Horizons Summer 2013

horizons California Agricultural Leadership Foundation Magazine

S U M M E R 2013

JIM BOSWELL AND LOREN BOOTH

Champions of Ag Leadership First Recipients of the Boswell-Booth Service Award

We grow leaders who make a difference.

EDITOR’S MESSAGE

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Gratitude

California Agricultural Leadership Foundation Magazine

A message

In every issue of Horizons, Loren Booth has written her chair message here. For this issue, though, her role has changed as she graces the cover alongside Jim Boswell.

Quite simply, the California Agricultural Leadership Foundation and Ag Leadership Program would not be thriving today without these two enormously generous individuals. Loren and Jim recently received the first Booth-Boswell Service Award, which you will read about on pages 4-5. The foundation is extremely proud to honor them with the award and to prominently feature them in the magazine. They have made a huge difference for Ag Leadership and we are forever in their debt.

In this issue we also showcase the international and national travel seminars. Every alum remembers his/her trips and the unique experiences they shared with their classmates. Those memories will always stay with them. A common question among alumni is “Where did you go on your international trip?” For 43 years, these extraordinary travel seminars have provided fellows with incredibly thought-provoking, once-in-a-lifetime opportunities. Fellows have been exposed to a variety of people, places, cultures, programs, issues and ideas – all of which enhances their developing leadership skills.

We salute Loren and Jim – and every single donor, large and small – for giving to Ag Leadership so that we can continue to offer university and travel seminars in our state, in the nation’s capital and abroad, and above all, offer a premier leadership development program.

Summer 2013 • www.agleaders.org

COVER STORY 4

Award: Loren Booth and Jim Boswell

FEATURES 6 10 11 16 17

Class 42 International Travel Seminar Class 42 Commencement Class 43 National Travel Seminar Leadership Focus: Dr. Sara Daubert Alumni Spotlight

DEPARTMENTS 2 2 3 14 18 19

Editor’s Message Calendar of Events Foundation News Alumni Council Alumni & Fellows News Donor Recognition

CALENDAR OF EVENTS

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AUGUST

Page 7 INTERNATIONAL TRIP

CALF BOARD OF DIRECTORS Chair/ Loren Booth Vice Chair/ Jeff Elder Secretary - Treasurer/ Pierre Tada Edwin Camp John Colbert A.G. Kawamura Ejnar Knudsen Joe MacIlvaine Chris Nelson Rod Stark Deanna van Klaveren Mary-Ann Warmerdam Dr. Lester Young Rob Yraceburu

3-10

CALF STAFF President and CEO / Bob Gray | bob.gray@agleaders.org Director of Education / Dr. Michael Thomas | mthomas@agleaders.org Program Advisor / Dr. Charlie Crabb | ccrabb@agleaders.org Finance & Human Resources / Teresa Straub | tstraub@agleaders.org Program Coordinator / Judy Sparacino | jsparacino@agleaders.org Enterprise Coordinator / Emily Clark | eclark@agleaders.org

2-17 7-9

WRITER/EDITOR Meredith Rehrman Ritchie mritchie@agleaders.org DESIGNER TMDcreative

Washington, D.C. Educational Fellowship Program / Regions 6, 7 and 8

SEPTEMBER

25

Class 44 announced L4 Seminar featuring Zachary Shore, Salinas

OCTOBER

2-5 16-18 17

Class 43 seminar, San Rafael Class 44 seminar, Fresno Class 44 inaugural, Fresno

NOVEMBER

Class 43 international travel seminar Class 44 seminar, SLO

AG LEADERSHIP

>> Foundation News

Thank You: Chris Nelson Retires From CALF Board As of the June 5 board of directors meeting, Chris Nelson announced that he is stepping down from the board after a full term of three years of service.

Nelson is the president and CEO of The MIXTEC Group, a leading executive search firm serving agribusiness companies and organizations. He first became involved with the foundation in 2008, when his firm was selected to direct the national search for a new president and CEO of CALF. During the comprehensive seven-month search process, Nelson and Executive Vice President Jerry Butt were fully committed to the foundation’s goals and achieving a positive outcome. They went above and beyond the normal client-vendor relationship due to their strong belief in the Ag Leadership Program.

Nelson continued and sustained his interest and support as a board member. “As I said at Class 42 commencement, Chris is a rare individual – a non-alumni director who chose to serve the organization without having gone through the program,” said Bob Gray. “These kinds of industry leaders are hard to find and we were very, very fortunate to have someone of Chris’ caliber and breadth of experience on our board. His position on the board is not an easy one to fill. We will miss him and his energy and commitment.”

Said Nelson, “It was an absolute honor and privilege to serve on this prestigious board for the last three years. I have enjoyed my time on the CALF board immensely. I am so proud to have been part of such an incredible team of dedicated professionals who share a common vision for the future leaders of California agriculture. I am still in awe of the miraculous CALF turnaround in such a relatively short period of time. I wish Bob Gray, my fellow board members and CALF continued progress and unlimited future success.”

The board approved a concept from the executive committee of using part-time and regionally-situated alumni development officers as a new and fresh approach to our fundraising efforts.

These officers would essentially be an enthusiastic “corps of advocates” for Ag Leadership. The position entails regular outreach and promotion of the goals and objectives of the foundation and the Ag Leadership Program to alumni, industry partners, and friends (including corporations and foundations). The overarching goal is to build both operating and endowment financial support for the future of the program.

The foundation is partnering with Marts & Lundy, a philanthropy consulting firm that we have worked with for the past few years, to help train the regional development officers this summer. The new corps of officers – all Ag Leadership alumni – will be profiled in the fall issue of Horizons. –Bob Gray

Matching Challenge Grant Nears Goal The foundation is pleased to report that the $1,000,000 matching challenge grant offered by the James G. Boswell Foundation in fall 2012 is very close to reaching its goal.

At the end of May, nearly $950,000 in cash had been raised since the challenge grant was announced, with $146,000 of additional gifts pledged in multi-year installments. Of these totals, some $408,000 was earmarked for the endowment. Thank you to all of our contributors for helping us attain this significant fundraising milestone.

