maintenance, repairs and communication with employees, housing now requires regular organization and oversight.

“We have this huge spreadsheet,” Brey says. “Every house is different. One has forced air, another has a boiler and another has electric heat. We’re tracking things like smoke detectors, furnace filters, propane deliveries, utility bills and maintenance schedules. When you’re managing that many houses, there’s just a lot to keep organized and stay on top of.”

Much of the coordination happens through the farm office, where employees can report maintenance issues or ask questions about utilities and housing needs. The farm’s leadership team also meets regularly to review housing concerns and stay ahead of repairs and upkeep.

(Lori Hays)

“We meet at least once a month and go through everything,” Brey says. “We try to make sure something is always moving forward with the houses.”

Twice a year, the farm also does more formal walk throughs of the properties to check things like filters, smoke detectors and general maintenance.

“We try to go through every house a couple times a year and double check everything,” she says. “But honestly, we’re involved all the time because people call us whenever something comes up.”

Even with systems in place, Brey admits housing management is still a work in progress.

“I don’t know how we manage it sometimes, to be honest with you,” Brey laughs. “At some point, we’ll probably need someone dedicated to property management. So far, it’s worked, but we’re still figuring out the best way to organize everything.”

Culture, Not Just Housing

Ask Brey why employee turnover is so low, and she talks about relationships and the culture they have built on the farm.

“Culture is our game,” she says. “We try to be really responsive to what people need. They’re like our friends, truly.”

That mindset shapes everything from housing decisions to the way employees settle into life around the farm. Brey says many employees take pride in making the houses feel like home, whether that means planting a garden or raising chickens in the backyard.

“We call it their house, and they call it their house,” Brey says. “When people can really settle in and make it feel like home, that’s important to us.”

Employee Housing

(Lori Hays)

The housing program has also grown alongside the farm’s relationships through the TN visa program. Many employees arrived in the U.S. with agricultural degrees and strong experience working with livestock.

“They all have four-year degrees in an agricultural field,” Brey says. “We have veterinarians by trade working here. They really care about the animals and they care about the farm.”

Over time, many employees have taken on more responsibility throughout the operation, building careers and deeper connections to the dairy along the way. Stories like those are part of why housing feels bigger than just another employee benefit for the Breys.

“A lot of them have stories that most of us could never imagine,” Brey says. “It’s rewarding to know they have a safe place to live and that their families are doing well here.”

Advice for Other Producers

(Brey Cycle Farm)

Not every dairy will be able to provide employee housing on this scale. But as labor remains tight and affordable rural housing stays difficult to find, more farms are starting to think differently about what it takes to support and retain employees long term.

Brey says farms considering employee housing need to understand that it takes time, communication and a willingness to stay involved. Her advice centers on three things:

• Go in knowing it will take time and effort. “There’s pros and cons for sure,” Brey says. “It takes a lot of time, but it’s also a rewarding part of what you do. You can’t expect it to be maintenance free.”

• Treat employees like neighbors, not just workers. “The biggest thing is really getting to know people and their families,” she says. “We know the employees, we know their kids and we know what works best for each family. When you take the time to understand people and what they need, it changes the whole relationship.”

• Communicate expectations early and often. “Just assuming everyone is going to do things the way you would is not how it works,” Brey says. “Having conversations, sending reminders and putting expectations in writing is really important.”

For Brey, the housing program ultimately comes back to relationships and creating stability for the people who help keep the dairy running.

“This whole farm was built on relationships,” Brey says. “Relationships with employees, relationships with the community and relationships with the people who help us every day. That’s what makes everything work.”

She says some of the most rewarding moments come from seeing employees and their families truly settle into life around the farm, whether that means children riding the school bus together, families gathering outside after work or employees taking pride in a place that feels like home.

“If we can keep providing people with a safe and secure place to live, that’s probably all I could ever ask for,” she says. “We’re thankful for the people who work here, and they’ve become a really important part of our lives.”

When Good Employees Create Hard Decisions

Mon, 27 Apr 2026 19:41:08 GMT

You notice a good employee starting to show up late a few mornings in a row, or someone who is usually steady seems distracted and not quite themselves. Nothing is clearly wrong, but enough has changed that you know something is going on, and you’re not sure what to do next.

Do you have a conversation with them?
Do you start handing out consequences?
Or is this something more serious that could eventually lead to letting them go?

This is the kind of situation management coach Don Taylor calls an ethical dilemma.

“An ethical dilemma is when you’re trying to make a call between two or more options, and none of them feel clearly right or clearly wrong from an ethics standpoint,” Taylor said during a Professional Dairy Producers podcast.

This is not a black-and-white situation. Taylor notes that when someone clearly crosses the line, the decision is usually straightforward.

“There are some situations where someone clearly crosses the line, and we know right away it’s an immediate termination,” Taylor says. “Those cases are straightforward. That’s not what we’re talking about here.”

More often, these situations involve good employees when something in their life changes and it is not clear what is going on or how to respond. In those moments, farm leaders are balancing two things: supporting the person while protecting the operation.

Recognize When Something is Off

The first step is recognizing you are dealing with an ethical dilemma in the first place. In many cases, it starts with a gut check.

“Sometimes it’s just a gut feeling that something is off. It doesn’t feel right, and it’s not what you expect from that person,” Taylor says. “In those moments, it really tests your judgment and how you handle people.”

When something does not fit normal patterns or expectations, it usually means you need to pause and get more information before making a decision.

Focus on Facts, Not Assumptions

Once a concern is identified, it’s time to gather information. This starts with making sure decisions are not driven by bias or incomplete observations.

“We want to make sure personal blind spots or biases are not getting in the way. The goal is to gather as much accurate information as we can,” Taylor says.

This often means separating what is known from what is assumed and keeping conversations focused on what can be seen or verified, not opinions.

“We’re going to focus on the facts. If someone starts adding opinions, we’ll steer the conversation back to what we actually know,” Taylor says.

Listen Before Deciding

After information is gathered, the next step is to continue the conversation with the employee.

“Tell your employee, ‘I’m just curious, can you share anything else with me about what’s going on? Whatever is going on in your life is affecting your work, and I have an obligation to understand what that is,” Taylor says.

He emphasizes that in many of these situations, there is often more going on than what you see at first. Taking the time to listen helps you understand the full picture. That way, you are making a decision based on what is really happening, not just what it looks like on the surface.

“When we’re actively listening, we are taking ourselves completely out of the equation,” Taylor says. “All that we’re doing is processing information.”

Use Policy as a Guide

After understanding the situation, leaders should review company policies and past practices. Consistency is important, but rigid rules do not always account for real life circumstances.

Taylor cautions against overly strict approaches in areas where situations can vary significantly.

“I’m not a big fan of zero tolerance policies for this exact reason. If it’s zero tolerance, it’s zero tolerance,” Taylor says.

Instead, he recommends building in room for judgment.

“Unique situations should be handled on a case-by-case basis by the owner,” Taylor says.

That flexibility allows leaders to respond fairly while still staying aligned with the operation’s expectations.

Think Through the Options

With the facts and policies in mind, the next step is to step back and look at your options. Taylor refers to this as using “moral imagination.”

“We have to be creative, thinking up alternative options that are based on our core values, that are based on what we feel is simply the best thing to do in this situation,” Taylor says.

In practice, this means not jumping to the first or easiest answer. It might not be as simple as discipline or doing nothing. There may be a middle ground, like adjusting schedules, setting clear expectations, or putting a short-term plan in place while you learn more.

It also means thinking through how each option affects the rest of the team. Will others see the decision as fair? Will it create more work or tension? At the same time, consider what the employee needs and whether the decision gives them a realistic chance to improve.

At the end of the day, you need to pick an option you can stand behind. One that fits how you run your operation and how you expect people to be treated every day.

If You Miss it, Adjust

Not every situation is going to be handled perfectly, and that is part of working through these kinds of decisions. Taylor says what matters is being willing to look back, learn from it and make adjustments going forward.

“We own it. It’s our responsibility. We made the decision we admit that we could have done better,” Taylor says.

In the end, these situations come down to how you lead people day to day. Taking the time to understand what is going on, working through your options and being willing to adjust when needed helps build trust with your team and keeps the operation moving forward.

10 Leadership Habits That Make Employees Want to Stay

Thu, 16 Apr 2026 16:01:33 GMT

Hiring good employees is only half the battle. Keeping them engaged, motivated and committed to the job often depends on the relationship they have with their employer. Pay matters, but day-to-day interactions, clear communication and trust can have just as much influence on whether employees stay and perform at a high level.

Management and leadership expert Bob Milligan says supervisors who focus on strengthening relationships with their teams often see gains in productivity, motivation and long-term employee retention.

“We focus on improving our relationship and mutual trust with family and friends,” Milligan says. “It is easy to forget that the supervisor-employee relationship is also an interpersonal relationship.”

He outlines 10 practical strategies farm leaders can use to build stronger, more effective workplaces.

1. Practice Active Listening

When people think about communication, they often think about speaking. Milligan says listening is just as important, particularly for employers.

“Active listening means you are listening with all your senses,” he explains. “You are listening to understand both the message that is being delivered and the underlying emotions.”

Because farm leaders hold a position of authority, employees may hesitate to speak openly. Failing to listen can send the message that their input is not valued.

2. Ask Questions

Employees are more likely to share ideas and concerns when they are invited into the conversation.

“The best way to involve them is to ask questions,” Milligan says.

Two simple questions he recommends asking regularly are: ‘What is going well?’ and ‘What could be going better?’

These prompts help employees reflect on their work and provide constructive feedback.

3. Encourage Employees to Share More

Even when employees begin sharing their thoughts, they may stop before fully explaining their perspective.

“To be certain you have everything, ask ‘tell me more’ or another variation ‘and what else,’” Milligan explains. “I have found this question almost always yields additional valuable information.”

This approach signals genuine interest and helps managers better understand the full situation.

4. Circle Back After Important Conversations

After meaningful or emotional discussions, a quick follow-up can reinforce trust.

“In these situations, it is good to circle back in a day or two to check in,” Milligan says.

The purpose isn’t to restart the conversation but to see if the employee has additional thoughts or unresolved concerns.

5. Strengthen Employee Decision-Making

When employees ask how to complete a task, supervisors often provide a quick answer. Milligan suggests using these moments as opportunities for development.

Ask the employee how they would handle the situation.

“You are providing an opportunity to think, which improves decision making,” he says. “The other big advantage is that next time the employee may not have to come to you.”

6. Introduce New Responsibilities in Small Steps

Employees often want to grow in their roles but may hesitate to take on more responsibility because they fear failure.

“Research into human behavior shows that part of human nature is to grow,” Milligan explains.

To reduce that fear, he recommends introducing new responsibilities gradually.

