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Alumni Perspective: Leadership During Crisis
Leadership During Crisis
BY LIZA TEIXEIRA ROBERTSON
We spoke to six alumni in May about their experiences with COVID-19. Read on to learn about how agricultural leaders are navigating these difficult times.
Roberta Firoved (30) Industry Affairs Manager California Rice Commission
How has COVID-19 affected your organization?
Fortunately, our leadership implemented a remote-work model approximately nine years ago. Our transition to 100 percent remote-work was seamless. The workflow has not been interrupted and the level of output actually increased.
What are you doing to adapt your organization?
The reason for the workflow increase resulted from reviews of COVID-19 requirements in counties where rice is grown and marketed in advance of the statewide order to shelterin-place. We provided letters employers could share with essential agricultural employees to produce if questioned by authorities. We provided routine updates to employers/members on reliable COVID-19 information, lists of approved disinfectants, sources for personal protective equipment and information through our weekly e-communications.
We transitioned our weekly in-person meetings to video calls the week following the governor’s shelter-in-place order. The rice mills immediately began implementing distancing and disinfecting practices. For the first time in my career, the growers were seeking hand sanitizers and wipes for shops, tools and equipment—especially tractors and equipment shared by multiple employees.
How did you communicate with employees during the early stages of the outbreak?
Our CEO has exceptional communication and crisis management skills. The initial communication was through conference calls (both within our industry and other agricultural groups) and emails to the leadership group within the rice industry. Staff divided into teams to participate in conference calls and research video meeting platforms.
How are you using what you learned from Ag Leadership to help you through the situation?
Our industry leaders always look to the California Rice Commission staff for consistent leadership. We are quick to respond with accurate information relative to the industry members by addressing their collective needs. I automatically increase communication during challenging times at work. Resorting to an all-inclusive approach in my communication style has proven effective.
The transition to video meetings has heightened the need for facilitative meetings. Our committee and board meetings are always organized with agendas and materials. We also provide agendas and meeting materials for internal workgroup meetings. However, the video conferencing platform creates a real need for organization. The video meetings are productive with a facilitator “directing traffic” or “refereeing” by identifying the agenda item, sharing documents on the screen and calling out to attendees for participation. We conclude by outlining the action items, setting the next meeting date and providing a meeting summary. Sounds simple, but I hear of stories about unorganized video conferences that drone on what seems like forever and where nothing is accomplished.
The model of video conferencing with our internal workgroups will continue after the COVID-19 shelter-in-place order is lifted. A well organized video conference accomplishes in one hour what typically takes half a day after calculating travel, parking and meals, in addition to the meeting and the social talk before and afterward. The video conference model is a great example of working smarter and not harder.
Jack Vessey (34) President Vessey & Company, Inc.
How has COVID-19 affected your business?
We were just finishing our winter vegetable harvest in the desert when the onset of measures were implemented to slow the spread of COVID-19, and it was devastating. We left hundreds of acres of leafy greens unharvested in the field. Fifty percent of our business was gone in an instant.
What are you doing to adapt your business?
Our core business will remain the same, growing leafy greens in the desert for winter harvest. Yet, I am unsure of at what level. Are we going to cut back 10 percent, 20 percent, or 50 percent? We are always evaluating new and different crop ideas and market channels, but future cash flow projections may keep us from dipping our feet in the water until we feel comfortable on our own recovery.
Roberta Firoved (30)
Jack Vessey (34)
Tom Merwin (44)
Abby Taylor-Silva (45)
Casey Creamer (47)
Ian LeMay (48)
A Message About Leadership During Crisis from CALF Director of Education Shelli Hendricks
It is human nature to fill in the gaps in the absence of information. This is especially true during times of uncertainty, change and transformation. Whether global pandemic or social issues like systemic racism or mass incarceration, our Ag Leadership fellows and alumni are well-equipped to investigate, engage and actively listen. The alumni featured in this article demonstrate that these tools and resources are critically necessary, especially in turbulent times. From my perspective, the leadership lessons in the curriculum, as well as from their own life experiences, are designed intentionally to challenge, stretch and equip the alumni community to lead in moments like these. Even during this time when the program is on hiatus, we will continue to offer learning resources and opportunities for dialogue. Our intention is to provide a forum for continuous learning, curiosity and exploration. We can all draw upon these resources to make a positive difference. It is imperative that we rise to the occasion and become the catalyst for a vibrant agricultural community.