With over 95% of the challenge now in hand, we are confident that we will meet – and exceed – the threshold for the matching grant before the deadline of Dec. 31, 2013. Once met, the James G. Boswell Foundation will issue its $1,000,000 gift to the endowment in honor of J.G. Boswell II. –Bob Gray

CALF CHALLENGE GRANT

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Board Approves Regional Alumni Development Officers

AG LEADERSHIP

>> Cover Story

Champions OF Ag Leadership Jim Boswell and Loren Booth are honored with the first Boswell-Booth Service Award

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A champion is a person who fights for another or for a cause: a defender, protector and supporter. Loren Booth and Jim Boswell are extraordinary champions of Ag Leadership.

extraordinary people who have sustained it and kept the vision alive. We are forever in their debt.”

To formally honor them, the California Agricultural Leadership Foundation board of directors created the Boswell-Booth Service Award. They received the award during the Class 42 commencement on June 5 at Cal Poly Pomona.

Boswell is the chairman and CEO of the J.G. Boswell Company, which produces, processes and markets cotton, cottonseed, processing tomatoes, wheat, seed crops and alfalfa. He is an honorary member of Class 17. His father, J.G. Boswell II, was one of the founders of Ag Leadership.

CALF President and CEO Bob Gray said it was time that these two special individuals were acknowledged on an appropriate scale for what they have done. “The Ag Leadership Program is a force for good in the world and we are now properly recognizing the

Booth is the president of family-owned and operated Booth Ranches, a premium citrus grower in the San Joaquin Valley, as well as a cattle rancher and graduate of Class 27. She took the reins as CALF board chair on July 1, 2009.

CALF board member Mary-Ann Warmerdam spoke about the impact that Boswell and Booth have had on Ag Leadership: “As an honorary member of Class 17, Jim captured the ‘spirit of the vision’ and nurtured the program from its adolescence through a few tough teenage years, giving us all the gift of the program we have today with the foundation for tomorrow,” said Warmerdam, a Class 17 alumna.

“Without Loren’s feistiness, determination and commitment of time, from pursuing the right president (Bob Gray) to tireless promotion of the program among her peers, I do not believe CALF would be here today,” she said. “Thank you to Loren for keeping the dream alive at a time when its promise is more needed and more valuable than ever.”

AG LEADERSHIP

This honor was created to recognize extra-special champions or supporters of the California Agricultural Leadership Foundation and the Ag Leadership Program. It is appropriate that we recognize today a pillar in the California agricultural community – a gentleman who has extended his family’s legacy of founding the Ag Leadership Program and sustained this organization through thick and thin since its inception, with conviction and purpose, even in its darkest hour. Today, we emerge into new light, the new day, which is the exciting future of the Ag Leadership Program. Jim, on behalf of the board, it’s an honor and a privilege to honor you today, this recognition is in some ways long overdue but we are making it right today. We express our gratitude to you and your family for being an extra-special champion of CALF. Thank you for all that you have done, for all that you are doing, and most of all, thank you for your friendship.

Presentation to Loren Booth

By Deanna van Klaveren Class 32 | Member, Alumni Council and CALF Board of Directors Loren Booth is the epitome of “time, talent and treasure.”

Loren has given her treasure in order for the foundation to keep its doors open as we restructured and aligned our strategic plan and as we kick off our capital campaign and continue to give opportunities to our fellows and alumni. And then she gave her time: traveling to countless meetings, doing one-on-one visits, setting up events, leading the board of directors, showing up to foundation gatherings, giving her support, sharing the foundation’s vision, and being the head cheerleader for CALF. And if that wasn’t enough, she shared her talent: her leadership, her enthusiasm (which is contagious) and her grace. This recognition from the board was created for those who share their time, talent and treasure with the foundation. Loren has done all three 10-fold! Thank you Loren!

“I am delighted and honored to be recognized with this award from the California Agricultural Leadership Foundation. It has been our privilege to support and participate in the Ag Leadership Program since its inception.”

–Jim Boswell

“I would like to thank CALF for this recognition. It was quite an honor to receive the award at graduation.

As an alumna, I will always be grateful to Ag Leadership for so many ‘lessons in life.’ The journey continues and it’s funny how these lessons continue to evolve. The program keeps teaching me. It touches lives and the communities in which we live. Thank you to the staff, board, fellows and supporters for this amazing program!”

–Loren Booth

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Presentation to Jim Boswell

By Pierre Tada Class 22 | Secretary/Treasurer, CALF Board of Directors

>> Cover Story

AG LEADERSHIP

>> International Travel Seminar

Lessons Learned in India

A

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n objective of all international seminars is to plunge fellows into cultures very different than their own. This was easily accomplished within the first few minutes of hitting the streets of India. Crowded streets, people invading our personal space, loud noises, unusual sites, and overpowering smells and sensations. We were totally immersed in an unfamiliar cultural experience and outside of our normal comfort zone. One fellow described the first day as rapidly repeated whiplash as we tried to “look over there” and “look at that.” Every sense was on high alert. There was so much to see and absorb and process. After a few days, we became more accustomed to the sights, sounds and smells that were so overwhelming at first and tried to focus on the specific learning goals, objectives and lessons of the international experience. Eight fellows share their viewpoints about some of those lessons. >>

AG LEADERSHIP

>> International Travel Seminar

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and Nepal

AG LEADERSHIP

>> International Travel Seminar

Lesson: Old Cultures – New Governments India and Nepal are based on civilizations with rich histories and established cultures that have lasted for centuries. Like other parts of the world, each country’s history is marked by invasions, wars and power struggles. Although invaders or colonial occupation have shaped these countries into their present forms, their unique ancient cultures have survived. From a leadership perspective, we learned that people cannot come into either country and apply western world norms upon either culture and expect immediate success. India and Nepal, although very different, seem to be reinventing themselves to fit the modern world, but at the same time are holding on to their unique backgrounds, which must be understood in order to understand the people and current practices.

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Cameron Boswell: “Through our experience I can see how India has been successful at adapting culturally and politically to preserve the rich traditions of its ancient civilization and diverse culture with a modernized democracy and economy. This is a tribute to their virtues formed from a long history of cultural diversity, from language to religion. The independence movement, led by one of the world’s most highly regarded leaders – Mahatma Gandhi – helped lay the

foundation for a modern democracy in which the means are just as important as the ends. Nepal’s leaders, despite their rich cultural history, have yet to overcome the fractious political movements hindering Nepal’s quest for modernity and prosperity.”