“You cannot get to Z without going through A, B, C, D, E, and F,” he says.

Breaking responsibilities into manageable steps allows employees to build confidence as they develop new skills.

7. Be Transparent About Follow-up

Some supervisors avoid checking in after training or feedback because they worry it will feel like micromanaging. Milligan recommends setting expectations ahead of time.

“To avoid this concern, inform the employee in advance that you will be following up to answer questions or provide anything else they need,” he says.

When employees expect follow-up, it becomes a supportive step rather than unwanted oversight.

8. Set Clear Expectations

Unclear expectations can quickly create frustration and damage trust.

“Think about a time when you were unclear about what was being expected of you,” Milligan says. “I suspect you were frustrated and potentially lost trust with the person not providing clarity.”

Clearly outlining expectations for behavior and performance helps employees understand their roles and responsibilities.

9. Provide Quality Feedback

Effective supervisors use three types of feedback: positive, redirection and negative.

“High quality, specific positive feedback enhances the employee’s confidence and desire to continue to excel,” Milligan explains.

Redirection feedback helps employees learn and improve, while negative feedback should be used sparingly and framed around choices and consequences rather than reprimands.

10. Lead by Example

The final tip focuses on actions rather than words.

“It is crucial that you ‘practice what you preach’ or ‘walk the talk,’” Milligan says.

When leaders fail to follow the same expectations they set for employees, trust erodes quickly. Modeling the behaviors you expect reinforces credibility and strengthens the workplace culture.

Together, these strategies highlight how everyday leadership habits can shape workplace relationships. By listening carefully, communicating clearly and modeling strong behavior, supervisors can create environments where employees feel respected, supported and motivated to perform their best.

Getting Ready for Next Season: Using Debriefs to Smooth Out the Rough Spots

Thu, 26 Feb 2026 17:57:20 GMT

As the pace of winter settles in this is the ideal moment to look back at the season behind you. Not with blame, and not with storytelling that drifts wherever the coffee takes it—but with a structured, practical debrief that helps you shape the year ahead.

Most of the coming year’s headaches are already visible in the rearview mirror. The trick isn’t predicting the future. It’s paying attention to the past in a way that pulls your team into the process and turns those frustrations into system improvements. Debriefs do just that.

A good debrief is simple. Bring in the key employees who actually lived the season—the feeders, breeders, calf team, crop guy, lead milkers. Keep the meeting small enough to encourage honest conversation, but broad enough that you’re hearing from the people closest to the work. Tell them the goal up front: identify the root (underlying) problems from last season so we don’t repeat them this season.

Then ask three questions, and stay disciplined about sticking to them:

What went well that we want to continue?
Too often we skip this part, but it gives people confidence and highlights the things that are actually working.
What didn’t go well?
This is where the real value sits. You’ll hear patterns: communication gaps on weekend shifts, equipment that’s always down at the worst moment, and protocols everyone interprets a little differently.
What needs to change?
Don’t let the meeting drift into long explanations or defenses. Focus on solutions. Small, practical fixes are usually the most powerful—rewriting a protocol so it’s crystal clear, changing how information is passed between shifts, setting a specific time each week for the feeder and herdsman to align.

As you work through the discussion, stay out of the weeds. Look for the root cause, not the symptoms. Your job is not to solve every problem on the spot. Your job is to set the tone: direct, respectful, and focused on improvement rather than pinning the blame. Your best employees often have the solutions so resist the urge and just let them do the talking. Just encourage them and take notes.

When I walk dairies through this process, the turning point usually comes when employees realize you’re not asking these questions “for show” or trying to pin blame. You’re genuinely looking for friction points so the season ahead can run smoother for everyone—cows included.

Before wrapping up, summarize the key issues and assign owners to fix the problem. Not in a punitive way—simply clarifying who will follow up, by when, and with what solution. Ownership is what turns a good meeting into change that actually sticks.

Getting ready for next year doesn’t start in the field. It starts in a room, with your people, talking honestly about what got in the way last year and deciding—together—that this year will be even better.

The Best Leaders Share These Three Behaviors

Mon, 23 Feb 2026 21:25:23 GMT

Leadership might sound like a big, formal word, but on the farm it’s really just about how you work with people every day. It’s how you talk to your team, how you handle mistakes and how you treat people when things get stressful.

When you’re just starting out, being a leader doesn’t mean you need all the answers or that you have to run everything perfectly. It’s okay to learn as you go. According to Marcel Schwantes, author of “ Humane Leadership: Lead with Radical Love, Be a Kick-ass Boss ,” when you’re just starting out, being a leader doesn’t mean you need all the answers or that you have to run everything perfectly. It’s okay to learn as you go.

He suggests regardless of the operation or title, strong leaders consistently rely on a small set of practical skills that can be learned, practiced and improved over time.

These skills include:

Show Real Interest in Your People

Take time to get to know the people who work for you, not just the job they were hired to do. Ask what they enjoy, where they want to improve and what they hope to learn next. That might mean running new equipment, taking on more responsibility or growing into a leadership role themselves.

“The best leaders genuinely want their people to thrive,” Schwantes says. “They’re willing to put the team’s needs first, share credit freely and take responsibility when things go sideways.”

He recommends supporting raises and added responsibility when they are earned and looking for chances to stretch people’s skills instead of keeping them in the same position. When employees feel genuinely valued, they take more pride in their work and show up differently every day.

Have Empathy

Many farm leaders were raised to believe emotions stay out of the workplace. Unfortunately in agriculture, empathy is often misunderstood as being too soft or letting things slide. But Schwantes notes empathy is actually one of the strongest leadership characteristics a person can have, because it helps leaders understand problems sooner and lead more effectively.

“Empathic leaders don’t just hear what people say; they understand the context, emotions and challenges behind it,” he says. “That perspective creates psychological safety, and safety unlocks creativity, problem-solving and collaboration.”

On a farm, this might look like noticing when a team member is struggling, checking in when someone seems overwhelmed or understanding the pressures your employees face at home. It’s about listening, recognizing stress and creating an environment where people feel safe asking for help.

Be Clear and Transparent

On a farm, clear communication makes everything run smoother. When your team knows what’s expected and why decisions are being made, they can work more confidently and avoid mistakes.

“A transparent culture builds trust and fosters collaboration,” Schwantes says. “When people feel safe voicing their thoughts, it deepens engagement and creates a more resilient, trustworthy team dynamic.”

Transparency also means being honest about challenges and inviting input. If something’s not working, your team should feel comfortable speaking up. The more open you are, the more trust you build — and the better your crew can handle the ups and downs.

Lead by Serving Your Team

A leadership role can feel overwhelming in some workplaces, but on the farm it doesn’t have to be complicated. Schwantes says it comes down to a few core skills — showing real interest in your people, practicing empathy and being clear and transparent.

Strong farms are built on strong teams, and strong teams are built by leaders who serve first. A leader who’s willing to jump in, listen and set a positive tone creates an environment where everyone can do their best work. And over time, that kind of leadership builds trust and creates a crew that’s ready to take on whatever comes their way.

It’s Time to Break Up with the Bad Employee

Fri, 13 Feb 2026 18:00:53 GMT

Having the right employees on your team is essential to keeping the farm running smoothly. Yet in many cases, workers are hired to fill an urgent labor gap and aren’t given the training or resources they need to succeed. When that happens, even well‑intentioned employees may struggle to fit the role or the team—ultimately leading to a labor “breakup.”

Jorge Delgado, a training and talent development specialist with Alltech, says the reluctance to address these situations is often emotional and more costly than managers realize. In a recent conversation, he compared it to staying in a romantic relationship long after it is clear it is not working.

Why Do Farms Struggle to Let Go?

For many farm owners, the biggest barrier to firing a poor-fit employee is fear.

“One fear that many farmers have is that they are not going to be able to find another employee to replace the person they are letting go,” Delgado explains.

This fear intensifies in specialized roles where skills are harder to find.

“This can especially be true for middle management positions,” Delgado adds. “These are more technical positions, and it can be really hard to find people to fill that role. Sometimes, that makes management hesitate to get rid of that person, even though it’s hurting production and numbers at the farm.”

Family and social ties on the farm add another complication. Delgado says it’s not uncommon for employees to be related, or tightly connected, to others on the crew.

“Sometimes these guys, they have family involved,” he adds. “The owners or managers are afraid that if they let go of oner person, these guys will take their family or friends with them.”

The result is a kind of emotional hostage situation. Even when the employee clearly doesn’t fit the culture or role, management feels stuck, hoping the situation will somehow improve on its own.

Have Clear Expectations

Many employee challenges on farms can be traced back to what did or did not happen on the first day of work. Delgado says problems often begin long before performance issues show up, simply because expectations were never clearly laid out.

“You have to have rules and regulations really clear and established on a far,” Delgado says. “Most of the farmers hire people on the spot, get them trained and get them going. These people don’t necessarily go through a formal onboarding process where they go through the expectations, the rules and regulations, and so they don’t know anything about it.”

When those expectations are never clearly explained, performance conversations and eventual terminations can feel unfair on both sides. Employees feel blindsided, and managers feel frustrated. In many cases, the breakdown started on the first day the employee walked onto the farm.

He also stresses the value of doing basic reference checks before hiring, an often-skipped step in agriculture.

“Sometimes we just hire the individual that is right at the door, and we don’t do any research,” Delgado says. “But that research can be an early sign that this individual is not the right fit for my culture.”

The Three-Strike Approach

Before any tough decision is made, farmers need a clear framework for addressing performance issues. Delgado recommends a structured, professional process—one that gives employees fair warning while protecting the farm.

He suggests a simple three-strike policy:

Verbal warning - Delgado stresses that this first step should be a clear, calm and deliberate conversation. The manager needs to sit down with the employee and explain exactly what behavior or performance issue needs to change, why it matters to the operation and what improvement looks like.

He encourages farmers to avoid vague statements like “you need to do better” and instead focus on specific, measurable expectations. The employee should leave the conversation knowing precisely what needs to change and the timeframe to correct it.

Written warning - If the issue continues after the verbal warning, Delgado says it is time to move to formal documentation. This step should be more structured and intentional, signaling to the employee that the concern is serious and must be addressed.

“You need to sit down with the person and explain what’s going on,” Delgado says. “It becomes more structuralized, because the person and both parties should sign a document saying, ‘Look, this is the second time you did this, and these are going to be the consequences if you do it for the third time.’”

Termination -If the behavior does not change after verbal and written warnings, Delgado says it is time to part ways. By this point, the employee has been given clear expectations, opportunities to improve, and formal notice that the issue is serious.

Delgado encourages farmers to handle this step professionally and directly. The conversation should be private, respectful and brief. The manager should clearly state that the employee is being let go, reference the previous warnings, and avoid turning the meeting into a debate or long explanation.