How did you communicate with employees during the early stages of the outbreak?
We have a great team that was able to disseminate the information that we were receiving from the national, state and local levels. That information was presented to our management staff to take to their respective departments. In turn, we were able to properly inform our employees on how we were going to handle all guidance presented.
How are you using what you learned from Ag Leadership to help you through the situation?
Understanding that all people are different and that I needed to handle each person’s concerns differently. We became very flexible when it came to how people were dealing with this new reality.
Tom Merwin (44) Owner Silt Wine Company
How has COVID-19 affected your business?
We had to completely shut down the tasting room side of our business—just like restaurants and other retail businesses have had to do. We had to postpone all corporate events, retreats, meetings and weddings at our facility.
What are you doing to adapt your business?
We offer virtual wine tasting for consumer education and engagement. Also, we offer customers $.01 shipping, curbside pickup and local delivery within the greater Sacramento region.
How did you communicate with employees during the early stages of the outbreak?
It all started with honesty and transparency. We told our employees that we will do our best to keep them employed for as long as financially possible. At the same time, we made sure that our employees felt safe and comfortable when they did come to work.
How are you using what you learned from Ag Leadership to help you through the situation?
We’ve seen a lot of unproductive political discourse surrounding the COVID-19 pandemic. Instead of complaining, we started to get involved early at the county level to create standards and safe conditions in an attempt to sell our products and somehow be ‘open for business’ without actually being able to host customers at our tasting room. This started with collaborating with our county supervisor and county health department.
Abby Taylor-Silva (45) Vice President Grower-Shipper Association of Central California
How has COVID-19 affected your association?
The Grower-Shipper Association of Central California (GSA) is a trade association that works on behalf of over 325 members on California’s Central Coast. We have focused much of our attention since midMarch on our members’ needs related to the COVID-19 pandemic, while continuing to balance our regular public policy and educational programs.
What are you doing to adapt your association?
Some of the examples of services we and our members are providing right now related to COVID-19 have included an advisory in which we detail best practices for employees and employers, which we regularly update with our partners and post in English and Spanish. Additionally, we’ve partnered with a local hospital on the bulk ordering of masks and made direct requests of the state for masks for our members. These efforts combined have brought 1,750,000 masks into the Central Coast for agricultural workers at a time when mask demand is high and supplies are low. We’ve also facilitated a housing program for participating members with full wrap-around services (i.e. three meals/day, daily visits from a local hospital and more) for their agricultural workers who have tested positive themselves or who have been exposed to someone who tested positive for COVID-19 and need to be quarantined. Finally, we are partnering with local hospitals to provide in-field training on COVID-19 best practices, at work and at home, to agricultural employees.
How did you communicate with employees during the early stages of the outbreak?
We are a small staff, but we made sure people had what they needed to be able to work remotely, and that we were thoughtful regarding their needs as they transitioned to working at home with their families.
How are you using what you learned from Ag Leadership to help you through the situation?
The housing program we created requires a great deal of focus on the needs of our members, their employees and the local businesses we are working with to provide safe and comfortable housing. We are all learning how to manage our emotions and fears in this unprecedented time. Ag Leadership teaches us to meet people where they are and how important it is to appreciate the ways different people process information, situations and opportunities. We focused on making sure people’s needs were met, whether that meant that our vendors had extra personal protective equipment or that our residents had dedicated medical staff addressing their needs and more. Sometimes it was as simple as making sure we checked in when we knew a resident was missing their family. One of my favorite Ag Leadership sayings is “People aren’t everything, but they are the most important thing.” In this pandemic, carrying forward these various efforts, I’ve been reminded of how critical it is that we take care of others when they need it most. Simple actions can make all the difference.