Justin Micheli: “I found myself admiring Gandhi’s determination, fortitude and vision. These values and convictions allowed him to steer his people and in a sense give birth to a nation. In Nepal, among the slopes of the Himalayas, lies a nation struggling to respect their rich and colorful past with the balancing of a modernizing force of present. The view from a restaurant roof top table provided me with an understanding of Nepal.

Heavens became mountains, mountains became terrace farms, terrace farms became roads, roads became arteries and veins of a civilization. And in the center of Nepal’s living society was a Buddhist temple serving as a heart of a nation.”

Lesson: Economic Potential There are complaints about the burdensome regulatory environment in California, but India arguably has a much more oppressive regulatory environment – although only in some traditional sectors such as mining and manufacturing. Regulations have not

caught up to newer growth areas such as technology and biotechnology. There was also evidence that corruption is a problem that restrains economic development.

But Indians are prospering in many areas due in large part to their innovative spirit and make-do attitude, allowing them to creatively find work-around answers. India can become a major economic power if some infrastructure problems, regulatory restrictions and corruption do not hinder progress.

Anne Coates: “The air and water pollution was so prevalent that many fellows mentioned how surprisingly appreciative they are of regulations in California. I agreed. I call myself a ‘recovering regulator’ – having played a role in the sometimes overly oppressive regulatory environment here at home. I hope that as India grows into an economic powerhouse, the people are able to harness the ‘jugar’ spirit ingrained in their culture and find innovative incentivebased approaches to pollution instead of solely relying on regulations. The ingenuity that lies in their human resources could possibly achieve a far greater positive outcome if a balanced approach is recognized and sought as they continue to grow.”

Robert Grether: “It was clear that there is a significant gap between where India’s ag economy is today and where

AG LEADERSHIP

Lesson: Leaders and Leadership One great object lesson used in many discussions throughout the trip was the leadership style of Mahatma Gandhi and Mother Teresa. The leaders were very different with vastly different objectives, but the lesson from them was the power of a non-aggressive, non-violent approach.

They taught us a lot about patience, equality for all and servant leadership. We used Gandhi and Mother Teresa quotes throughout our journey to inspire us and to help us reflect on leadership styles that result in transformational change.

JJ Gross: “Gandhi’s shaping of India was a common theme throughout our trip. As a leadership group, we naturally focused on what Gandhi accomplished, but also his means for getting there. His

many strengths – not the least of which was his ability to unite an ethnically and religiously diverse group from a position without formal authority – were brought to life for us in this busy and confusing nation.”

the highest religious seat Akal Takht. We formed a particular closeness with the Sikh religion, not only because of Karm’s excellent guidance and answers to our questions, but because we had many similar values to Karm and his faith.

Karl Lehman: “India is a fascinating case study for social order and leadership.

Gandhi’s leadership approach of nonviolence has morphed into non-violent, but aggressive assertiveness that pushes our social comfort levels. India’s massive population and diverse religious background have created unique social institutions. India has a social fabric of what might seem as total chaos and an assault on the senses, but has an underlying value system shared by all parties involved that makes it work seamlessly from the inside. I wonder if this is sustainable over the long term with the age of accessible social information.

A country whose daily interactions revolve around aggressive assertiveness as a cultural norm has its breaking points.”

Mike Testa: “Having done research prior to our trip, we knew that the Sikh religion is founded on the basic principal that all people are equal – no caste, no creed, no country dividing. The practicing Sikh lives his life through honest work and devotion to his duty, his family, and his society. The living evidence of this philosophy we experienced in India was overwhelming and inspiring. We saw it in the Bain family’s devotion to community and in strangers supporting each other for a common cause. It was so impressive to see it at the Golden Temple, where 70,000 people are fed daily entirely by volunteers!”

Lesson: Religious Traditions – Religious Diversity Our study tour allowed us an up-close and personal view of several religions – Islam, Hinduism, Buddhism and Sikhism.

Accompanied by Karm Bains (40), we had the unique opportunity to visit top leaders of the Sikh faith, including Jathedar Singh Sahib Giani Gurbachan Singh, head of

Ulash Turkhan: “Visiting the Golden Temple in Amritsar, Punjab with Karm Bains; being blessed by the principal guru, Singh Sahib Jathedar (the high priest resides at the Golden Temple); and meeting Didar Bains was a very unique and welcoming experience. Throughout the trip in Punjab, where Sikhism was founded, we always felt the absolute hospitality, importance of equality regardless of what religion you belong to, commitment to community and family, and emphasis on farming culture.”

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people would like it to be. From Indian farmers, we learned that the average farm is smaller than five acres and family-run, and so there is limited opportunity for scale-driven mechanization or overhead distribution. Government officials regularly quizzed us about cold storage and water-distribution best practices, but admitted that regulations constrain such infrastructure development. At the same time, administrators at Punjab Agricultural University and National Dairy Institute are driving advances in ag technology, including successfully raising the world’s first cloned water buffalo.”

>> International Travel Seminar

AG LEADERSHIP

>> Commencement

Congratulations Class 42

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Class 42 fellows celebrated an important and emotional achievement on June 5 when they graduated from the Ag Leadership Program.

The 23 fellows first came together in November 2010 for their inaugural seminar – eager to learn more about leadership and themselves to become better and stronger leaders.

Over the course of 20 months, they experienced enlightening university seminars and thought-provoking national and international trips.

The fellows also gave back through several service projects. All of the fellows should be extremely proud for their hard work, commitment and accomplishment. These leaders will continue to learn and grow, take on new challenges, and assume leadership roles. We are excited about the meaningful ways they will make a difference in the months and years ahead.

Joe Ange Rachelle Antinetti Carol Arnold Ara Azhderian Paul Basila Cameron Boswell Anne Coates Jason Cole Nathan Dorn Brenda Farias Ashley Gill Robert Grether

Jared Gross Cade Johnson Denise Junqueiro Karl Lehman Justin Micheli Christopher Nichols Elisa Noble Ryan Person Sonny Pulido Michael Testa Ulash Turkhan

AG LEADERSHIP

in D.C. & Maryland

Lesson: Political Polarization Polarization is the separation into diametrically opposed, often antagonistic, groups or viewpoints. The class learned about the political process and saw divergent attitudes and approaches to dealing with critical issues.