Watch for Red Flags

Every farm has its own internal culture. Employees work closely together, talk with one another and often recognize problems long before management does.

“In this small circle, things travel fast, especially trouble,” Delgado says. “When there is a person who is not behaving properly or doing something wrong, the team will try to get rid of this person. And the first sign is they will communicate with management.”

Delgado adds that the mistake many managers make is brushing off those early comments or complaints. When multiple employees start raising concerns about the same person, it is often an early warning sign that something is not working and needs attention before it affects the whole crew.

“Many times, the managers avoid these signs,” Delgado say. “They think, ‘Just let it go. Everything’s fine. We’ll take care of this later’ and they totally avoid the problem. By the time they realize it is a big issue, it’s too late.”

Common red flags include chronic lateness, cutting corners, skipping protocols and poor communication. These patterns aren’t only unprofessional, but they can create extra work and frustration for the dependable employees.

“At some point you have to say, ‘What’s going on here?’” Delgado notes. “Don’t ignore the red flags and sweep them under the rug.”

When You Have to Fire on the Spot

Not every situation needs to follow a step-by-step process. Sometimes, inappropriate behavior or actions require immediate dismissal.

“Sometimes you have to get rid of somebody on the spot,” Delgado says. “For example, someone mistreating animals, damaging equipment, mistreating coworkers, stealing or causing serious disruption needs to be let go of immediately. When behavior like drugs, alcohol, sexual harassment or anything else begins to change the culture and environment of the farm, there are no second chances.”

In these cases, keeping the wrong person sends the wrong message to the rest of the team. It makes it look like serious issues can be overlooked or tolerated. It creates frustration for employees who follow the rules, do their jobs well and expect the same standards from others.

Check In, Listen and Make Employees Feel Valued

Preventing tough breakups with employees starts well before any termination talk. Regular check-ins—both formal and informal—can catch small issues before they grow into major problems.

“Formal reviews need to be mandatory,” Delgado says. “But they often aren’t regular. Also, survey your culture. Anonymous surveys usually get people to speak up, and you’ll learn a lot about the reality of your team and the culture.”

One simple question he likes to ask employees is: Would you recommend a friend or family member to work here?

“If the answer is no, something is off,” he adds. “You need to fix that now rather than dealing with the fallout later and having to let too many people go.”

Beyond systems and surveys, many farm employees simply don’t feel valued.

“Ask an employee what their role is, and they often say, ‘I just do ‘fill in the blank’” Delgado says. “They don’t see the big picture, and it’s our job to make them feel relevant.”

That means communicating mission, purpose and appreciation—much like in a healthy marriage.

“If you aren’t telling your spouse you appreciate them, you can’t be surprised when the relationship fails if you only point out the negatives,” he adds

Breaking Up the Right Way

Running a farm isn’t just about managing equipment, crops and livestock. It also means managing people. And while you can’t control every employee’s choice, you can:

Set clear expectations from day one
Document verbal and written warnings
Pay attention to the “inner community” of employees
Use reviews and surveys to monitor morale and culture
Communicate how valuable and relevant your team members are

And when it becomes clear that someone isn’t a fit, you owe it to your business and your team to act.

Winter-Proof Your Workforce: Keeping Employees Warm on the Job

Fri, 27 Sep 2024 17:11:57 GMT

What started as a mild winter is bound to become brutal as plunging, dangerous temperatures sweep across much of the U.S. While most of the country will stay bundled up inside, farmers and their employees don’t have the luxury of skipping work for a snow day.

To create a safe and comfortable work environment for your farm employees, it’s important to address the specific challenges posed by cold weather on the farm. As temperatures begin to drop, consider implementing the following tips to keep your crew safe, warm and productive:

Make Sure They Have Adequate Clothing

Dressing poorly shouldn’t be considered “cool,” especially when it comes to harsh winter weather conditions on the farm. However, not all employees know how to appropriately dress for the bitter weather. Consider providing them with the following checklist and keeping a few extra items in a bin for employees to use in case they forget.

Some examples of warm winter clothing include:

Lined jackets
Lined overalls
Stocking caps / hats and lined gloves
Long thermal underwear
Lined boots – waterproof and anti-slip
Wicking wool socks
Scarf

Provide Warm Break Areas

Working out in the cold can take a toll on the body. That’s why it’s necessary to take frequent breaks to rest and warm up. To keep employees going, be sure to create designated warm break areas for your employees to recuperate.

Offer snacks that are not only tasty but also provide energy. Nutritious options like trail mix, energy bars, and fruits can help replenish energy levels. You can also supply a selection of hot beverages like coffee, tea or hot chocolate. If employees are coming in from wet or snowy conditions, consider having a designated area with a drying rack for wet outerwear, gloves, and boots.

Adjust Schedules

Adjusting schedules in the winter is a practical strategy to address the challenges and potential hazards associated with cold weather. Along with allowing more frequent breaks to prevent prolonged exposure to the cold, consider scheduling more grueling outdoor tasks during the warmer parts of the day.

Keep Up Communication

Safety concerns rise as cold weather intensifies. This rings true for not only our employees, but livestock as well. Keep the lines of communication open with employees to address concerns and gather feedback on their comfort and to learn if areas of the farm need immediate attention.

Work in Pairs

While farmers are already hard-pressed to find labor, working in pairs allows employees to get the job done quickly and safely. Using the buddy system ensures that every employee is accounted for and that the work gets done in a timely fashion. This system is especially important for employees working in remote areas.

Have an Emergency Kit

Winter weather can be unpredictable. Having an emergency kit in a well-known location can be a lifesaver when it comes to coping with unexpected challenges. Keep your kit filled with the essentials, such as:

Medical supplies
Extra clothing
Blankets
Handwarmers
Flashlights
Non-perishable snacks

Know the Signs of Cold Stress

Hypothermia and frostbite are the two most common forms of cold stress and can be fatal if left untreated. To help minimize the risk of these conditions going unnoticed, make sure to review and be on the lookout for the following symptoms.

Signs of Hypothermia:

Fast and shallow breathing / trouble breathing.
Going from shivering to not shivering.
Hunger, fatigue and confusion.
Lack of coordination.
Increased heart rate.
Weak pulse.
Slurred speech / mumbling.
Dizziness and nausea.

Signs of Frostbite:

Cold skin, prickling feeling and numbness.
Red, white, bluish-white or grayish-yellow skin.
Hard or waxy-looking skin.
Clumsiness due to joint and muscle stiffness.
Blistering after rewarming when severe (expect exposed skin to peel off).
If the skin turns black seek medical attention..

Dairy Farm Labor: Why Human Capital is Key for the New Year

Wed, 31 Dec 2025 16:04:00 GMT

The criticality of a robust labor force cannot be overstated, especially in the dairy industry. The daily rhythm of a dairy operation — from the precision of milking protocols to the meticulous care of herd health and the essential upkeep of facilities — hinges entirely on the expertise and dedication of its people. Without a skilled and committed team, the pursuit of optimal production, exemplary animal welfare and the integration of cutting-edge technologies and sustainable practices becomes an uphill battle.

Looking ahead to the new year, this reliance on human capital will only intensify. The conversation within the dairy community is increasingly centered on not just finding employees but cultivating talent. This means a sharper focus on strategies to attract new individuals to our industry, provide comprehensive training that empowers them and implement retention programs that value their contributions. Investing wisely in our dairy workforce isn’t merely a response to present needs; it’s a proactive step to fortify the future of dairy and guarantee the consistent delivery of the high-quality products consumers expect.

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Will Congressional Inaction Force Farmers to Choose Between Health Insurance and Their Farm Budget?

Tue, 16 Dec 2025 15:16:10 GMT

Healthcare insurance plans for some U.S. farmers could double in 2026, as enhanced federal subsidies under the Affordable Care Act (ACA) are scheduled to expire.

The impending cost surge could affect thousands of U.S. farmers who currently rely on the ACA marketplace for their health insurance, according to the non-partisan KFF (formerly Kaiser Family Foundation), a health policy organization.

KFF estimated in 2023 that 27% of “farmers, ranchers, and other agriculture managers” relied on individual ACA market coverage. Nationally, more than 22 million Americans rely on the ACA marketplace for insurance options.

Farmers ‘Don’t Have Many Options’
Iowa farmer Aaron Lehman, who testified before Congress last week, highlighted the severity of the potential cost increase on his family. He said he expects to pay double to purchase an insurance plan for 2026 that would be comparable to what his family had this year.

“That is an incredible cost for our family budget and for our farm budget,” Lehman stated. The fifth-generation farmer and president of the Iowa Farmers Union described how rising healthcare costs are colliding with already harsh economic realities in agriculture.

“Farmers right now are trying to make all sorts of decisions because commodity prices are low, because of the chaotic trade situation that we’re in and higher input prices. All these things have made a real crisis for a lot of our farmers,” said Lehman.

“Finding ways to deal with that, we just don’t have too many options. Farmers will buy less equipment or not make the necessary upgrades and equipment that they need to,” he added. “They’ll look at their input suppliers, and they’ll decide, ‘what can we do to get through just this year … to get a plan to put the crop in the ground?’”

Read the testimony of Aaron Lehman here. A portion of his testimony and discussion is also featured on a posting to YouTube .

Signup Deadlines For Coverage
The challenge for farmers trying to decide on what insurance policy to purchase is compounded by the deadline to enroll in ACA marketplace plans: People needed to choose their ACA plan by Monday for coverage to begin Jan. 1. Open enrollment continues in most states until Jan. 15 for coverage beginning Feb. 1.

Despite broad public support for an extension to the ACA tax credits — a KFF poll said 74% of Americans favor continuing the enhanced credits — a congressional standoff has so far failed to produce a solution:

Failed Votes: Both a Democratic plan to extend the enhanced tax credits for three years and a Republican proposal to replace them with Health Savings Accounts (HSAs) failed to pass the Senate last week.
Impending Crisis: Nearly six in 10 enrollees (across all categories) told KFF they could not afford even a $300 annual increase in 2026 without significantly disrupting household finances.
Political Fallout: The issue of healthcare costs and expiring subsidies is highly polarizing, with some Republicans warning that a failure to address the problem could cost them legislative majorities in next year’s mid-term elections.

As the deadline for open enrollment closes and the Dec. 31 subsidy expiration date approaches, farmers must prepare for substantially higher health insurance costs in 2026 unless Congress acts to reach a last-minute agreement.

Young Farmers Need Better Options
During his testimony and ensuing discussion, Lehman stressed that healthcare isn’t just a personal household issue; it’s central to the future of American farming. With the average age of an Iowa farmer at 57, he said the sector desperately needs young and beginning farmers to return to the land. But without affordable, reliable health coverage, inviting the next generation back onto the farm becomes a far riskier proposition.

