2023 YC Leadership & Development Program Handbook by National Milk Producers Federation

2023 YC LEADERSHIP & DEVELOPMENT PROGRAM Orlando, Florida

Table of Contents About Us 4 From Our Chairperson 5 YC Leadership & Development Program Schedule of Events

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Family Room Information 7 Joint Annual Meeting Schedule of Events

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Hotel Maps 12-15 Speaker Information 16-17 About the YC Advisory Council 18 2024 YC Advisory Council 19 2023 YC Advisory Council 20-21 Leadership Skills for a New Era in Dairy Supplement

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Vital Insight: Employee Feedback Implementation Plan Supplement

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Note Paper 96-97 Upcoming Events 98

Introduction

About the YC Program The National Young Cooperators (YC) Program has provided training and leadership development opportunities to beginning dairy farmers for over 70 years. The program aims to provide producers with the education, tools and resources they need to improve their leadership skills, profitability and resilience through yearround virtual and in-person programming. The National YC Program is managed by the National Milk Producers Federation (NMPF) and funded by its members and support from stakeholders including Farm Credit, Phibro Animal Health, Ever.Ag, Monument Advocacy and Cornerstone.

From Our Chairperson

hen I applied for the NMPF YC Program as a new(ish) Prairie Farms member a little over a year ago, I had no idea what I was getting into. But, I was curious to learn more about dairy cooperatives and get a better understanding of NMPF’s work on their behalf. The past year has been a whirlwind of learning and growth -- both professionally, and in understanding some of our industry’s challenges in diversity and leadership. So, let me give you some insight into the experience.

I’ll start with a little background. NMPF has 25 member cooperatives across the United States, many of which have their own local Young Cooperator programs. Prairie Farms does not, but they participate in NMPF’s national program. That’s how I found myself in Colorado last fall for four jam-packed days of YC programming and events, held in conjunction with the Joint Annual Meeting held by NMPF and checkoff organizations. I also attended a legislative fly-in in Washington, D.C, in June, and more YC events at World Dairy Expo in Madison, Wisconsin and the World Dairy Summit in Chicago, Illinois, along with virtually “attending” several webinars throughout the year from my skidloader cab. Here are a few things I think really set the YC program apart from other activities I’ve been involved in: The People: YC participants are all farmers, incredibly bright and very business-savvy. At the same time, they are very engaged with their local communities. It’s been great to meet new people and hear their stories about the incredible work they are doing. It’s also validating to be able to connect over our shared challenges and frustrations. The Programs: The combination of in-person meetings and webinars covered a wide range of useful topics, from building resilient farm businesses to complex topics such as milk pricing modernization. The legislative fly-in gave us an opportunity to meet with our elected officials on Capitol Hill to discuss important issues that directly impact our farms. The Networking: Attending the joint NMPF/UDIA/NDB annual meeting was a direct conduit to interacting with some of dairy’s most important leaders. In addition to meeting with our own cooperative leaders, we also heard from the people at the forefront of tackling issues such as climate change, animal welfare, childhood nutrition and global trade.

One observation from my journey that I didn’t notice at first, but which became apparent as time passed, was the lack of women in important leadership positions in dairy. While progress has occurred within key areas and many organizations, progress has been mixed. And I get it. We’ve got a lot of cultural baggage that has dictated where women have and haven’t historically participated. But we are at a moment where it’s critically important to the future of our industry to actively recruit more women to leadership within our cooperatives and other organizations. Here’s why: Representation: Does our leadership reflect our membership? Thirty percent of dairy operators are women, but representation in dairy leadership is significantly lower. A diverse co-op board better reflects the consumers we serve. For example, how many people on your co-op board do you think do the grocery shopping for their households? Profitability: Research shows us that more diverse boards are more likely to make more money. When we have different perspectives at the table, we can challenge ideas to their fullest potential. Social License: Consumers are increasingly aware of the values the companies they buy from represent. What message are we sending consumers when our boards are not diverse? As I finish out my year, I hope I can help move the needle on getting more YCs (women and men) to the next level of leadership within the dairy community. The experiences I’ve gained certainly made me a better farmer, and they have given me a whole new appreciation of how different organizations work together to achieve objectives that keep our industry relevant and thriving.

Lorilee Schultz

2023 Chairperson National YC Program

About Us& DEVELOPMENT YC LEADERSHIP PROGRAM SCHEDULE OF EVENTS Saturday, November 11

4:00 – 5:00 PM Registration WEKIWA 2 - LEVEL 2 5:00 – 6:00 PM Happy Hour OSCEOLA COURTYARD - OUTDOORS (WEATHER BACKUP: SUWANNEE 20)

Sunday, November 12

7:00 – 8:00 AM Registration SEBASTIAN I1 EAST FOYER – LEVEL 1 8:00 – 8:45 AM Breakfast SEBASTIAN I1 – LEVEL 1

WITH REMARKS FROM LORILEE SCHULTZ, MIL-R-MOR FARM (PRAIRIE

FARMS, INC.)