Manpreet Bains: “Over the past decade, we’ve seen a dramatic increase in political polarization in the U.S. With political divisions in Congress reaching levels not seen since the Civil War and the public following suit with their opinions about government, we are at a critical moment in our nation’s history. When talking with political leaders in D.C., it was clear that there are more areas of intersection than divergence. It is up to leaders like those that CALF is growing to seize on opportunities to “think outside the box” and build bridges, rather than deepen the chasms that divide us.”

Vance Ahlem: “While visiting with representatives from California, we heard over and over again how they try to work with their colleagues across the aisle, but could never get anything done because the other party wouldn’t bend to the will of the person reaching out. As I think back on the dysfunction I observed while in Washington, it brings to mind a message that I learned in our meeting with Mr. Marshall Matz. When dealing with politics it is time to reach out and find a common cause that you can build upon with those who are traditionally aligned against you.”

Photo: Architect of the Capitol

T

he national travel seminar in March delivered a compelling experiential learning opportunity to Class 43 fellows that deepened their leadership skills. Over the course of eight days, they met with government, business, nonprofit, community and educational leaders; explored the historic Gettysburg Battlefield; and learned more about Chesapeake Bay issues and projects. Some fellows share their perspectives about specific lessons during the trip.

Lesson: The Importance of Understanding the Judicial System The class learned about Supreme Court legal debates and the perspectives of Justice Stephen Breyer.

Tricia Geringer: “Justice Breyer discussed the challenging and often polarizing nomination process for justices. He said the nomination process, though difficult, is necessary and something he respects. Given that justices are appointed for life, he conveyed that it is critical for Americans to learn as much as possible about the views of the person being nominated to the court. This vetting process in the U.S. Senate is the only opportunity to evaluate the nominee, and he believes it is vital. Justice Breyer’s humility and patience as he answered our questions was striking and demonstrates the value of these virtues. His unassuming nature is a powerful lesson in emotional intelligence.”

Danielle Dupree: “Hire smart, passionate, hardworking people with a lot of energy. Great advice from Justice Breyer and understandable considering the amount of effort that goes into choosing and researching cases heard in the Supreme Court. Justice Breyer explained the complex process prior to the very short trial, including the debate and discussion between the differing opinions in our land’s highest court. The amount of respect for differing opinions was apparent and expressed as valuable to the process. It reminded me that conflicting opinions often bring important details to the issue at hand.”

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Lessons Learned

>> National Travel Seminar

AG LEADERSHIP

>> National Travel Seminar

Lesson: Political Ideology vs.

Solving Problems

Lesson: Leadership Lessons From the Battlefield

Lesson: Dealing with Conflicting Perspectives

In meeting with the chief of staff for Sen. Dianne Feinstein, the class learned about the differences between those who are in D.C. to advance their political ideology versus those who focus on trying to solve problems.

With Gettysburg as the setting, the class learned about differences in communications style, lack of sufficient information, stifling or lack of productive debate, and not sharing a common vision – and how these could affect the success of almost any venture.

The class learned about the need to reach out and talk with those who have conflicting perspectives. Only a small percentage of the population understands agriculture, and unless we reach out to others we will not have a voice.

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Bill Lewis: “While in D.C., it was confirmed that ideology is winning over solving real problems. This conflict and struggle was very evident from our visits with several representatives. Each described an environment of struggle that is being displayed from the top of our political leadership – including the president, Senate leader and House leader. The problem is impacting the debate conversations of both big issues and day-to-day work in Congress. The lessons we are processing with personal development involve understanding oneself, listening to others with dialog, resulting in trust and relationship – lessons needed in Washington for problem resolution.”

Helen McGrath: “Our national seminar taught us every step of the way how complex issues cannot be addressed by constricted thinking or politics – from our visit with the EPA, meeting elected officials from our own state, farmers in Maryland dealing with TMDLs that will be referenced here in CA, to a personal conversation with Justice Breyer. There was an ongoing dialogue during the trip about a broad, engaging and unprecedented approach that is needed to keep agriculture, and the well being of our communities, vibrant and viable. As future leaders, we must always keep this at the forefront of our minds.”

Carson Britz: “Gettysburg provided a glimpse into a different type of organizational structure, with similar struggles in business and everyday life. It’s not just business that commands strong and effective leadership; leadership must be a core life skill. Failure to hone these skills can result in unintended consequences (loss of life in this case), like that of Gen. Sickles’ insubordination to Gen. Meade. I realized how each decision we make, regardless of positional power or socioeconomic status, affects people on many levels. This concept continues to help my development as a leader with more self-awareness and greater emotional intelligence.”

Danielle Burk: “There are many leadership lessons to be learned from Gettysburg. After being on the battle field you are left with many “what if” questions, but a lesson is leadership takes more than the ability to give commands.

Leadership requires courage, trust, empathy and respect. How well did these men know the styles and personalities of the men they led? Were the leaders that had emotional intelligence better able to command their men? The Gettysburg lesson for me would be leading yourself under any circumstance is key to leading others.”

Anthony Laney: “After spending time in D.C., it became clear that our industry needs to reach out to those that may not understand agriculture and what our industry is doing. It’s easy to talk to folks that support our agriculture.

It’s much more difficult to talk to those that may have another view of agriculture or that don’t know much about where their food comes from. By reaching out and educating others, our industry will begin to build bridges with these groups, give them a better understanding of what we do, and hopefully build common ground so we may work together in the future.”

Heidi Harris: “If you listen more and talk less, you will find a common thread. Start small and work your way up from there. When we find common threads with people we never saw compatibility with before, it is likely we are really listening to them for the first time. It is very comfortable to talk to people who agree with you; so be bold and of good courage and talk to those who don’t! You may find enough common threads to weave an answer.”

AG LEADERSHIP

>> National Travel Seminar

“IT’S EASY TO TALK TO FOLKS THAT SUPPORT OUR AGRICULTURE. IT’S MUCH MORE DIFFICULT TO TALK TO THOSE THAT MAY HAVE ANOTHER VIEW OF AGRICULTURE OR THAT DON’T KNOW MUCH ABOUT WHERE THEIR FOOD COMES FROM.” Lesson: Critical Thinking for Critical Issues The class learned about the complexities associated with efforts to restore the Chesapeake Bay, which provided an opportunity to practice the critical thinking skills necessary to solve critical problems in California.