“You have to be very smart to figure out the plan that can bring the next generation on the farm,” he said, adding that many talented, innovative young people want to farm, but face daunting financial barriers — healthcare high among them. He noted that one of his sons works with him on their family operation, which is based in Polk County, Iowa.

Lehman framed affordable healthcare for farm families as an investment, not a handout: a way to make it possible for young farmers to feed their communities, support local and regional food systems, or continue larger family commodity operations.

“Extending the federal support for lowering the cost of health insurance is a true win for farmers and for all of rural America,” he said.

Former Dairy Office Manager Shares 5 Steps to Build a Culture of Respect

Mon, 10 Nov 2025 16:11:51 GMT

Danielle Ware-Dreier once managed the office as Shiloh Dairy in Brillion, Wis. Today, she has traded in paperwork for empowering people.

With more than 50 employees who look to her as their leader, Ware-Dreier knows each one by name. She knows their stories, their hardships and their shortcomings. But most importantly, she knows their potential and holds tight to the core belief that it is possible to “build good people.”

The proof of this high-performing team shows up in the parlor, where Ware-Dreier’s people skills and background in milk quality come together. Since stepping into the role of parlor manager three years ago, she led the efforts to reduce somatic cell counts down to 70,000, all while adding cows and switching bedding sources from sand to digested solids. As the dairy has grown, so has her influence, from managing milk harvesting to overseeing outside teams.

“If we can build good people, we can have a good team,” Ware-Dreier says. “If we can make them start over today and become a good person and learn respect and trust, that’s going to show in how they take care of the animals.”

She shares these foundational steps for building a culture rooted in respect at Shiloh Dairy:

1. Treat people with dignity. Give respect in order to build respect. “My big thing is getting to know every employee. I want to know their name. I want to know where they came from,” Ware-Dreier says.

2. Make clear rules. “We are very protocol-driven,” Ware-Dreier says. “There’s one way to milk cows here. There’s one way to calve a cow in here. And there’s no negotiating that.”

3.Hold people accountable. This is where dignity and clarity come together. With relationships built upon mutual respect, and clear, non-negotiable protocols in place, Ware-Dreier is strict about upholding the rules. A breach of protocol is met with reprimand, conversation, retraining and, in some cases, reassignment or releasing that employee if it becomes clear their intentions are not to follow the rules or respect others.

4. Cut hard, cut fast. For those employees who do not fit the culture of respect, there is low tolerance for keeping a team member simply to fill a spot. The parlor is the training grounds for new employees. Performance is evaluated at the end of the first day and the first week. Ware-Dreier looks for team members who show potential for being a culture fit and the capability of handling the work. Rather than invest in training a low-potential employee, she makes the hard cuts promptly.

5. Show appreciation. Whether it’s a holiday party or ice cream on a hot day, Ware-Dreier believes simple gestures that acknowledge hard work, extra efforts and accomplishing goals go a long way.

“I love watching people grow,” Ware-Dreier concludes. “I’m hoping when they leave here, their life is better because of us.”

From the Uplevel Dairy Podcast: The Making of a Manager: Danielle Ware-Dreier, Shiloh Dairy (Ep. 268) (https://open.spotify.com/episode/6xOLqhl5Bd4oUsUfVpIcp5?si=CIUBCaA8QyeqaY9-lz5qQA)

Making Room For the Whole Family on a 100-Cow Dairy

Wed, 08 Oct 2025 12:00:16 GMT

Daluge Farm is like many other family-run dairies today. The fifth generation is the driving force behind the decisions, working alongside the older generation with the next generation in tow. But unlike other dairies, this one is home to just 100 cows, and it’s currently supporting the dreams of at least four members of the Daluge family and a handful of employees.

Erin (Daluge) Grawe; her husband, Tristan; Megan Daluge and their father, Peter Daluge, all have a role on their Janesville, Wis., farm today. But it wasn’t always that way.

“Before 2018, we weren’t all farming together,” Megan Daluge recalls. “It’s pretty unlikely that two of the siblings on a small dairy farm are going to take over; we happen to work really well together, and we’re best friends, so we were really excited to get the chance to finally both be full time on the farm.”

As Grawe and Daluge were beginning their venture together, over 500 other Wisconsin dairies were disappearing, some of them much larger than Daluge Farm. The family knew they needed more income without adding major overhead. Both sisters were already involved in educating kids and passionate about sharing accurate information about dairies, so opening their farm to tours, field trips and a summer camp became the perfect solution, but they didn’t stop there.

(Daluge Farm)

“We built ‘Milkin’ Mamas,’ which is our brand based on restoring the voice and the label of milk,” Daluge says. “At that time, it was about sharing the truth of farming and agriculture. We were showing the real and vulnerable. We showed a lot of the not so perfect parts of it, and I think that’s how we built so much trust with so many people.”

By the third year of farm camp, the family opened several more sessions to accommodate the growing demand. At the same time, Milkin’ Mamas grew rapidly, and today has an engaged audience of more than 45,000 on Instagram.

With their talent for storytelling and connecting with audiences, the sisters also launched a women’s clothing boutique. The Frayed Edges brand created another source of income while empowering women in male-dominated industries. Between the dairy, camps, tours and boutique, they were able to bring Erin’s husband, Tristan, into a permanent role on the farm.

(Daluge Farm)

“We thought, either Megan and I could eventually get a bit of a raise, or we could spread out some of the work so we can do more off the farm and bring Tristan in,” Grawe explains. “So we set our goals and brought him in even earlier than planned. It gives us a little time off, and we can do more of our other things and less of the chores that didn’t really serve us.”

“It’s not the case for every farm family, but we really all want to be here,” Daluge adds. “There’s not freedom financially, but there is freedom with time.”

The sisters’ success in different businesses has often been met with criticism for their appearance or pursuing opportunities off the farm. But Grawe and Daluge have leaned into it.

“They didn’t realize what we were doing to build up this farm camp, going to meetings around the state,” Daluge recalls. “But work still had to get done. We had to milk later, and we’d be doing chores with lipstick on. We decided to lean into it and push the envelope in that way.”

(Daluge Farm)

These experiences, combined with an investment in a coaching certification program, gave them the tools they needed to scale as entrepreneurs once again, this time by helping other farm businesses find their voice and build their brand online.

“We’re able to help clients see what resources they already have,” Grawe says. “It may be starting a farm camp or tours, and an extra $500 to $1,000 a month can really make a difference. The starting point is sharing their story and teaching what they’re doing on the farm, because building an audience is the basis for whatever comes down the road.”

While the sisters have endless business ideas, everything comes back to the farm.

“We’re still very passionate about the farm,” Daluge says. “We love it, and we want our kids to grow up around that lifestyle. But we also love business, meeting new people, making connections and helping others, and I think it always makes us appreciate the farm even more when we come back from traveling with these other things we are doing.”

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How Data and AI are Transforming the Dairy Industry for Tomorrow

Tue, 05 Aug 2025 12:29:27 GMT

Data’s role has become increasingly vital across industries, and dairy is no exception. Transparency and globalization have ushered in a new era where producers are increasingly reliant on data-driven decisions to enhance profitability and sustainability. As Rosa DePriest, a dairy software support specialist with Valley Ag Software (VAS), aptly stated during a recent VAS webinar, “Your herd’s data is the foundation for informed decision-making across every aspect of your dairy.” However, the value of data is only as strong as its accuracy and completeness, raising important questions about data entry practices.

Data Stewardship
The concept of data stewardship, like land stewardship for a farmer, involves careful supervision and management of data. It’s essential producers determine who is responsible for ensuring data accuracy, securing data environments and maintaining hardware efficiency. Without robust stewardship, data mishandling can result in ineffective analysis and decision-making, much like an unskilled driver handling a Ferrari.

DePriest shares tips for overcoming common challenges in data entry and analysis. This all adds to the ability to leverage your herd’s data to optimize your bottom line.

Importance of Accurate Data
In herd management, not all data is created equal. Producers must differentiate between raw, inaccurate data, which may arise from misidentifications or transcription errors, and incomplete data that can undermine reporting — like neglecting to report a calf as DOA. The goal is to maintain good dairy data, as it provides the foundation for sound decision-making and improvements on the farm.

Three Pillars of Good Dairy Data
1. Tools and Technology: Choosing the right technology is crucial. From Dairy Comp servers to cloud solutions like the Pulse platform, using advanced systems allows producers to access, manage and interpret data anywhere.

2. People: The right team with the proper tools is vital. Training staff — whether as herd viewers, data entry specialists or data analysts — and strategically assigning roles ensures efficient operation.

3. Consistent Processes: Establishing consistent practices helps maintain data integrity and maximize tool effectiveness. This is as crucial as combining workforce skills with the right technologies.

Real-Life Technological Transformations
Iowa dairy producer James Vander Waal exemplifies how leveraging technology can boost efficiency in dairy farming. Managing an operation that milks nearly 1,600 cows outside Sioux Falls, Vander Waal humorously admits to his tech affinity with the phrase, “I guess I kinda am.”

About seven years ago, Vander Waal spearheaded a technological transformation on his farm, installing SenseHub Dairy collars to track cows’ heats, along with sort gates and milk meters. This streamlined his operations significantly.

Last year, after a calf feeder quit, Vander Waal tried his hand at calf care, realizing the challenge of quickly assessing over 350 calves. Investing in SenseHub Dairy Youngstock simplified this daunting task and reassured him of its worth.

“Then, I tried doing it and it’s not easy going through 350-plus calves and assessing each of them in a timely manner,” Vander Waal shares noting that overall, he is happy with the purchase.

In Kewaunee, Wis., Shawn Miller at Pagel’s Ponderosa is another testament to technological benefits in the calf management role.

“Technology makes you think differently and teaches you to approach situations differently,” he adds. “A once difficult task now is as simple as just a few keystrokes.”

Advance Dairy Farm Profitability
Maximizing dairy farm profitability through adept data stewardship and cutting-edge technology is imperative. By leveraging technological insights and solutions, dairy producers can make informed decisions that align with the industry’s future and seamlessly integrate them into daily operations.

In the 2025 Farm Journal State of the Dairy report, nearly a third of dairy operations surveyed intend to invest in technology such as heat and health monitoring detection systems, parlor automation and updates, or data analytics to monitor and capture efficiency opportunities within their operations. Between 24% to 32% of our respondents shared they intend to invest across at least five areas of technological focus in the coming years.

The dairy sector stands on the brink of a digital revolution. Embracing data accuracy and technology not only enhances farm profitability but also equips producers to meet the challenges and opportunities of a rapidly advancing industry.