8:45 – 9:30 AM An Introduction to Florida Dairy SEBASTIAN I3/4 – LEVEL 1

WOODY LARSON, LARSON DAIRY (SOUTHEAST MILK INC.) During this year’s opening session, we’ll hear from Woody Larson, a dairy farmer from Okeechobee, Florida, about the history and development of dairy farming in Florida. Larson will share his perspective on the challenges unique to farming in the Southeast and the opportunities for producing milk for the third most populous state.

9:30 AM – 12:00 PM Leadership as a Way of Being: Unlocking Your Full Potential SEBASTIAN I3/4 – LEVEL 1

HEATHER WISER SOUBRA AND SHAWN MANK, WISER WAY COACHING

As leaders, it is essential for us to continually assess our current position, envision where we strive to be, and identify strategies to bridge the gap. Join us for an engaging and interactive workshop that will empower you to cultivate a strong organizational mission and vision aligned with your values. In the first part of this workshop, we will explore how our existing knowledge and beliefs can sometimes hinder our growth and discover practical techniques for transcending these limitations. By embracing a growth mindset, we can unlock our true leadership potential.

YC LEADERSHIP & DEVELOPMENT PROGRAM SCHEDULE OF EVENTS

Next, we will delve into the Change Style Indicator assessment, a powerful tool that will provide valuable insights into your personal change style preference, as well as those of your colleagues. Understanding the different change styles will enable you to appreciate the unique contributions each style brings to the table, and shift your frame of reference from a conflict-based to a results-based approach to life. In the third part of the workshop, we will emphasize the critical role of effective communication in leadership. You will learn the fundamentals of impactful personal and organizational communication, including active listening, coaching as a leadership approach, delivering and receiving feedback, and the key pillars of effective communication. Discover how the transformative power of active listening, clear and compassionate communication, and a growth mindset can enhance your self-awareness and elevate your leadership effectiveness in today’s rapidly evolving work environment. We will conclude our time together by reflecting on the valuable insights gained and discussing strategies for applying these learnings in your day-to-day leadership practice.

12:00 – 1:00 PM Lunch SEBASTIAN I1 – LEVEL 1 1:00 – 2:30 PM Leadership as a Way of Being: Unlocking Your Full Potential, Cont’d SEBASTIAN I3/4 – LEVEL 1 HEATHER WISER SOUBRA AND SHAWN MANK, WISER WAY COACHING

2:30 - 3:00 PM

Break

3:00 - 6:00 PM Cattle Ranch Tour DESERET RANCH (BUSES LEAVE FROM TRANSPORTATION LOBBY AT

3:00 PM SHARP!)

Join us for a tour of Deseret Ranches, the largest cow-calf operation in the United States. The 290,000-acre ranch produces 25,000 calves a year that are raised until they reach a mature weight and are moved to Texas, Oklahoma and Kansas. Deseret Ranch’s operations extend beyond beef cattle — from citrus to shells, from sod to solar, and from managing water to wildlife.

6:30 - 9:00 PM Reception and Dinner ORLANDO MILKHOUSE One cow and twenty acres of land was all it took for T.G. Lee and his wife, Elizabeth, to open a dairy farm east of Orlando in 1925. Three years later, the first flight arrived at Orlando Municipal Airport up the street. In the decades since, The Milk District, still anchored by its namesake dairy, has evolved into a diverse community of small businesses, residents and visitors. Join us for a brief history of the neighborhood, as well as drinks, dinner and ice Family Room cream at the A family room is available for meeting attendees and neighborhood’s their families throughout the week. Milkhouse! Sunday: 8:45 AM - 2:30 PM, Wekiwa 1

Monday: 8:45 AM - 5:00 PM, Wekiwa 1

Tuesday: 8:45 AM - 6:15 PM, Sebastian I1

Wednesday: 8:00 AM - 11:45 AM, Suwannee 21

COMMITTED TO AMERICA’S FARMERS & RURAL COMMUNITIES

At Farm Credit, we are dedicated to work in partnership with our customers—as we have for more than 100 years. Farm Credit proudly sponsors the National Milk Producers Federation Young Cooperators Program.