Shannon Leigh: “It was very interesting to observe how the Chesapeake Bay Foundation and EPA, two separate interest groups, work on complex water issues. Despite different perspectives and interests, there was an inherent message from both on the significance of agriculture preservation in the pursuit of bay restoration. Identifying a common goal has aided to some degree on how they can work together to preserve the best interests of both groups. This is a simple concept to leverage: find more common goals in California that align with diverse groups to create more advocates for our industry that further align with achieving our goals.”

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Christopher White: “Our exposure to the efforts to implement the Chesapeake Bay’s total maximum daily load (TMDL) for nitrogen, phosphorus and sediment was illuminating. My take home message was to become very proactive in fashioning and implementing solutions in early phases before the TMDL is established. In the San Joaquin Valley we are facing similar early stage TMDL implementation processes for salt, selenium, boron and other constituents. We need to: 1) clearly articulate the problem to our agricultural water users, 2) communicate consequences, 3) develop local and practical solutions, and 4) provide the tools to help individual users to implement solutions.”

AG LEADERSHIP

>> L4 Seminar

BE A RESONANT LEADER Today’s world is fast-paced, challenging and rapidly evolving. According to leadership expert Dr. Annie McKee, we are at the very edge of a massive change in what our world looks like – and leaders need to be ready.

“We have to look deep inside ourselves to figure out what it will take to lead in a world full of opportunities, changes, problems and unpredictability,” said McKee. “What are we going to do to step into today’s world with power, influence, and an ability to move people and face challenges with hope and optimism? Great leaders move us. Unless you engage people’s hearts as well as their minds, then you’re not going to move them and inspire others.”

In March, McKee spoke to Ag Leadership alumni and friends at a Life-Long Leadership Learning (L4) seminar at UC Davis. She shared personal stories, research and valuable advice about leadership, and she engaged audience members in interactive breakout sessions.

Resonant Leadership McKee emphasized that the best leaders create resonance – “a reservoir of positivity that inspires passion and motivates people to perform at their best.” Resonant leaders foster an environment where people can achieve at their highest level in a climate that is characterized by hope and a shared belief in a compelling vision.

“Resonant leadership is a catchy phrase, but it really means something,” said McKee. “Resonance in music is when everything comes together to make a beautiful sound. Resonance between humans is that sense of harmony and power, and the whole is more than the sum of its parts. We look at leadership as a holistic experience: bringing mind, body, heart and spirit together allows you to create resonance in yourself and resonance with other people.”

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According to McKee, what differentiates outstanding leaders from average leaders is that they understand and develop emotional intelligence. Emotional intelligence can be understood as interpersonal competencies of selfawareness, self-management, social awareness and relationship management. “When you look at results – organizational, institutional, community, political – in terms of getting things done, the skills that make a difference are related to emotional intelligence.”

McKee is a leading authority on leadership and a bestselling business book author. She advises global leaders from CEOs of Fortune 50 companies to government officials to nonprofit board members. She helps people become better leaders and helps corporations become more successful. McKee has written extensively on leadership, including “Primal Leadership” (required reading for fellows), “Resonant Leadership,” and “Becoming a Resonant Leader.”

McKee’s newest book is “Management: A Focus on Leaders,” a textbook used in universities across the globe.

The Importance of Emotions Emotions are part of being a resonant leader, explained McKee. Emotions are contagious and can have an impact on relationships. “If you’re in a position of power, you have to pay attention to your emotions,” she said. “The mood you’re in is transferable to other people. When we are in a state of positive emotions – enthusiasm, optimism, hope and happiness – we are smarter and we function better cognitively and physically.”

If emotions and emotional intelligence are at the heart of great leadership, then we each have a part to play, said McKee. “The smallest act in the spirit of ‘pay it forward’ can make a huge difference, not only in individuals’ lives, but also in the outcomes we’re seeking to achieve in our communities and companies. A leader’s behavior – and the creation of a climate and culture that allows people to be at their best – accounts for a huge amount of an organization’s performance.”

Renewal: Mindfulness, Hope and Compassion Key to sustaining resonance is renewal – bringing yourself back into a state of well being and existing as a fully functional person. McKee cautioned that leaders shouldn’t try to “do it all” in today’s world, as that can be exhausting and stressful and lead to dissonance.

“We talk about the ‘sacrifice syndrome’ – we give and give and have stress and pressure.

People can get trapped in their personal and professional lives and they’re no longer the leader they want to be. There are simple, everyday, straightforward practices that everybody can do related to mindfulness, hope and compassion.”

Mindfulness is being aware of what is happening within your body, mind, heart and spirit. Whatever the path is – prayer, exercise, meditation, gardening, being in nature – McKee recommends reflective breathing and thinking about experiences of gratitude or hope. “It’s a state of serenity that may help you deal with stress better.”

With hope and compassion, “it’s simple care and concern for self and others, and acting on that care and concern. That’s what we do as leaders. When people believe we are awake and aware, hopeful and optimistic, and that we are compassionate and care about them, they will walk through a wall for you and with you.”

McKee ended with one of her favorite quotes from Gandhi (Be the change you want to see in the world) and asked, “If we each did just a little bit more of that, wouldn’t we have a wonderful world?”

AG LEADERSHIP

>> Alumni Council

Alumni Council Welcomes Directors, Shares Goals The Alumni Council announced in May the newly elected directors for regions 1, 3, 5, 7 and 9. They will serve a two-year term (20132015). Even-numbered region directors will be elected in 2014.

Welcomes and Goodbyes

“We extend our appreciation to the alumni who stepped up to serve as regional directors,” said new Alumni Council chair Melissa Duflock (40).

“We also recognize the departing directors for their years of service. These dedicated alumni have put in an enormous amount of time and effort for Alumni Council and CALF activities.”

The directors convened on June 5 at Cal Poly Pomona. One of their top goals is to encourage more alumni to be connected and to give their “time, talent and treasure” to alumni activities and the foundation. The Alumni Council will also focus more effort and attention to maintaining the excellence of the D.C. Exchange, as well as reintroduce the California Exchange in fall 2013. Another goal is to ensure the blueprint for the Alumni Council is completed in a way for alumni to understand.

“Our new team is excited to move forward, generate ideas, and continue to support and enhance our alumni events,” said Duflock.