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Overcome the No. 1 Challenge in Passing Down Your Family Farm

Mon, 30 Jun 2025 18:41:37 GMT

Between now and 2048, about $124 trillion is expected to exchange hands from older to younger generations in the U.S., according to Cerulli Associates, a Boston-based market research firm.

For perspective, that dollar amount is approximately five times the size of the 2023 U.S. Gross Domestic Product (GDP), which totaled $27.72 trillion.

How will farmers fit into what many people are calling the “Great Wealth Exchange” over the next two decades? Much of it is specific to land, according to the American Farmland Trust (AFT). It predicts 300 million acres of U.S. agricultural land will change hands in the next 20 years.

Based on $5,000 an acre for farm ground, Paul Neiffer, the Farm CPA, estimates that would be a transfer of between $1.5 trillion and $2 trillion in land from older farmers to younger generations.

“If you throw in rangeland, that’s another trillion, so $3 to $4 trillion at most is where I think we’re at,” Neiffer says.

The Reason Succession Often Fails

A common issue is that while 69% of farmers plan to transfer their operation to a younger family member, only 23% have a plan , according to AgAmerica Lending LLC.

But the No. 1 issue that trips up people in the succession planning process is most people – farmers included – focus more on the mechanics involved in transferring assets than on keeping their family relationships intact.

That’s according to Amy Castoro, CEO and president of The Williams Group, a family coaching and consulting organization. Her firm does relationship planning to help family members make sure they’re still speaking to each other after the wealth transfers.

Many times, she says, the friction in the transfer of wealth has little to do with money and material goods and a whole lot more to do with whether the family members involved felt loved.

A Formula For Success

The Williams Group did a 20-year field study and from that developed a formula for how people need to focus their time and energy in the succession process.

The company recommends spending:
60% of your time on building family trust and developing good communication practices;

25% preparing your heirs to take over the operation, laying the business and fiscal groundwork for the farm to continue under their leadership;

10% of your time getting on the same page about your family’s values and having a family mission;

5% of your time on the estate planning mechanics, the nuts and bolts of how the assets will transfer.

In addition, The Williams Group advises that you work with your heirs to:

Strike a balance between control and collaboration.
Embrace the next generation’s perspectives.
Bolster intergenerational solidarity.
Embed high-trust behaviors.
Co-design standards for readiness.

Start The Plan Sooner, Not Later

If you want to see your farm succeed with the next generation of family members, make sure you have the right structure in place – and set it up sooner than later. Don’t put it off, Neiffer advises.

Once you have a plan in place, you have a tool you can modify to fit what your family and farm need over time.

“Having a plan in place can help alleviate stress, even if things change down the road,” Neiffer says. “Keep in mind that farming is a dynamic business and your plan needs to be, too.”

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It's Hot Out There: Avoid Heat Stroke and Heat Exhaustion This Summer

Wed, 25 Jun 2025 20:05:09 GMT

As the temperatures begin to soar, we all know farm and ranch work never stops, even in the hot weather.

“Wear lightweight, long-sleeved, light-colored clothing, or a cooling vest and take short, frequent breaks in a shaded or cool area to stay cool while working outdoors,” says Tawnie Larson, a program manager in Kansas State University’s Carl and Melinda Helwig Department of Biological and Agricultural Engineering and the Kansas Agriculture Safety and Health Program.

She says technical cooling vests “are essentially like wearing air conditioning.”

“The vests use specialized fabric and fibers to circulate cooling products to keep body temperatures low during hot days,” she explains.

Larson also suggests using equipment with a canopy, such as a Rollover Protection Structure (ROPS) with a sunshade.

“Usually, the ROPS with canopies cannot be folded down, which in turn provides more safety for operators because the ROPS is always activated,” Larson says. “Equipment that has an enclosed cab often times comes with air conditioning and has a built-in ROPS. Both of these options provide safety from rollovers and can help prevent heat-related illness.”

Because each individual reacts to hot days different, it’s important to listen to your body, Larson says. Take frequent breaks and stay inside during the hottest part of the day if possible.

“Medication may also play a role in affecting one’s body’s ability to stay cool, making it harder to handle the heat,” Larson says. “Before working outside this summer, check with your doctor to see if you’re at higher risk for heat-related illness and whether you should take extra-precautions due to medication.”

Is it Heat Stroke or Heat Exhaustion?
The U.S. Centers for Disease Control and Prevention recommends drinking 1 cup of water every 15-20 minutes, and before becoming thirsty. The CDC also recommends keeping sugary and alcoholic drinks to a minimum. Replace salt and minerals with snacks or a sports drink.

Heat stroke symptoms include high body temperature; hot, dry, red or damp skin; fast, strong pulse; headache; dizziness; nausea; confusion; and lack of consciousness.

If a person is suffering from heat stroke:

Call 9-1-1 immediately.
Move the person to a cooler place.
Lower the person’s temperature with cooler clothes.
Do not give the person anything to drink.

“Heat exhaustion is different and usually not as serious,” Larson says.

Symptoms of heat exhaustion may include:

heavy sweating
cold, pale and clammy skin
fast, weak pulse
nausea
tiredness
headache
fainting

“If this occurs, take action by moving to a cool place, loosen clothing, get cool, sip water and seek medical attention if symptoms last longer than an hour or get worse,” Larson says.

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How the Dairy Consulting Experience is Shaping Tomorrow's Dairy Consultants

Mon, 09 Jun 2025 14:45:11 GMT

In the ever-evolving landscape of agriculture, we often focus on who will harness the future as the next generation of dairy farmers. However, it’s equally important to consider who will step up as the next generation of dairy consultants. For five consecutive years, the Urus Group has been at the forefront of shaping this future by offering the Dairy Consulting Experience (DCE) to undergraduate dairy students.

(URUS Group)

What is the Dairy Consulting Experience?
The Urus Group is a global leader in products and services for dairy and beef artificial insemination genetics, reproduction and farm management systems.

The Dairy Consulting Experience is a program designed to introduce students to the world of dairy consulting with a hands-on approach. This program targets undergraduate students passionate about dairy and interested in the consulting aspect. Through a comprehensive blend of classroom and on-farm learning experiences, participants gain insights into what it takes to succeed as consultants on the world’s most progressive dairies.

The week-long event not only enlightens students with real-world challenges but also connects them with Urus’ seasoned experts and practitioners. The aim is to marry theoretical frameworks with practical applications, providing students with a rich and multifaceted understanding of the industry.

Interactive Learning and Networking
Joselyn Hurlburt, the Talent Acquisition Coordinator with Urus, emphasizes the significance of such opportunities for young enthusiasts in dairy sciences.

“It’s a great way for the students to network with subject matter experts, helping build their network. It’s not just a great way to give back but to showcase to students what’s going on in the industry and on farms,” she says.

Delana Erbsen, a senior studying dairy science at Iowa State University and part of the DCE 2025 class, attests to the program’s impact. She describes the experience of stepping into a consultant’s shoes as both enriching and insightful.

“Different presenters from their sister companies come in and talk,” Erbsen shares. “Each day, you’re given a scenario that you dig into farm data and give a practice consultant presentation.”

Through engaging in case studies and farm tours, participants delve into real data, exercise critical thinking and hone their presentation skills.

Building Skills and Bridging Gaps
This year, the program welcomed 18 eager participants from the U.S. and Canada to Madison, Wis., serving as a learning platform and a steppingstone toward future careers. Whether students opt for careers in consultancy, return to the farm or pursue other industry roles, the skills and networks they build through DCE are invaluable.
Feedback from participants has been overwhelmingly positive, highlighting DCE as a crucial bridge to the industry.

“The feedback is positive,” Hurlburt reflects. “To be able to take this opportunity with them, whether that is returning back to the family farm or in the industry, provides them with a solid tool set.”

Erbsen concurs, adding that she enjoyed all the connections she has made through this experience.

“You make bonds with students in the same position from all over the country and even Canada,” she adds.

After graduation, Erbsen aspires to work in dairy reproduction and genetics, either as a consultant or in embryo transfer and IVF work. She encourages other dairy science students to apply, describing it as an eye-opening experience providing essential skills for future careers, along with a glimpse into real-life consultant scenarios.

“I think getting that hands-on experience in that role was definitely eye-opening,” she says.

Urus’ initiative is more than just a learning experience. It is a mission to cultivate the next wave of dairy consultants, equipped with knowledge, practical experience and industry connections. As Hurlburt succinctly puts it, “Hearing from our subject matter experts and seeing farms and being able to be hands-on helps them see what dairy consulting is all about.”

This approach ensures graduates step into the workforce not just with academic credentials but with a blend of experiences that prepare them for real-world challenges.

The Dairy Consulting Experience continues to be a beacon for those passionate about merging scientific knowledge with pragmatic skill, fostering a robust future for the dairy industry.

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Burn Bright, Not Out: Avoiding Leadership Fatigue on the Farm

Wed, 04 Jun 2025 15:04:00 GMT

Running a farm means juggling a dozen roles — from CEO and HR manager to bookkeeper and mechanic. Many farmers take pride in caring for their team like family, but as the operation grows and challenges mount, that commitment can come at a cost. The constant demands of running a farm leave little room to recharge. Between long hours, tough decisions and the pressure to keep everything running smoothly, it’s easy for farmers to put their own needs last. But to lead well for the long haul, personal well-being has to move higher on the list.

So how do you keep leading with heart and protect your own well-being? A recent article from Fast Company offers some practical ways to reset and recharge.

Coach, don’t carry. When a team member comes to you with a problem, resist the urge to jump in with a quick fix. Instead, try asking: “What do you think we should do?” or “What have you already tried?” These simple questions encourage problem-solving and reduce the pressure on you to have all the answers while building your team’s confidence and resilience.
Set up smarter routines. You don’t need to be available 24/7 to be an effective leader. Look at your daily and weekly rhythms. Are there meetings that could be grouped together or moved to a text or email? Protecting blocks of time for focused work or recovery helps you stay present without running dry.
Challenge the sense of urgency. Some things are truly time-sensitive, but many aren’t. Try asking yourself and your team: “Does this really need to happen now?” or “What’s the downside if we wait?” Giving permission to pause can reduce stress and lead to clearer thinking.
Play to your team’s strengths. Delegating isn’t a sign of weakness; it’s a sign of smart leadership. Hand off the tasks that drain you and let someone else shine. Whether it’s reviewing data, meeting with a stakeholder or fixing that piece of equipment, someone on your team might love it. Give them the responsibility and the recognition that goes with it.
Don’t forget yourself. Whether it’s a hobby, a personal goal or a quiet hour with no demands, finding something that fuels you outside the farm is essential. You’re more than just the person who keeps it all running, and investing in your own renewal is a leadership skill, not a luxury.