YC LEADERSHIP & DEVELOPMENT PROGRAM SCHEDULE OF EVENTS

Monday, November 13

8:00 – 8:45 AM Breakfast PANZACOLA H4 – LEVEL 1 8:45 AM - 12:00 PM Leadership Skills for a New Era in Dairy SEBASTIAN I3/4 – LEVEL 1 TIM SCHAEFER, ENCORE CONSULTANTS

Dairy farms, families and dairy cooperatives are under pressure to change. Capable leaders will lead this change, and skills beyond milk production are in demand. During this workshop, we’ll learn the skills and mindsets for scaling up your dairy or cooperative. We’ll learn how a healthy team operates and the skills every leader needs to be their best. This program is interactive with plenty of good discussion and activities. Finally, we’ll cap it off with a panel of producers applying these concepts and hearing how they are successful in their leadership journey.

12:00 – 1:00 PM Lunch PANZACOLA H4 – LEVEL 1

WITH REMARKS FROM THERESA SWEENEY-MURPHY, NMPF

1:00 – 4:45 PM Leadership Skills for a New Era in Dairy, Cont’d SEBASTIAN I3/4 – LEVEL 1 TIM SCHAEFER, ENCORE CONSULTANTS

4:45 - 5:00 PM Program Wrap-Up SEBASTIAN I3/4 – LEVEL 1

LORILEE SCHULTZ, MIL-R-MOR FARM (PRAIRIE FARMS, INC.)

5:00 – 6:00 PM

Break

6:00 – 7:30 PM Welcome to Orlando Reception GATLIN TERRACE - OUTSIDE

JOINT ANNUAL MEETING SCHEDULE OF EVENTS Tuesday, November 14

8:00 – 9:50 AM Joint Annual Meeting: General Session SEBASTIAN JK – LEVEL 1 Opening session will include welcome remarks and updates from NMPF and Dairy Management Inc. (DMI) leadership.

10:05 AM - 12:00 PM Joint Annual Meeting: Breakout Sessions SUWANNEE 13-21 – LEVEL 2 Breakout sessions include: •

Collaborating for Dairy’s Future: Environmental Stewardship

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Innovating for Dairy’s Future: Leveraging Science for Sustained Growth

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Fueling Dairy Love: A Day in the Life of Key Consumers

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Remodeling Federal Dairy Policy

12:15 – 1:15 PM Joint Annual Meeting: Opening Lunch PANZACOLA SOUTH – LEVEL 1 1:35 – 2:35 PM Joint Annual Meeting: General Session SEBASTIAN JK – LEVEL 1 Best known for founding Travelocity.com and serving as chairman of Kayak.com, Terry Jones is a powerful thought leader on leveraging disruption and innovation in an ever-changing world. Currently the managing principal of ON Inc., Terry will share his insights and take questions from the audience on how dairy can seize opportunities.

2:50 - 5:00 PM Joint Annual Meeting: Breakout Sessions, Cont’d SUWANNEE 13-21 – LEVEL 2 5:00 - 6:15 PM Emerging Leaders Experience SEBASTIAN I1

TERRY JONES, TRAVELOCITY AND KAYAK.COM

Join Dairy Management Inc. for a young farmers reception with this year’s Joint Annual Meeting keynote speaker, Terry Jones.

6:00 - 7:30 PM Cheese Reception PANZACOLA SOUTH – LEVEL 1

Tuesday’s events wrap with the always-popular cheese reception that features awardwinning cheeses by NMPF cooperative members.

JOINT ANNUAL MEETING SCHEDULE OF EVENTS

Wednesday, November 15

8:00 – 11:45 AM Joint Annual Meeting: General Session SEBASTIAN JK – LEVEL 1 Wednesday’s general session will include remarks from Gregg Doud, NMPF’s incoming CEO, as well as an economic outlook for 2024 from the NMPF/U.S. Dairy Export Council Economics Team. Other presenters include General Mills and the Mayo Clinic to discuss dairy and its role in health and wellness.

12:15 PM - 2:00 PM Joint Annual Meeting: The Checkoff Experience (Registration Required) SEBASTIAN L 1/2/3 – LEVEL 1 1:00 – 9:00 PM Farm Tour and Dinner (Registration Required) MILKING R DAIRY (MEET AT TRANSPORTATION LOBBY BY 1:00 PM SHARP!)

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Ballrooms, Butler, Conway and Boardroom

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Speakers Woody Larson Owner, Larson Dairy (Southeast Milk, Inc.) Woody Larson was born and raised on a dairy farm. His father, Red Larson, started his dairy in 1947 shortly after WWII in Dade County, Florida. The family moved to Okeechobee in 1971 where Mr. Red bought Dixie Ranch – 3366 acres of the original Angus McKae 500,000-acre land grant. Woody and his wife, Grace, bought the ranch in 1992, and began growing the business. They now own approximately 10,000 acres of undeveloped land in South Central Florida where they operate two dairies and a cattle operation.