New Directors

New Executive Committee

Region 1: Holly Dawley (38) * John Weiler (22)

Chair: Melissa Duflock (40) Vice Chair: Holly Dawley (38) Secretary/Finance: Matt Fisher (41) Immediate Past Chair: Rob Geis (35) Foundation Board Liaison: Deanna van Klaveren (32) Advisory: Mike Young (35)

Region 3: Michael Campbell (3) Mica Heilmann (40) Region 5: Melissa Duflock (40) * Jorge Suarez (41)

Departing Directors Region 1:

Tracy Schohr (39)

Region 7: Lisa Bodrogi (39) * Dan Sutton (40)

Region 3:

Jonnalee Henderson (39) Missy Gable (40)

Region 5:

Bill Hammond (40)

Region 9: Yissel Barajas (40)

Region 7:

Lino Bozzano (38)

Region 9:

Art Bliss (8) Leslie Leavens-Crowe (34)

* second term

Reuniting in region 9 with a special award recognizing his nearly 20 years of service to Ag Leadership. Dr. Reckmeyer served as an important strategic advisor for the Ag Leadership Program.

He received a plaque and three large gift bags filled with California commodities.

A Sincere Thank You Wells Fargo for their generous sponsorship.

PAGE >> 15

The 2013 All Class Reunion at the oceanfront Ventura County Fairgrounds was an enjoyable get-together of alumni, family, friends and staff. Between 75 and 100 people attended throughout the weekend, with a good-sized crowd at the Saturday reception and dinner. During the dinner, Dr. William J. (Bill) Reckmeyer was honored

AG LEADERSHIP

>> Leadership Focus

Full range leadership

By Dr. Sara Daubert

Behaviors associated with transactional leadership include:

THE IDEA BEHIND FULL RANGE LEADERSHIP STEMS FROM TWO LEADERSHIP THEORIES: TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP. UNDERSTANDING THE DIFFERENCE BETWEEN THE TWO IS IMPORTANT WHEN EXAMINING THE ENTIRE CONCEPT OF FULL RANGE LEADERSHIP.

Laissez-Faire: Hands-off leadership.

Management-by-Exception: Setting standards, but waiting for problems to arise before doing anything.

James MacGregor Burns (1978) first introduced the concept of “transforming leadership” in his descriptive research on political leaders.

According to Burns, transforming leadership is a process in which “leaders and followers help each other to advance to a higher level of morale and motivation.” Burns related to the difficulty in differentiation between management and leadership and claimed that the differences are in characteristics and behaviors. He established two concepts: “transformational leadership” and “transactional leadership.” These terms are commonly used in describing leadership in organizations today.

The transactional leader approaches everyday relationships as a series of exchanges, and the more exchanges equates to the stronger the relation. For example, in business a leader may announce a reward in turn for productivity. The relationship is about the requirement (exchange), condition and rewards (or punishment). According to Burns, the transactional leader approaches followers with an eye to exchanging one thing for another for reward or punishment. Rewards and punishments are “contingent upon” the performance of the followers.

than just working for self-gain; they provide followers with an inspiring mission and vision, which gives them an identity. The leader transforms and motivates followers through his or her idealized influence, intellectual stimulation and individual consideration.

Contingent Reward: Exchanging reward and recognition for accomplishments.

Behaviors associated with transformational leadership include:

Transactional leadership can be effective in some situations, but it generally is considered insufficient in getting a follower to achieve his/ her full potential.

Intellectual Stimulation – Transformational leaders not only challenge the status quo; they also encourage creativity among followers. The leader encourages followers to explore new ways of doing things and new opportunities to learn.

According to research, leaders are usually most effective when they use the four behaviors associated with transformational leadership and according to Burns, the transforming approach creates significant change in the life of people and organizations. It “redesigns perceptions and values, and changes expectations and aspirations of employees” (1978). Unlike in the transactional approach, it is not based on a “give and take” relationship, but on the leader’s personality, traits and ability to make a change through example, articulation of an energizing vision and challenging goals.

Transforming leaders are idealized in the sense that they are interested in working towards the benefit of the team, organization and/or community. Burns theorized that transformational and transactional leadership were mutually exclusive styles.

The extent to which a leader is transformational is measured first in terms of his/her influence on the followers. The followers of such a leader feel trust, admiration, loyalty and respect for the leader. Because of this, the followers are willing to work harder than originally expected. These outcomes occur because the transformational leader offers followers something more

Individualized Consideration – Transformational leadership also involves offering support and encouragement to individual followers. In order to foster supportive relationships, transformational leaders keep lines of communication open so that followers feel free to share ideas and so that leaders can offer direct recognition of each follower’s unique contributions.

Inspirational Motivation – Transformational leaders have a clear vision that they are able to articulate to followers.

These leaders are also able to help followers experience the same passion and motivation to fulfill these goals.

Idealized Influence – The transformational leader serves as a role model for followers. Because followers trust and respect the leader, they emulate this individual and internalize his or her ideals.

As a leader in your organization, incorporating these four behaviors into your everyday leadership practices will result in extra effort from your workers, higher productivity and morale and ultimately higher organizational effectiveness.

PAGE >> 16

FULL RANGE LEADERSHIP Transactional Laissez-Faire Management Contingent

by Exception Reward

Transformational Individualized Intellectual Inspirational Idealized Consideration Stimulation Motivation Influence

Bass, B. M. (1990). Bass’ and Stogdill’s Handbook of Leadership. New York: Free Press. http://ianrpubs.unl.edu/consumered/g1406.htm

AG LEADERSHIP

>> Alumni Spotlight

Local Leaders, National Winners

The NOYF program is the oldest farmer recognition program in the United States, honoring the outstanding achievements of young agriculturists. It is managed by the Outstanding Farmers of America (OFA), which consists of former OYF state winners – about 1,800 throughout the country.

After a nationwide application process, 10 state finalists are invited to the annual NOYF Awards Congress. They are interviewed by judges and participate in public speaking sessions about their farming operations. Four national winners are chosen based on their progress in an ag career, extent of soil and water conservation practice, and contributions to community, state and nation.

“It was a privilege and honor just to make the top 10,” said Wegis. “My wife, Gina, and I became very close with the other finalists because we were all going through the same experience at the congress. We were the last winners announced at the award ceremony. The anticipation and excitement was incredible. The whole process was very rewarding.”