Sustainable leadership isn’t about doing it all. It’s about leading with intention and protecting your capacity to keep doing what you love, for the long haul. Start small: cancel one unnecessary meeting, hand off a task or take a walk after chores. Your team doesn’t just need you to lead, they need you to last.

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7 Health Insurance Solutions for the Self-Employed

Fri, 30 May 2025 15:59:38 GMT

If there is anything that could derail your business literally overnight, it’s a serious injury or illness in your family.

That’s why health insurance is an absolutely critical risk management tool, even though the cost of the insurance itself can also strain your business. While it probably won’t cover every medical expense for your family, it can protect you from the catastrophic effects of a major health event.

The majority of farm families agree with that sentiment, according to a 2017 study by HIREDnAG. The survey of nearly 1,000 farm families in 10 rural states found more than 75% of the respondents viewed health insurance as an essential risk management tool.

At the same time, however, many farm families still roll the dice by going without health insurance. The most recent USDA data on the subject shows more than 10% of U.S. farm households do not have health insurance, which is slightly higher than the general public. But even more telling is the type of farms that forgo it the most: dairy farms. They made up more than 40% of all farm households without health insurance, which is more than double any other type of farming enterprise.

Options to Cover Your Family

For those who are insured, many farm families rely on off-farm employment to secure health insurance — about 56% according to the USDA data. But what options are available for the rest of the families or individuals who wish to purchase their own coverage? Penn State University Extension’s Maureen Ittig, family well-being educator, and Ginger Fenton, dairy educator, recently presented a webinar where they shared the following suggestions:

Health Insurance Marketplace. The Affordable Care Act (ACA) of 2010 created the federal Health Insurance Marketplace. Americans who do not have access to employer-sponsored health insurance can secure coverage through the marketplace, which provides credits for factors like income and family size. A handy calculator to estimate credits and plan costs can be found here . All ACA-compliant plans must cover 10 categories of services that includes things like prescriptions, pediatric care and emergency room services. Open enrollment for ACA plans is usually in the fall, but special circumstances can allow for enrollment throughout the year.
Medicaid/CHIP plans. Lower-income families may qualify for Medicaid and/or Children’s Health Insurance Program plans. These plans vary by state. They typically are less costly to families and may provide additional services, like dental and vision coverage, compared to ACA plans.
Association-based plans. Farm organizations and cooperatives may offer group plans to farmer-members. These organizations also offer guidance to help farm families understand the “language” of health insurance and aid in decision making.
HSAs. Using a Health Savings Account (HSA) is a popular way for farmers to maximize their health insurance dollars. HSAs are actual bank accounts that families fund annually and can be used to cover qualified health expenses. Any dollars not used can remain in the account for expenses incurred later on and even invested into higher-yielding financial funds. To access an HSA, the insured must have a High Deductible Health Plan, which can be accessed via insurance brokers, association-based plans, or the Health Insurance Marketplace. HSAs offer the “triple-treat” tax advantages of pre-tax contributions, tax-free growth and no tax on qualified withdrawals.
Skinny and gap plans. Some states allow for skinny plans that have lower premiums, largely because they are not required to offer the ACA-required 10 categories of services, like allowing entry with pre-existing conditions or maternity coverage. They also may have lifetime payout limits. Gap plans offer short-term, emergency coverage in some states. After 180 days, the insured must enroll for new coverage. They also may have exclusions and lifetime limits.
Armed forces health insurance. According to the 2022 Census of Agriculture, about 9% of U.S farmers are veterans. They and their families are usually eligible for TRICARE or Department of Veterans Affairs (VA) health insurance programs.
Healthcare sharing ministries. Several faith-based group health coverage ministries are available that share healthcare costs among their members. This is not health insurance, but many users find they are able to negotiate rates with providers similar to discounts offered to insurance companies. Enrollment may require specific belief systems and lifestyle choices (no tobacco or illegal drug use, for example). Users pay monthly fees similar to health insurance premiums. When they incur an expense, they pay their bills up front and then submit them for reimbursement.

The Penn State experts advised looking not only at costs, but also at the services your family might need, such as maternity and mental health coverage.

“The array of options available hopefully will allow you to pick an option that works best for you, your budget and your values,” Fenton notes.

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Mastering Effective Communication for Successful Transitions

Thu, 15 May 2025 12:55:32 GMT

In the fast-paced realms of both personal and professional life, effective communication remains an indispensable tool. The ability to navigate high-pressure situations and transitions with ease hinges significantly on how we communicate. Rena Striegel, president of Transition Point Business Advisors, brings her extensive experience coaching farms and agribusinesses across the U.S. to the forefront, offering invaluable insights on enhancing our communication strategies. At the Milk Business Conference, Striegel, who is a certified business coach grew up on a dairy and hog farm in Iowa, addressed the critical topic of improving communication with family members within the workplace.

The Daily Choices of Communication
In our everyday interactions, we make vital communication choices. Here are three common scenarios Striegel discusses:

1. Delaying Conversations: Often, we postpone important discussions due to perceived risks, wanting to assure ourselves of a positive outcome.

2. Stress-Induced Talks: At times, we find ourselves addressing issues at our peak stress level, which might not yield the best results.

3. Optimal Communication: Ideally, we approach conversations after careful preparation and timing, leading to successful outcomes.

Preparation is Key
Striegel emphasizes that preparation plays a crucial role in optimizing communication:

• Physical Awareness: Pay attention to body language and eye contact. Physical signs can indicate withdrawal from a conversation, which needs to be promptly addressed to create a safe space for dialogue.

• Emotional Safety: Most individuals prefer to avoid emotionally charged starts to conversations. Striegel advises that we must ensure emotional safety to facilitate open discussions. Misinterpretations, like tears, could derail a conversation, so understanding and empathy are key.

• Silence: Silence can be protective yet dangerous, often masking our true selves due to underlying fear or stress. By avoiding premature labeling and diagnosing, we prevent giving implicit allowances for unnecessary behavior. “We have to be really careful about labeling, because it honestly puts people in a position where we’re starting to give them a pass, that that behavior is okay, because now it’s not a diagnosis,” she says.

Resetting the Conversation
Striegel shared insights on resetting conversations when tensions rise:

• Clarify Purpose: Misunderstandings can arise when individuals feel attacked. Rena suggests clarifying the purpose of discussions by reassuring everyone that the intent is solely to talk and hear each other out.

• Addressing Harsh Words: When confronted with harsh words, the instinct might be to respond even more intensely. However, slowing down the conversation and cultivating safety allows for stepping back, devising an effective plan and meeting needs effectively. “But if we can slow things down, make things safe, then we can step back in, we can come up with an actual plan, and we can execute just exactly what the person is wanting,” she says.

Effective communication is achieved when you bring preparation, empathy and purpose to the table. By applying these principles, we can enhance our conversational strategies, enabling us to navigate transitions with confidence, ensuring successful communication across all encounters. Striegel’s insights offer a road map to mastering communication in both personal and professional environments.

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Bridging the Gap: How Land O’Lakes Supports Veterans Transitioning to Civilian Career

Wed, 07 May 2025 13:36:12 GMT

Every year, many U.S. service members face the challenge of transitioning from military to civilian life. The life-altering change can be intimidating as they integrate into society and carve new career paths.

Among them is Col. Patrick Schlichenmeyer, who completed a 34-year career with the U.S. Air Force in 2023 and found himself facing a future he hadn’t initially focused on during his service years.

A Lifetime of Service

Schlichenmeyer’s journey began when he entered the Air Force Academy in 1989 at age 18. During his career he served as a pilot, participated in staff assignments and held command positions in combat. By summer 2022, as his mandatory service time came to an end, he started contemplating life outside the military.

“When I entered the military, I wanted to serve where my country needed me,” Schlichenmeyer says. “I served as long as I could, and then I had to transition to civilian life. I didn’t start thinking about my future until about a year before.”

Schlichenmeyer was certain about one thing: a desire to permanently return to Minnesota’s Twin Cities, where his wife resided in a suburb of St. Paul. While eager to reunite, the change also brought an element of uncertainty.

“I entered the academy at 18, so that was all I knew,” he says. “I had some idea of civilian culture through my spouse, but there were many unknowns.”

Discovering SkillBridge

Schlichenmeyer wouldn’t forge a new path alone. With a transition focused on the Twin Cities, he began exploring the SkillBridge program, which helps service members explore new career fields and gain experience. Land O’Lakes, which participates in the program, emerged as a potential destination for Schlichenmeyer’s skills.

SkillBridge offers a support system to help military personnel find civilian workforce opportunities. The program connects service members with corporate partners across the country and provides up to 180 days of “permissive duty” for them to get on-the-job training as interns for a company, with the goal of providing full-time job opportunities. SkillBridge helped nearly 8,500 service members find work with around 5,000 companies nationwide in the third quarter of 2024, according to the program website.

Once connected with someone at Land O’Lakes, Schlichenmeyer explored job openings and assessed if the company’s culture matched his aspirations.

“From there, I started looking at the employee website and was extremely surprised at how open Land O’Lakes is about their people, their mission, what the executive leadership team believes in,” he says. “The more that I read and understood what the company stood for, that’s something that I felt would be a good fit. I was surprised at how open Land O’Lakes is about their mission and values. The more I learned, the more it felt like a good fit.”

Embracing a New Role

Schlichenmeyer joined Land O’Lakes in February 2023 as a SkillBridge intern. He now serves as operational excellence manager at the company’s Melrose, Minn., dairy plant and was recently appointed as an expert project manager at headquarters.

Schlichenmeyer’s story is one example of the many benefits of SkillBridge. Julie Sexton, senior vice president and chief human resources officer at Land O’Lakes, emphasizes the value veterans bring.

“It’s about recruiting broadly across diverse talent pools,” she says. “Post-COVID, we expanded our recruitment strategies.”

Sexton describes the partnership with SkillBridge as both successful and fulfilling, reflecting Land O’Lakes’ mission to support those who have served.

“It’s rewarding to help service members transition to the next phase of life,” she says. “It’s a way of giving back to valuable community members.”

Land O’Lakes’ involvement with the SkillBridge program has yielded numerous success stories, with 13 current interns and 25 veterans completing internships — seven of whom secured full-time roles.

“I was looking for some place where I could go to work with good people who care about each other that are doing something important for this country,” Schlichenmeyer says. “That’s Land O’Lakes.”

His journey from a seasoned Air Force colonel to a leadership role in the civilian sector not only demonstrates the adaptability and impact of programs like SkillBridge, it serves as inspiration for other veterans embarking on their own transitions.