Heather Wiser Soubra Owner, Wiser Way Coaching Heather Soubra knows from experience that all people have the capacity to love what they do and do what they love. Her coaching empowers professionals who want to develop their leadership skills, unlock their own inner wisdom, and step into the best possible version of themselves. Her role as Chief of Staff, Strategist and Consultant for IDFA provided her experience overseeing complex systems, human development, collaboration and inclusiveness across the organization to achieve strategic goals.

Shawn Mank Senior Intelligence Service Veteran and Executive Leadership Coach Shawn is an Executive Leadership Coach and Six Sigma Black Belt who combines both disciplines to guide executives within organizations to discover their own custom, human and data driven solutions to any challenge. Shawn’s expansive career includes most recently serving as the Director of the Executive Strategy Group, and the Deputy Chief Learning Officer of the Central Intelligence Agency , where he led some of the most complex and multi-faceted leadership initiatives, challenges and innovations.

Tim Schaefer Founder, Encore Consultants

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As the founder of Encore Consultants, Tim has the immense privilege of helping top-tier farmers and ranchers throughout the U.S. and Canada take their operations to the next level. He has more than 20 years of experience in complex estate and financial planning for business owners, especially large, multi-generational farms. Tim grew up on a multi-generational family farm near Hancock, Minnesota , and lives a few miles away from the home farm with his wife Kristin and our four children.

Joel Flatten Business Coach, Encore Consultants Joel Flatten has over 33 years of managerial and administrative experience. His passion is helping businesses improve organizational health and employee engagement. He has lived in a rural community his entire life and even worked on Tim’s family farm. Joel joined the Encore Consultants team earlier this year where he helps the organization’s clients improve their operations by developing management skills, gain new perspectives and plan for change.

Craig Caballero Owner, Caballero Dairy and Chairman, United Dairymen of Arizona Craig Caballero is a second-generation dairy farmer in Pinal County, Arizona. With a 5,300-head milking herd, Caballero Dairy is unique in the fact that they are vertically integrated. The family and their employees do everything from cropping to AI and genomics. Craig is the chairman of United Dairymen of Arizona, and a former Major League Baseball player. Self-described as competitive, he says that mindset gives him an advantage when working in a volatile industry.

Brittany Nickerson-Thurlow Partner, Nickerson Cattle Company Brittany Nickerson-Thurlow manages accounting, human resources, milk quality, herd management and community outreach at Nickerson Cattle Company, a 2,500-cow pasture-based dairy in Zolfo Springs, Florida. Brittany also serves on the executive committee for her cooperative, Southeast Milk Inc., and is a founding member of Free Range 365. Brittany and her brother Holden are the fifth generation on the Nickerson family’s farm, which is one of the largest rotational grazing dairies in the Southeast.

Bob Huffman President and CEO, First District Association

Bob Huffman is the president and CEO of Minnesota-based dairy cooperative First District Association. He has over 20 years of progressive dairy industry experience, most recently as Vice President of Manufacturing Operations for multiple plants across the United States.. Bob has a passion for successfully fostering and sustaining both member patron and customer relationships, building trust and discovering the strategy that works best with the cooperative to achieve desired member, industry and business goals. He is a firm believer in leading by example.

About

YC Advisory Council What is the role of the YC Advisory Council? The Young Cooperators (YC) Advisory Council helps guide the National YC Program toward its stated mission by providing key information and making recommendations on topics and activities of interest to YCs. The Advisory Council is responsible for providing topic and speaker recommendations for the YC Leadership and Development Program, the program’s quarterly webinars and for the YC Dairy Policy and Legislative Forum. What are the eligibility requirements to serve as a YC Advisory Council member? Each NMPF member cooperative is eligible to have at least one seat on NMPF’s YC Advisory Council. To be eligible for participation, the Advisory Council member must meet the following criteria: + Nomination by NMPF member cooperative; + Employment on and/or ownership of a dairy farm that is a member of one of NMPF’s

member cooperatives; and

What is required of a YC Advisory Council member? YC Advisory Council members are nominated by their cooperative to serve a one-year term. The 2024 YC Advisory Council term will begin after this event and end in Oct. 2024. Expectations for YC Advisory Council members include: + Participation at two 90-minute virtual planning meetings + Attendance at two or more in-person events + Participation in at least three of the National YC Program’s quarterly webinars + Writing thank-you notes to program sponsors

Members of the advisory council also elect a chairperson and vice chairperson to lead the group. The chairperson will represent the National YC Program at events and meetings throughout the year, and report program updates to the NMPF Board of Directors. The vice chairperson is invited to attend NMPF Board of Directors dinners alongside the chairperson and will fill in as needed for the chairperson at meetings and events.