Wegis believes his participation in Ag Leadership was one of the major reasons for winning the award. “The training, public speaking, personal development and leadership experiences I gained through Ag Leadership were definitely an advantage.”

When Thomson won the award, the selection process was slightly different. Forty-seven states were represented at the congress, and the winners were chosen from those state nominees. “I remember it being an incredible experience and

we were thrilled to be named national winners,” he said. “The congress is a wonderful four-day interactive learning session. There are certain similarities between OFA and Ag Leadership.”

Water Associates, an irrigation powered assets and pump company; REDtrac, a GPS tracking company; and Tanktrac, a tank fluid monitoring business.

Thomson has remained involved with OFA since winning. He became vice president in 2012 after serving two years as secretary/treasurer. One of his responsibilities is finding OYF candidates – and Wegis is a successful example.

Both believe that Ag Leadership alumni are ideal OYF candidates/participants.

Wegis is KCFB vice president (president in Nov. 2013) and sits on the California Tomato Growers Association board. “My plan is to limit it to these for now in order to focus on and maintain a successful family business and further develop my leadership skills.”

“Ag Leadership is the perfect organization to help shape young agriculturalists to get them to compete on a national level,” said Wegis.

Thomson agreed. “Ag Leadership and OYF are mutually beneficial and I encourage alumni to apply. Both are life changing experiences, but in different ways.”

Although at different stages in their careers, Thomson and Wegis are very busy with their ag operations and volunteer endeavors.

Thomson is chairman of Thomson International, a grower-packer-shipper of watermelons and onions, and a grower of potatoes, peppers, carrots and almonds with other shippers on 2,000 acres. The business has been family-owned and managed for five generations in Kern County.

His son, Jack, is president and two of his three daughters hold various positions. “It’s rewarding to have everyone involved in the family business.”

In the years since graduating from Ag Leadership and winning the NOYF award, Thomson has served numerous industry and conservation groups, including as Kern County Farm Bureau (KCFB) president in the 1980s. He currently serves as chair of the Tulare Basin Wetlands Association and on the board for Tulare Basin Wildlife Partners.

Wegis is partner/owner/operator of the 9,000acre Wegis Ranch that grows almonds, pistachios, cherries, tomatoes, corn and wheat. He is also focused on three other ag businesses –

A generation apart, these alumni have used and continue to use their leadership skills to make a difference.

For more information: http://ofafraternity.org/

On Ag Leadership Wegis Ag Leadership is the main reason I’m in leadership roles. Before the program, I didn’t really serve in any leadership roles. I didn’t know if I was even leadership material outside of our business. But Ag Leadership gave me confidence, it showed me there are all types of leaders and leadership styles, and it showed me my strengths and weaknesses. I now have the passion and the will to want to strengthen our industry. I can’t thank Ag Leadership enough for helping me better myself.

Thomson Ag Leadership was absolutely an amazing experience.

The program changed many of my perspectives.

Our class was and still is a very close class that meets every other year or so. Our international trip took us to Taiwan, Philippines, Thailand, Indonesia, Hong Kong, China, Singapore, Malaysia and Japan. That was a major trip for us. It’s been 40 years, but I remember so much. There were images that I’ll never forget.

PAGE >> 17

Jeff Thomson (3) and Greg Wegis (39) share many things in common: Ag Leadership, Bakersfield, Kern County Farm Bureau, and successful family-owned ag operations that go back more than 100 years. Now something else has been added to their “things in common” list: the National Outstanding Young Farmer (NOYF) award. Thomson was a national winner in 1981 and Wegis in 2013.

AG LEADERSHIP

>> Alum & Fellow News

CLASSES 1-9

Jim Nielsen (5) was inducted

into the Blue and Gold Hall of Fame by the California FFA on April 21.

The honor recognizes individuals who have played an integral role in California FFA’s success, helped advance ag education and the FFA, and rendered outstanding service.

CLASSES 10-19

John Ledbetter (12) was hon-

ored by the San Joaquin Historical Society for being an exemplary leader and making a difference in the wine industry. He was honored on June 15 at Notably San Joaquin, an event celebrating the major contributors to Valley agriculture and the local community.

CLASSES 20-29

Abel Maldonado (26) has

launched a statewide initiative called Stop Early Release, which aims to stop the early release of criminals and protect California families. He has also confirmed that he will run for governor of California in 2014.

Joe Pozzi (28) was elected in January to represent region 8 on the American Sheep Industry Associa-

tion’s executive board. Region 8 is comprised of California, Oregon, Washington, Alaska and Hawaii. He will serve a two-year term.

CLASSES 30-39

Mat Conant (31) was part of a 24-member delegation, including elected officials and business and community leaders, that went on a 10-day trade mission to China in May. The trip was organized by the California Asian Pacific Chamber of Commerce.

Dennis Albiani (32) was pre-

sented with an Honorary State Farmer Degree by the California FFA on April 21. The honor recognizes those who are helping to advance ag education and the FFA and who have rendered outstanding service.

Mary Kimball (32) was a panelist at the theatrical release of the documentary American Meat, a profarmer look at chicken, hog and cattle production in America. The event was held on April 13 in New York City. Her panel focused on beginning farmers.

Steve McShane (33) was appointed to the California Nursery

Donor Support $500,000 Otis Booth Foundation $30,000 Wells Fargo Foundation

PAGE >> 18

$25,000 Bank of America Merrill Lynch Driscoll Strawberry Associates, Inc. Western Growers Association

$5,000 Saticoy Lemon Association Supima Cotton

$20,000 E. & J. Gallo Winery

$3,000 R.Gorrill Enterprises

$15,000+ Jim and Betsy Hansen

$2,500 Prudential Financial

$10,000 C.H. Robinson Worldwide Capital Insurance Group Farm Credit Alliance: American AgCredit, Farm Credit West, CoBank

$2,000 Paul Basila (Basila Farms) $1,700 Naturipe Berry Growers

Nicholas Miller (36) was

named to the 40 Under 40: America’s Tastemakers list by Wine Enthusiast magazine in April. The list recognizes rising young stars who are changing the way the world drinks.

highlighted in American Vegetable Grower. The GenNext segment focused on up-and-coming young leaders in production agriculture.