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Rethink Language Learning: The Shortcomings of AI Tools in Agriculture

Thu, 01 May 2025 13:14:55 GMT

With the evolving landscape of U.S. dairy farms, where 97% are family-owned and operated, the reliance on immigrant labor has grown significantly. Today, more than two-thirds of the 9.36 million dairy cows are milked by immigrant laborers, making communication in Spanish more pertinent than ever. But as Katie Dotterer, also known as AgvoKate, points out, relying on AI language tools like Duolingo may not be the most effective solution.

The Importance of Communication
Dotterer emphasizes the limitations of AI tools in language acquisition, suggesting they can’t replace the nuances and depth of human interaction and learning.

“While AI tools and apps like Duolingo have their place, I believe they’re not enough for truly effective language learning,” she says.

AI in Language Learning: A Limited Tool
While these tools can play a role in learning a new language, Dotterer says they fall short in providing a comprehensive language education. As language learning company Duolingo transitions to an “AI-first” approach — reprioritizing creative work over basic tasks handled by AI — it’s essential to acknowledge the limitations and potential repercussions. Dotterer points out AI can inadvertently damage students’ confidence and often doesn’t always capture the intricate cultural and contextual elements of a language.

The Human Factor: An Essential Component
She highlights some of the critical aspects where AI fails to deliver. For instance, there are six different ways to say “piglet” in Spanish, a detail these tools are unlikely to teach or incorporate into agricultural-specific phrases.

“Duolingo is never going to teach you that or any applicable phrases using ag-specific terms,” Dotterer says.

This gap underscores the necessity of a human-centered approach in language learning, one that acknowledges context, culture and specific industry needs.

Dotterer shares her motivation for challenging the growing dependence on AI tools, emphasizing the need for personalized learning experiences that better meet the needs of students.

As AI continues to permeate various facets of our lives, it’s essential to strike a balance. AI langauge tools can complement — but not replace — the rich, contextual learning that human interactions facilitate. As we navigate the future, acknowledging the importance of the human element remains crucial for effective language education, particularly in fields as diverse as agriculture.

To learn more or to sign up for ag-focused Spanish classes, go to: Spanish for Agriculture | Mysite

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Cultivate a Thriving Farm Crew: Boost Productivity and Morale

Tue, 22 Apr 2025 10:52:52 GMT

Creating a thriving work environment isn’t just about productivity; it’s about fostering a culture that benefits both employees and the business. Jared Dueppengiesser from Proterra Genetics emphasizes the significance of having the right person to manage people on your farm, a concept he shared during the 2024 Milk Business Conference in Las Vegas. Here are some invaluable insights he provides based on his experience as a former herd manager at Rosendale Dairy, part of the MilkSource LLC.

Finding the Right People Manager
One of the most crucial steps in cultivating a positive culture on your farm is identifying who will drive that change.

“You need to figure out who is going to be the driver of the culture on your farm,” Dueppengiesser says. By selecting someone adept at managing people, owners can shift their teams’ focus and engagement, leading to a more cohesive and motivated workforce.

Communicating the ‘Why’
Day-to-day operations often consume owners, leaving the why behind actions unexplained. Dueppengiesser stresses the importance of training and explaining tasks thoroughly to employees: “Are we focusing and really explaining to employees why we are doing this, and what’s the importance of the task?” Understanding the rationale behind their duties helps employees connect with their work and the company’s goals.

Feedback and Positive Reinforcement
Employees thrive on constructive feedback. Dueppengiesser suggests beginning with positive reinforcement.

“I tried to always start with something positive that they were doing really well and then focus on something they can learn and do better,” he says.

Consistent feedback not only enhances performance but also fosters a sense of worth and motivation among the team.

Cultivating Open Communication
Efforts to change culture take time and strategy. Dueppengiesser advocates for openness to ideas and feedback from employees. He highlights, “It is essential to figure out how you can open the door to make sure that the line of communication is open for all your employees.” An open-door policy encourages employees to share ideas, fostering innovation and improvement.

Prioritizing Employee Engagement
Building relationships with employees is vital. Dueppengiesser recommends engaging with employees first thing in the morning rather than pushing interactions to later, potentially forgotten moments. Spending an hour or more in the barn or parlor for brief but meaningful conversations can make a significant impact. Understanding your employees beyond their work, getting to know their families and hobbies, strengthens the team dynamic.

“I really just tried to focus on learning a lot more about each and every employee, and it really changed the way that they saw our relationship,” he shares about his approach.

It’s important to demonstrate that the relationship extends beyond business metrics; it involves genuine care for their well-being as individuals.

Creating a positive farm culture requires empathy, openness and strategic communication. Identifying the right people manager, articulating the purpose of tasks and prioritizing employee engagement are key steps in this transformation. By doing so, farm owners can not only enhance productivity but also build a workplace where both employees and the business can thrive.

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A Blueprint for Building Effective Leadership in Dairy Management

Mon, 21 Apr 2025 12:57:10 GMT

In the often challenging and ever-evolving dairy industry, crafting a management team that thrives requires more than just protocols and organization charts. Greg Bethard, CEO of High Plains Ponderosa Dairy in Plains, Kan., shared insights at the 2025 Western Dairy Management Conference in Reno, Nev., on what it takes to cultivate effective leadership within a dairy operation.

The Essence of Leadership

Bethard emphasizes that a leader must embody three crucial traits: being easy to follow, easy to understand, and relatable to everyone. Without leadership, a business struggles to recruit a high-caliber team and to attract top talent. In Bethard’s view, leadership isn’t just about the person in charge; it’s about the characteristics and culture they foster within their business.

“A business without a leader, in my view, is never going to be able to recruit a high caliber team and attract people to the business,” he said.

Characteristics of a Good Leader

Bethard shared that a great leader possesses certain non-negotiable traits:

Committed — The dairy business demands unwavering commitment. A leader must consistently demonstrate this dedication to inspire the entire organization.
Decisive — Decisiveness eliminates confusion and uncertainty. It ensures that everyone knows the direction and purpose of their efforts.
Believable — Trust and belief in a leader’s message are fundamental. Leaders must be credible and inspire others to follow their vision.
Accountable — True leaders show up daily, prepared to exert their full effort both mentally and physically.
Trustworthy — Many employees in the dairy sector are new to the country and may come from environments where trust is scarce. Establishing trust starts at the top and is crucial in nurturing a dependable team.
Visionary — A clear and tangible vision inspires people to be part of a business. It doesn’t have to be a formal mission statement; an authentic and compelling vision is enough to attract those who share enthusiasm for the journey.

Passion: A Powerful Catalyst

Bethard passionately insists on the importance of enthusiasm in leadership.

“It absolutely shows when you don’t,” he said. “Passion is contagious. If you’re not excited about your business, how on earth is anybody else going to be excited about joining your team?”

He highlighted the necessity of trusting managers and avoiding micromanagement to foster growth and perspective. By traveling and visiting other dairies, Bethard gains fresh perspectives which he finds difficult to acquire when solely focused on the daily grind.

“I find when I’m gone for three or four days and visit other dairies … I just come back with a little different perspective,” he said.

Establishing a leadership legacy in the dairy business revolves around fostering the right qualities and cultivating a culture where people are eager to be part of the vision. It’s about leaders who can harness their passion and drive, inspiring everyone within the organization to strive for greatness. As Bethard highlights, the right qualities in a leader can make all the difference in transforming the dairy business into a thriving enterprise.

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Where Will Farmworkers Come From in the Future?

Mon, 07 Apr 2025 13:23:03 GMT

As the dynamics of the global workforce continue to evolve, so too must the strategies to hire and retain an adequate on-farm labor force in the U.S.

The shrinking pool of workers in rural areas is a real concern for farmers, says Richard Stup, senior Extension associate and agricultural workforce specialist with Cornell Cooperative Extension. One striking example is the declining birth rate in countries, such as Mexico, that historically have been sources of agricultural labor for the U.S.

“[The population in] Mexico, going forward, will begin to actually shrink,” he shared at the 2025 Western Dairy Management Conference. “It’s not just Mexico. There are a lot of countries in this situation.”

In addition to a smaller pool of workers willing to fill on-farm vacancies, economic opportunities in these countries, such as an increase in Mexico’s inflation-adjusted dollars, are reducing the push factor for migration.

“It means there’s more economic activity, there’s more job opportunity and there’s less push to leave Mexico and go to the U.S. for dollars,” he says. “There’s still a lot of push to come up here, but it’s not what it used to be.”

When looking at the data, Stup notes fewer young people are looking for work.

“The average age of foreign-born employees is about 42 years,” he says. For comparison, the average age of U.S. born employees on farms is 36 years old.

Two Employment Solutions
Despite these dynamics, immigration will still play a significant role in sustaining the on-farm workforce. To address workforce challenges, Stup says a couple programs exist:

One is the H-2A visa program, which allows an unlimited number of agricultural workers to enter the U.S., provided the work is temporary or seasonal.
Another viable option is the TN Visa, born from agreements such as NAFTA, enabling skilled professionals from Canada and Mexico to enter the U.S. for professional endeavors.

Navigating these pathways requires producers to have their paperwork, such as I-9 forms, in order, especially with current enforcement trends focusing on individuals with criminal backgrounds.

“It seems pretty consistent that most of the enforcement from ICE is in pursuit of individuals that have some kind of criminal background,” he shares.

With an estimated 11 million undocumented immigrants in the U.S., producers are advised to stay vigilant and prepared. It’s important to keep necessary documentation, such as I-9 forms, social security copies and identification such as driver’s licenses, well-organized and readily accessible, encourages Jamie Castaneda, executive vice president of policy development and strategy for the National Milk Producers Federation. Ensuring all paperwork is in compliance with federal and state laws is paramount if faced with an Immigration and Customs Enforcement inspection.

Embrace Technology and Workforce Development
Technology offers solutions to improve on-farm efficiency. Artificial intelligence (AI), for instance, can optimize tasks, allowing human workers to focus on animals requiring attention.

“Technology is going to be used in places where the work is repetitive and where it’s kind of heavy manual labor,” Stup says.

Workforce development is crucial as well. Supup underscores the need for retention programs and attracting a diverse pool of workers. Skills such as critical and systems thinking, data savviness and comfort with animals will be essential for future dairy workers. Education, whether formal or through on-the-job training, is equally important.

Build a Supportive Work Environment
To attract and maintain a robust workforce, it’s essential to create a positive work environment. Stup highlights the role of supervisors in leading effectively by setting clear expectations, providing necessary training and development, and giving constructive feedback on performance.

“We need to do what we can to retain and create a great place to work,” he says, noting supervisors need to lead effectively.

Supervisors need to spell out three main factors for employees:
1. Expectations. Clearly communicate what is expected of employees, including job descriptions, SOPs and onboarding.