CONTACT YOUR CO-OP’S YC COORDINATOR TO LEARN MORE!

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Meet the 2024 YC Advisory Council Courtney Banach Agri-Mark Vermont

Jeb and Heather Johnson Southeast Milk, Inc. Georgia

Ryan Benthem Michigan Milk Producers Association Michigan

Hannah and Matthew Lansing Prairie Farms Iowa

Thomas French Maryland & Virginia Milk Producers Cooperative Association Virginia

Denille Pingrey Upstate Niagara Cooperative, Inc. New York

Curtis Gomes Tillamook Oregon Luke and Megan Iverson Northwest Dairy Association (Darigold) Washington

Karl Wedemeyer Dairy Farmers of America Ohio Nathan Wiese Farm First Dairy Cooperative Wisconsin

Thank You

2023 YC Advisory Council LORILEE SCHULTZ - Chairperson Prairie Farms

Lorilee milks 60 registered Holsteins and manages over 200 acres at MilR-Mor Farm in Orangeville, Illinois. She has been involved in a multitude of leadership and community activities and is passionate about teaching kids about agriculture. She recently interacted with more than 200,000 school children through the Adopt-A-Cow program.

JUSTIN AND HANNAH WATT - Vice Chairpersons Maryland & Virginia Milk Producers Co-op

Justin and Hannah are dairy farmers in Keymar, Maryland where they milk 280 Holsteins and farm 700 acres at Cedar Knoll Dairy LLC. The pair has been extensively involved in various leadership and community activities including roles with their cooperative, Farm Bureau, the Holstein Association and many more.

NATE CARLSON

Northwest Dairy Association Nate is a dairy farmer in Addy, Washington where he and his family milk 140 Holstein and Jersey cows, farm 1,300 acres, run 140 cow/calf pairs and manage a 400-head feed lot. When he’s not busy at Carlson Farms, Nate is a member of his local school board, where he has served for 15 years, and is active in Northwest Dairy Association’s YC Program.

MARIKA COWAN

Tillamook Cooperative Creamery Association Marika is a partner on her family’s GreenGold Dairy LLC, located near the coastal town of Nehalem, Oregon. The Cowan family has a long history of rotational grazing and since 2014 has installed a paddock system and leased further grazeable land to bring the total area farmed to over 700 acres. The farm milks 600 Jersey cows.

SARAH DOUGLASS

Dairy Farmers of America

Sarah along with her family own and operate Bristol, Catalpadale and Zido Valley Dairies in Northeast Ohio. The farm includes 6,500 milking Holsteins and 4,000 acres of corn and alfalfa. Sarah, with her kids, Karter, Kenley and Landon and her parents, John and Lois, manage the dairies, along with 70 dedicated employees. Sarah is also a Registered Nurse.

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RACHEL HOLTZ

Upstate Niagara Cooperative, Inc.

Rachel manages Willow Bend Farm, LLC in Penn Yan, New York. The farm is home to 5,200 cows and 4,800 young stock across three sites in the Finger Lakes. Willow Bend also manages 9,000 acres of crops. Rachel has been involved with a number of dairy leadership programs including the Young Dairy Leaders Institute and Dairy Girl Network.

ISABEL MULLIN Agri-Mark

Isabel Mullin is a dairy farmer in the coastal town of Kittery, Maine, where she milks 80 cows in a tie-stall facility, raises 80 heifers and farms 300 acres. Through her involvement in the National Young Cooperators Program, Isabel hopes to “learn as much about the industry as possible” in order to “contribute to it in the long run.”

CARL AND HEATHER OLSON First District Association

Carl and Heather milk 130 cows and farm 400 acres at Sunny Side Dairy in Mayer, Minnesota. They both serve in several leadership positions including roles within the Minnesota Milk Producers Association, Farm Bureau, DHIA and First District Association. The pair recently started their own cheese company called Sunny Side Creamery.

KATELYN PACKARD

Michigan Milk Producers Association Katelyn works alongside four business partners on Horning Farms LLC, a multi-generational dairy in Manchester, Michigan. The farm milks 400 cows and farms 1,000 acres. Katelyn is the dairy superintendent for her county’s 4-H Youth Show and coaches the local 4-H Dairy quiz bowl, judging, and skillathon teams.

AMBER AND BEN SELMAN Prairie Farms

Amber and Ben milk 60 Holstein and Jersey cows, farm 1,500 acres of crops and manage a 250-head cow/calf beef herd in Maquoketa, Iowa. The farm focuses on genetics and breeding, calf care and milk production. The pair both hold degrees in Dairy Science from Iowa State University and met while on a dairy-focused trip to New Zealand.