Casey Creamer (47) President/CEO California Citrus Mutual
How has COVID-19 affected your association?
Since a large portion of my role at California Citrus Mutual (CCM) is governmental advocacy, we’ve been extremely busy during COVID-19. We’re tracking legislation, regulation and all the latest guidance coming from the federal, state and local levels. It’s been a real challenge for us keeping up with all the changes. Government has never moved so fast.
What are you doing to adapt your association?
The majority of our staff is now working remotely. With communication being critical in our line of work, my biggest concern was keeping everyone engaged and on the same page in a remote environment. We set up a daily staff briefing and an all-staff text message string to encourage communication across the staff. We also transitioned our communication with our membership. We started communicating daily with the membership at first with e-blasts and then set up a COVID-19 resources page to catalog and update important documents.
How did you communicate with employees during the early stages of the outbreak?
Initially, my conversations were one-on-one to try and understand each of their concerns. As the concerns grew, we held a staff meeting to talk about where we were at as an office. I communicated that we would institute physical distancing in the office and that we would follow the recommendations coming from the federal and state officials as they come out. We also discussed the importance of our work for the membership during times like these and that each of us individually and collectively had an important role to play. We set our objectives for the organization as: 1) ensuring the health and safety of the employees throughout the industry, and 2) being able to continue to keep our businesses operating. Staff were asked to prepare themselves for the potential to be working remotely in the next few days. The very next day, most of the staff began working remotely and the entire office went remote when the statewide shelter-in-place order was announced.
How are you using what you learned from Ag Leadership to help you through the situation?
Understanding myself and others’ Myers–Briggs Type Indicator (MBTI) is the single best tool that I use daily and especially in this situation. We all react differently and it has never been more important to be able to quickly understand and communicate effectively, both internally and externally.
Ian LeMay (48) President The California Fresh Fruit Association
How has COVID-19 affected your association?
As the primary public policy institution for the California fresh fruit industry, a pandemic like COVID-19 is our time to rise to the occasion on behalf of our industry. Information from different government institutions has been fast and furious. We, as an association, have a responsibility to members to get them pertinent information as quickly as possible, so they can utilize that information and potentially the programs being initiated. Specific to our members, as essential businesses, COVID-19 has impacted every element of how they pick, pack and ship their specific commodities. Obviously, most of the emphasis has been around creating appropriate safety protocols for our employees as they continue to operate throughout the supply chain.
What are you doing to adapt your association?
Our operation went to a full remote workforce on March 12. This was the fist time our association has ever operated remotely, so making sure that my staff had the tools to be successful, while also understanding that we continued to have a job to do was a balancing act.
How did you communicate with employees during the early stages of the outbreak?
It was important to me to communicate to my staff that my highest priority was the maintenance of their health and safety. Throughout the shelter-in-place order, we have kept communication up via daily emails, phone calls and texts. We have held weekly director calls to coordinate our efforts and touch base about individual work priorities. It has been a different operation to say the least, but I’m proud of how my staff has risen to the occasion.
How are you using what you learned from Ag Leadership to help you through the situation?
There isn’t a day that goes by during this pandemic where I don’t stop and think about what I learned during the Ag Leadership Program. From making sure that I’m communicating effectively with my team, prioritizing which emergencies need the most attention, to making sure that I’m focusing enough time on helping my family process through this odd time. All of these items are elements that I learned to deal with during the program. Understanding how to not get lost in the moment. Leaders during this time need to remain calm, focused and determined to get those who depend on them to a safer place. I would also say that the program’s network of alumni has been immensely helpful. I’ve relied on the relationships that I’ve formed through the program to outreach to others to share ideas, collaborate on advocacy efforts or just share common frustrations with elements of life that we are all dealing with.