2. Training and Development. Train, coach and use other efforts to teach knowledge, skills and attitudes.

3. Feedback. Give employees information about their performance to help them improve.

The future of the on-farm workforce will be diverse, comprising immigrants and individuals from various backgrounds, including those from urban environments new to agriculture. Balancing the need for manual and mental labor remains appealing, drawing in those uninterested in traditional office roles. The key is to retain and foster talent in the agriculture sector, giving rise to a dynamic and inclusive workforce that will carry the industry forward.

By adopting these strategies, farms can adapt to the shifting landscape, ensuring productivity and sustainability in the face of workforce changes.

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Former CEO's Favorite Resources For Becoming A Better Leader

Mon, 03 Mar 2025 22:00:50 GMT

Doug Stark worked for Farm Credit Services of America for 37 years, eventually becoming the organization’s CEO until his recent retirement.

He joins the Ag Inspo podcast with hosts Ron Rabo and Rena Striegel to share the best ways to enhance your leadership skills.

“Leadership is learned, so you can teach leadership to other people,” Stark says. “I was in leadership roles before I knew what leadership was. I was a terrible leader, and I recognized that. I changed the way I was approaching things.”

He says attending conferences can be helpful, but are admittedly not his first pick.

“You can go to some good conferences and pick up some things on leadership. I pick more up from individual presenters or speakers here and there,” he says.

Stark’s favorite leadership development resource is more easily accessible: books.

“There’s tons of leadership books on the market - I was reading probably two or three a month,” he says. “Some of them would say the same things, just in a different way. But sometimes that would trigger a thought.”

He compares reading to taking a shower.

“It cleans my mind of all the challenges, created a positive mindset and started inspiring me with thoughts and ideas in which I could deploy to make myself and our team more effective,” Stark says.

Stark is even basing a university course on one of those books: The Leadership Challenge by James Kouzes and Barry Posner.

“It’s based on research, not just a general philosophy,” he says. “They have five attributes of exemplary leaders, and that’s kind of been my Bible over the years.”

Starke has also found a lot of value in hiring leadership coaches, even if you’re already in a company’s C-Suite.

"[Employing a leadership coach] was one of the most powerful things I ever did,” Starke says. “Not only did he humble me, but he really taught me a lot of the things that I abide by today and on a daily basis.”

He believes good leaders create good culture, and that leads to satisfied employees who will go the extra mile.

“When you start respecting people, trusting them, treating them like adults and inspiring them with where you’re trying to go, things happen that you can’t even imagine,” Starke concludes. “They do things that make you go, ‘Wow, where did that come from?’”

5 Easy Steps to Better Invest in Your Employees

Fri, 28 Feb 2025 16:00:00 GMT

Each year, farmers make significant investments in their operations, whether it be new equipment, new technology, or infrastructure improvements. However, to maximize the return on these investments, they must also focus on hiring and retaining skilled, engaged employees. According to Dr. Bob Milligan of Dairy Strategies, LLC, one often overlooked but essential investment farmers neglect to make is in employee development.

“Unlike physical assets, employee development doesn’t require massive capital—but it does demand a commitment to fostering growth and continuous improvement. The key is making it a priority,” Milligan says.

Milligan outlines five essential employee development tools—ranging from one-time training events to continuous improvement systems—that farmers can implement to strengthen their workforce.

1. Create a Development Plan
One way to make sure employees keep learning and growing is by having a clear plan in place. A well-structured development plan ensures employees have clear goals for professional growth.

According to Milligan, a strong development plan may include:

On-farm training opportunities.
Reading materials, virtual resources and webinars.
Off-farm learning experiences such as workshops or industry conferences.

Milligan suggests that plans be reviewed and updated in late fall or early the following year, allowing owners and employees to align educational opportunities with these focus areas.

2. Develop a Performance Improvement System
Beyond individual growth plans, it’s also important to have a system in place that helps employees understand expectations and track their progress. A strong performance improvement system answers two essential employee questions:

What is expected of me?
How am I doing?

“While all businesses set expectations and provide feedback, an unstructured approach leaves employees uncertain, frustrated, and less effective,” Milligan adds. “Many farms rely on annual performance reviews, but research suggests they are often ineffective feedback should be timely, not delayed until year-end.”

Milligan notes that a structured performance system should include:

Providing ongoing, informal feedback to help employees refine their skills in realtime.
Frequent structured check-ins, ideally monthly, to review progress and reset expectations.
An annual strategic meeting focused on future growth, replacing outdated performance review models.

3. Conduct Stay Meetings
A stay meeting is a great way to check in with employees and keep them engaged for the long haul. Instead of looking back like a traditional performance review, it focuses on the future—helping set goals and make a plan for success.

During stay meetings, Milligan highlights three key areas to focus on:

Have a clear purpose: Work together to boost performance, job satisfaction, and keep good employees around.
Look ahead, not back: Unlike regular reviews, stay meetings focus on growth and future goals.
Make it a two-way conversation: Supervisors should listen, ask questions, and get input from employees.

4. Communicate
Good communication is key to keeping things running smoothly on the farm. Whether it’s working together as a team or making important decisions, strong communication makes a big difference.

“In my opinion, the keys to excellent communication are listening, asking questions, and psychological safety,” Milligan says. “Psychological safety means feeling safe to take interpersonal risks, to speak up, to disagree openly, and to surface concerns without fear of negative repercussions or pressure to sugarcoat bad news.

5. Create Career-Oriented Compensation
Keeping good employees around takes more than just keeping them happy—it takes showing them they have a future on your farm. Stay meetings help build that long-term commitment but pay and benefits play a big role too.

“Younger and often first-line employees typically focus on having cash as their compensation. As employees age, advance, and become more family-oriented, they seek benefits like excellent health insurance and a retirement program. Balancing these differing desires, especially in our difficult labor market, is a challenge,” Milligan notes.

Being flexible with pay structures and openly communicating with employees about their needs can help create a compensation plan that supports long-term retention.

Give It a Shot
At the end of the day, investing in your employees is just as important as upgrading equipment or adopting new technology. A strong, engaged team keeps the farm running smoothly, and when people feel valued and see a future with you, they’re more likely to stay. By focusing on these five steps, you won’t just build a workforce—you’ll create a team that’s in it for the long haul.

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Step Away to Steer Ahead: Unlock Your Farm's Potential

Wed, 19 Feb 2025 14:41:46 GMT

In the fast-paced world of dairy farming, the daily grind can become all-consuming. Farmers often focus every waking moment on their employees, the well-being of their cows, and the challenges of running a generational business. This leaves little room for anything else, making the idea of taking time away seem not only luxurious but almost impossible.

Yet, stepping away from this routine, even briefly, can unlock incredible potential for growth and innovation. For dairy producers, this often means leaving the confines of the farm to engage with new ideas and people. The recent 2024 Milk Business Conference in Las Vegas exemplified such an opportunity, providing a fertile environment for producers to learn, connect and grow.

Explore New Horizons Beyond the Farm
The significance of stepping outside the usual environment to connect with a broader community is invaluable. Events like the Milk Business Conference offer dairy producers a treasure trove of knowledge that extends beyond everyday farm operations. This exposure paves the way for exchanging innovative ideas and practices, crucial for enhancing personal and professional growth.

Networking remains a cornerstone of any successful business venture, and the dairy industry is no exception. This year’s conference set new records, with attendees representing over a million cows gathering to share insights and experiences. The event provided a unique platform for producers to connect, exchange vital information and seek guidance from seasoned industry leaders. Building such relationships is essential for fostering growth and reaching new achievements.

Record Participation
Noteworthy for both the wealth of information shared and its unprecedented attendance, the 2024 Milk Business Conference stood out as a vibrant hub of collaboration and mutual learning. The scale of representation signified the conference’s growing influence and the essential role it plays in the dairy industry.

Tim Sanders, a former Yahoo chief solutions officer says, “Your network is your net worth.” Leaving the immediate demands of the farm behind to attend the Milk Business Conference yields significant benefits for dairy producers. The opportunity to learn about new practices, forge strategic connections, and draw inspiration from industry peers is invaluable. As the dairy industry evolves, such opportunities for growth and development will remain vital for long-term success.

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3 Ways To Stop The Threat Of Complacency In 2025

Thu, 23 Jan 2025 15:31:59 GMT

In a world full of threats to our livelihood in agriculture, what is the biggest danger we face in 2025?

Is it election hangover, continued low prices or issues with the new farm bill? All concerning, yes, but I’ll argue the biggest threat to businesses of all sizes is actually internal. It’s one word: complacency. It’s that tendency toward thinking deep issues will go away. Complacency happens to our operations when we decide we are simply too busy working in the business to work on the business.

Fortunately, there are a couple quick call outs you can consider.

Three Ways to Stop Complacency in 2025

Hire right.
Have you taken an honest look at how you are building your bench for the future? How far from retirement are you right now? Have you begun that new CEO search?

Besides your own successor, what does hiring look like for your team in 2025 and into the next two to three years. Most importantly, is this topic getting the attention it deserves? While many top producers don’t enjoy the process of hiring and firing, avoiding it means not being prepared for changes, emergencies and long-term growth.
Solve the problem even if you inherited it.
I’ve heard many times from second- or third-generation producers that they just “have to live with” some problems because they inherited them. Just because you didn’t initiate the problem doesn’t mean you shouldn’t try to solve it. In the past two columns we even talked about culture change and how to shift culture, so you might take a re-read of those if this topic hits home.

Complacency really takes root with the attitude of: “Well, I didn’t create this mess, why should I clean it up?” Instead, look at ways to become proactive and take the necessary steps to rectify long-term problems. What aspect of your business is messy and requires the necessary clean up this year? What have you been avoiding in the operation that must be resolved to grow and thrive?
Build anew.
Radical change is sometimes the easiest fix. While that seems ridiculous in light of what we just covered in number two, often, when it’s time to change, it’s time to change big. Take a look at all aspects of your business and marketing model. Is the process of change already happening to you while you’ve not yet begun to shift with it? For example, new markets, such as programs in sustainability, are becoming mainstream. Does is make sense to wait until full adaptation of these initiatives or is there a fit for your business in the near term?

“Fix it, close it or sell it’’ was a favorite slogan credited to former General Electric CEO, Jack Welch. What this means is that there are diminishing returns by being in a business where you are not the market leader. Maybe a new diversified business line that supports your more traditional production system is the way to build anew. Either way, looking at where the future of your business could be at least once a year is essential and keeps you ahead of the complacency trap.

Dear Reader: After 10 years and nearly 40 editions, it’s time to retire The Farm CEO Coach column from Top Producer Magazine. The Farm Journal brands are trusted, reliable sources of information and commentary, and it is an honor to engage with this organization and readers. I am still writing, coaching and consulting in agriculture and look forward to continued occasions to work with the portfolio of magazines when the opportunity presents. Stay in touch by connecting on LinkedIn or Instagram.