Sustain Your Farm and

Take Charge of Your Success November 13, 2023

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Today’s Topics Sustainable Dairies

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What is Leadership

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Emo�onal Intelligence

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5 Leadership Prac�ces

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Core Values

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5 Func�ons of a Team

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Conﬂict

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Leading Without Authority

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What’s Next

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Connect with Encore

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Tools Building Cohesive Leadership Team

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Emo�onal Intelligence for Leaders

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5 Prac�ces of Leadership

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Quali�es of High Func�oning Teams

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Transi�on Planning Process

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Sustainable Dairies

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Notes: ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________

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Leadership What is it anyway?

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What is IQ, TQ & EQ Why Should I Care?

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5 Leadership Practices of Influence

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The Value of Values They Support Everything

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Values Cards Example: Value = Family; Action = we encourage time off for employees to spend with their family

My Top 5 Values 1.

Actions that demonstrate this value  

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5 Functions of a Team

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Ideas for Building Trust ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________

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Conﬂict Skills

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Leading without Authority The Ultimate Puzzle of Sustainable Farms

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Scenario: Map out how you would approach this scenario; where you are leading without authority using tools you have learned today. Map out the steps and dialogue you with use. Share with the group. The Dairy: It’s profitable and has grown over the years. While you have some basic concerns, the operations and employees are working well. Sr. Generation: Three brothers own the assets. One has never married; one is divorced with 3 kids, and your Father has three kids. There are a total of 4 cousins working on the farm each day. The Sr Generation ranges in age from 62-66 years old. Most everyone gets along good enough, but communication isn’t something they excel at. Your single uncle likes to joke that he wants to work until he dies of old age in the payloader feeding cattle. Your Mom wants to go to Florida for the winter, but Dad gets bored. Your Dad and Mom went to an attorney for estate planning a few years back but that’s all you know. You have no idea what the uncles have done, and you don’t talk about it with your cousins. Everyone gets into the conference room once a month and goes over production numbers. Beyond an annual budget, there is no strategic plan and no discussion about the farm’s future beyond annual production numbers and the banker’s financial analysis. You: 43 years old and have worked in the dairy since college. You are married and your oldest child is 13. Your wages are equal to your cousins although you have more responsibilities than they. Your wife is worried that you are working harder than most but will not end up with anything to show for it. ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________

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What’s Next?

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I Want More:

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Managing a successful business is tough. When owners spin their wheels, it’s frustrating and hard to move ahead, either improving the business or passing it on. At Encore, we get down to the root causes of what’s holding you back, create a customized plan and guide you through a proven process so your business runs smoothly. Everyone will be pulling in the same direction, and you’ll feel good about the future.

What We Do

BUSINESS COACHING As a busy, successful farmer, you are wearing all the hats in a competitive business that never stops. It can be hard to find time to step out of the daily whirlwind and gain real traction on moving your business forward. That’s why we’ve created an executive coaching program specifically for farmers like you, so you can laser-focus on the skills, goals, and action plan that put you in the position to lead your farm to its next level of success.

TRANSITION PLANNING You’ve spent your lifetime building a successful farming business, and nothing would ease your mind more than to know you will someday leave behind a strong business and an even stronger family. But farm transitions, estate planning, and sifting through family dynamics is complex. We’re here to walk beside you so you have the peace of mind that your family and farm are truly taken care of and successfully transitioned to the next generation. EXECUTIVE FARMER NETWORK PEER GROUPS Reaching your next level of success in farming gets more challenging every day, but you don’t have to figure it all out on your own. When you join the Executive Farmer Network, you are surrounding yourself with a strategically selected group of farmers who are there to learn from each other, brainstorm, and share best practices through confidential conversations so you can get back to the farm with fresh ideas to keep moving forward.

81 www.encore-consultants.net Page 60 of 71 715 Atlantic Ave., Morris MN 56267 - Ph 320.288.4084

We Believe Success creates its own challenges that need to be overcome before a new level of success can be achieved. Planning creates clarity and focus. It is possible and critical to create short and long-term plans in a hectic business. Businesses are constantly changing, and management practices must constantly adapt as well. Passionate and crucial conversations around important topics are beneficial for growth.

Who We Are

TIM SCHAEFER, CPBC®, FBAC®

CERTIFIED PROFESSIONAL BUSINESS COACH® FAMILY BUSINESS ADVISOR®

Tim has more than 20 years of experience in strategic and transition planning for multi-generational family businesses. Raised on a Minnesota farm himself, Tim connects quickly with farmers and ranchers who take their businesses seriously and are driven for success now and for generations to come.

JOEL FLATEN BUSINESS COACH

Joel has over 33 years of managerial and administrative experience in a variety of organizations. His passion is to help businesses create better systems and increase employee engagement. Joel has lived in a rural community his entire life and even worked on Tim’s family farm!