Margaret D’Arrigo-Martin (24) and Steve McIntyre (21) were named to the 2013-14

board of directors for the GrowerShipper Association of Central California.

CLASSES 40-43

Elisa Noble (42) was named director of the Placer County Resource Conservation District.

MULTIPLE CLASSES

Link Leavens (11) and Leslie Leavens-Crowe (34) were on

the cover of the Jan/Feb 2013 issue of Citrograph magazine. The publication featured a nine-page article about the Leavens family, their leadership, the farming operation and its history.

WHAT’S HAPPENING

IN YOUR LIFE?

PLEASE SEND ANNOUNCEMENTS OR NEWS TO:

mritchie@agleaders.org

Two agricultural publications featured several alumni and a fellow as part of their GenNext segment. Nicho-

las Miller (36), Karm Bains (40), Erik Jertberg (40) and Eric Genzoli (43) were high-

lighted in American Fruit Grower, and Garrett Patricio (38) was

Feb 1, 2013 - June 30, 2013

Wegis & Young Property Management, LLC (Mike Young, Greg Wegis & Rick Wegis) $8,500 Azzule Systems

Advisory Board by CDFA Secretary Karen Ross. He will serve a four-year term.

$1,000-$1,699 Lori Berger Carson and Natalie Britz Fanciful Company Robert Grether Robert Hodgen Tom and Maureen Ikeda Charles Kosmont Mid Valley Ag Services (Todd Hudelson) John Muller (Trudy Muller) United Agribusiness League (Anthony Magno) Ken Zimmerman $700-$799 Anne Coates Sierra Pacific Foundation $600-$699 Far West Equipment Dealers Association Services, Inc.

$500-$599 Allied Grape Growers Norman Antinetti The Clorox Company Foundation (Mary-Ann Warmerdam) Jason Cole The Driscoll’s Charitable Fund at Community Foundation Santa Cruz County Dole Fresh Vegetables Howard and Cindy Elmore William and Kristine Lewis Wells Fargo Community Support Campaign (Kenneth McCorkle) The Nunes Company Pacific Ag Rentals Norm Rapp Valley Fabrication, Inc. John and Teri Zonneveld

AG LEADERSHIP

Our Major Contributors

July 1, 2011 - May 31, 2013

Founders’ Leadership Circle

President’s Leadership Circle

Fellows Leadership Circle

$1,000,000 and above

$25,000 and above

$5,000 and above

James G. Boswell Foundation Otis Booth Foundation

Legacy Leadership Circle $500,000 and above

Boswell Family Foundation

The Borba Families – Mark and Sharon Borba Bowles Farming Company / Philip E. and Janie N. Bowles D’Arrigo Bros. Co. of California Farm Credit Alliance: American AgCredit, Farm Credit West, CoBank TMD Creative

Pioneer Leadership Circle

The 1970 Leadership Circle

$250,000 and above

$10,000 and above

Susan Dulin (in memory of J.G. Boswell II)

Chairman’s Leadership Circle $100,000 and above

Grether Farming Company, Inc. John and Sheila Lake Taylor Farms California Wells Fargo

Alumni Leadership Circle $50,000 and above

Bank of America Merrill Lynch Justina Borba Driscoll Strawberry Associates, Inc. Growers Express J.F. Maddox Foundation (in memory of J.G. Boswell II) Mission Produce, Inc. Mulholland Citrus Reiter Affiliated Companies Western Growers Association

$400-$499 John and Carol Gorter Dan and Joyce Souza Mary-Ann Warmerdam $300-$399 American Pistachio Growers G.K. Machine, Inc. $200-$299 Carol Arnold Tom Dimare Butte Basin Management Co. Kevin and Diane Herman Les Heringer Myron Holdenried Fidela Irigoyen Bill Jones ( J & J Farms) Pioneer Equipment Co.

Azzule Systems Booth Ranches Capital Insurance Group C.H. Robinson Worldwide Class 39 Denise Godfrey Family / Olive Hill, LLC E. & J. Gallo Winery Jim and Betsy Hansen Harden Foundation International Paper Company The Johannessen Trust Kevin Grizzle Farms, LLC The Klassen Corporation Lagomarsino Group Charlie and Sheila Mathews George and Kathleen Myers Paul and Yvonne Murai The Norton Foundation Rabobank, N.A. Saticoy Lemon Association Syngenta Corporation Rick Vorpe and Evelyn Matteucci Wegis and Young

$100-$199 Arnold Barcellos Ben Carter (Benden Farms) Doug and Nancy Brockman Tom and Kathryn Chandler Jonnalee Henderson Henderson Farms, Inc. Daniel Nelson Nick Pasculli Doug and Ann Phillips Jim and Anna Shekoyan Squires Ag Consulting, Inc. Wells Fargo Community Support Campaign (Thomas Chandler) Dean Wineman Woody Yerxa Up to $100 Woody Barnes Melissa Varcak David Viviani

Bank of the West Rose Marie Burroughs Craton Capital Gary Cusumano Errotabere Ranches Finch Farms Greenleaf Farms, Inc. The James R. Moffett Family Foundation Bradford and Randall Lange / LangeTwins Winery & Vineyards Mann Packing Company Tom and Brianne McGrath Benina Montes Monsanto Company Person & Son Cattle Co. Peter Peterson Vernon and Carol Peterson / Abundant Harvest Organics Richard Pidduck Rolling Ridge Ranch Prudential Ag Investments Supima Cotton Union Bank of California Foundation Tim York

Fundraising and Special Events

World Ag Expo Ag Leadership Alumni Breakfast Dean Brown Golf Tournament Region 9 Golf Tournament Region 6 Golf Tournament Colusa Farm Show Breakfast Common Threads, Fresno Alumni Fundraising Events Colusa Farm Show Breakfast: $14,243 World Ag Expo Ag Leadership Alumni Breakfast: $83,800 In-Kind TMD Creative – art direction, graphic design, multiple projects: $8,455 Quiedan Company (Dan McNamara) – black shade cloth: $120 San Bernardo Rancho (Melissa Duflock) – finale dinner, DCX book, recruiting event: $5,310 Ocean Mist Farms ( Joe Pezzini) – produce: $100 Joan and Rick Little – wine: $360 Jim Stollberg – wine for D.C. reception: $220.10

PAGE >> 19

SPECIAL THANKS

>> Thank You

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