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Toolbox

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Building Cohesive Leadership Teams In spite of its undeniable power, so many leaders struggle to embrace organiza�onal health because they quietly believe they are too sophis�cated, too busy or too analy�cal to bother with it. In other words, they think it’s beneath them. This is a shame because organiza�onal health is different. It’s not at all touchyfeely, and it’s far bigger and more important than mere culture. More than a side dish or a flavor enhancer for the real meat and potatoes of business, it is the very plate on which the meat and potatoes sit. Master these five behaviors and build a great team Behavior 1: Building Trust Members of a truly cohesive team must trust one another. Many people think of trust in a predic�ve sense; if you can come to know how a person will behave in a given situa�on, you can trust him or her. As laudable as that might be, it’s not the kind of trust that lies at the founda�on of building a great team. The kind of trust that is necessary to build a great team is what I call vulnerability-based trust. This is what happens when members get to a point where they are completely comfortable being transparent, honest and naked with one another, where they say and genuinely mean things like, "I screwed up," "I need help," "Your idea is be�er than mine," and even, "I’m sorry." At the heart of vulnerability lies the willingness of people to abandon their pride and their fear, to sacrifice their egos for the collec�ve good of the team. While this can be a li�le threatening and uncomfortable at first, ul�mately it becomes libera�ng for people who are �red of spending �me and energy overthinking their ac�ons and managing interpersonal poli�cs at work. As important as it is for all members of a leadership team to commit to being vulnerable, that is not going to happen if the leader of the team, whether that person is the CEO, department head, pastor or school principal, does not go first. If the team leader is reluctant to acknowledge his or her mistakes or fails to admit to a weakness that is evident to everyone else, there is li�le hope that other members of the team are going to take that step themselves. Behavior 2: Mastering Conflict Contrary to popular wisdom and behavior, conflict is not a bad thing for a team. In fact, the fear of conflict is almost always a sign of problems. Even when teams understand the importance of conflict, it is frequently difficult to get them to engage in it. That’s how powerful our cultural aversion is to discomfort. To break through that aversion, there are a few things that a team leader can do. One of the best ways for leaders to raise the level of healthy conflict on a team is by mining for conflict during mee�ngs. This happens when they suspect that unearthed disagreement is lurking in the room and gently demand that people come clean. Another tool for increasing conflict is something I refer to as real-�me permission. The idea here is that people need to get immediate feedback, the posi�ve kind, when they start to try out this approach to conflict. And no ma�er how minor the nature of that ini�al conflict might seem; it is going to be 84uncomfortable.

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Behavior 3: Achieving Commitment The reason conflict is so important is that a team cannot achieve commitment without it. People will not ac�vely commit to a decision if they have not had the opportunity to provide input, ask ques�ons, and understand the ra�onale behind it. Another way to say this is, “If people don’t weigh in, they can’t buy in.” Most leaders have learned the art of passive agreement: going to a mee�ng, smiling and nodding their heads when a decision is made that they don’t agree with. They then go back to their offices and do as li�le as possible to support that idea. The impact of this is o�en embarrassing and costly for the organiza�on. The only way to prevent passive sabotage is for leaders to demand conflict from their team members and to let them know that they are going to be held accountable for doing whatever the team ul�mately decides.

Behavior 4: Embracing Accountability Even well-inten�oned team members need to be held accountable if a team is going to s�ck to its decisions and accomplish its goals. Peer-to-peer accountability is the primary and most effec�ve source of accountability on a leadership team. When team members know that their colleagues are truly commi�ed to something, they can confront one another about issues without fearing defensiveness or backlash. A�er all, they’re merely helping someone get back on track or seeking clarity about something that doesn’t seem right. And the person being ques�oned about her behavior or performance will be willing to admit that she has inadvertently lost her way — a�er all, she’s vulnerable — and adjust her behavior accordingly. Behavior 5: Focusing on Results The ul�mate point of building greater trust, conflict, commitment, and accountability is one thing: the achievement of results. What would members of an execu�ve team be focused on if not for the results of their organiza�on? Well, for one, the results of their department. Too many leaders seem to have a greater affinity for and loyalty to the department they lead rather than the team they’re a member of and the organiza�on they are supposed to be collec�vely serving. The only way for a leader to establish this collec�ve mentality on a team is by ensuring that all members place a higher priority on the team they’re a member of and the team they lead in their departments. A good way to go about this is simply to ask them which team is their first priority. Many well-inten�oned execu�ves will admit that in spite of their commitment to the team that they’re a member of the team they lead is their first priority. This is natural, common, and understandable. And dangerous. When members of a leadership team feel a stronger sense of commitment and loyalty to the team, they lead than the one they’re a member of, then the team they’re a member of becomes like the U.S. Congress or the United Na�ons: it’s just a place where people come together to lobby for their cons�tuents. Teams that lead healthy organiza�ons reject this model and come to terms with the difficult, but cri�cal, requirement that execu�ves must put the needs of the higher team ahead of the needs of their departments. That is the only way that good decisions can be made about how best to serve the en�re organiza�on and maximize its performance.

Emo�onal Intelligence in Leadership – Four Key Elements Learning How to Be Aware When you think of a "perfect leader," what comes to mind? You might picture someone who never lets his temper get out of control, no ma�er what problems he's facing. Or you might think of someone who has the complete trust of her staﬀ, listens to her team, is easy to talk to, and always makes careful, informed decisions. These are quali�es of someone with a high degree of emo�onal intelligence .

What Is Emo�onal Intelligence? Emo�onal intelligence or EI (EQ) is the ability to understand and manage your own emo�ons, and those of the people around you. People with a high degree of emo�onal intelligence know what they're feeling, what their emo�ons mean, and how these emo�ons can aﬀect other people. For leaders, having emo�onal intelligence is essen�al for success. A�er all, who is more likely to succeed – a leader who shouts at his team when he's under stress, or a leader who stays in control, and calmly assesses the situa�on? There are four key elements: 1. 2. 3. 4.

Self-awareness (internal) Self-controlled (internal) Socially aware (external) Rela�onship management (external)

The more that you, as a leader, manage each of these areas, the higher your emo�onal intelligence. So, let's look at each element in more detail and examine how you can grow as a leader.

1. Self-awareness If you're self-aware, you always know how you feel, and you know how your emo�ons and your ac�ons can aﬀect the people around you. Being self-aware when you're in a leadership posi�on also means having a clear picture of your strengths and weaknesses , and it means behaving with humility .

So, what can you do to improve your self-awareness? 

Slow down – When you experience anger or other strong emotions, slow down to examine why. Remember, no matter what the situation, you can always choose how you react to it.



Thinking, Feeling and Doing – When you find yourself in a stressful situa�on, your emo�ons will highjack your thinking. What you think will affect how you act and react. Be aware of how your emo�ons are affec�ng what you are thinking and how you are ac�ng.

2. Self-control Leaders who regulate themselves eﬀec�vely rarely verbally a�ack others, make rushed or emo�onal decisions, stereotype people, or compromise their values. Self-regula�on is all about staying in control. So, how can you improve your ability to self-control? 

Know your values – Do you have a clear idea of where you absolutely will not compromise? Do you know what values are most important to you? If you know what's most important to you, then you probably won't have to think twice when you face a moral or ethical decision – you'll make the right choice.



Hold yourself accountable – If you tend to blame others when something goes wrong, stop. Make a commitment to admit to your mistakes and to face the consequences, whatever they are. You'll probably sleep be�er at night, and you'll quickly earn the respect of those around you.



Prac�ce being calm – The next �me you're in a challenging situa�on, be very aware of how you act. Do you relieve your stress by shou�ng at someone else? No one makes good decisions when under stress. Don’t deal with emo�onal issues when highly emo�onal.

3. Social awareness Leaders who do well in the social skills element of emo�onal intelligence are great communicators. They're just as open to hearing bad news as good news, and they're expert at ge�ng their team to support them and be excited about a new mission or project. Leaders who have good social skills are also good at managing change and resolving conﬂicts diploma�cally. They're rarely sa�sﬁed with leaving things as they are, but they don't sit back and make everyone else do the work: they set an example with their own behavior. So, how can you build social skills?



Learn conflict resolu�on – Leaders must know how to resolve conflicts between their team members, customers, or vendors. Learning conflict resolu�on skills is vital if you want to succeed.



Improve your communica�on skills – How well do you communicate? Our communica�on quiz will help you answer this ques�on, and it will give useful feedback on what you can do to improve.

4. Rela�onship management Leaders need to communicate clearly, maintain good rela�onships with others, connect with those from other cultures, work well in teams, and manage conﬂict. Rela�onship management relies on your ability to use the other three areas of EQ to manage rela�onships eﬀec�vely. Strategies for rela�onship management might include being open, acknowledging another’s feelings, and connec�ng the heart. Taking the �me to really listen and understand others on a personal level can help enhance rela�onship management skills. Being willing to accept feedback and grow from that feedback can help people be more comfortable talking with you. Empathy is a key component of rela�onship management. How can you improve your empathy? 

Put yourself in someone else's posi�on – It's easy to support your own point of view. A�er all, it's yours! But take the �me to look at situa�ons from other people's perspec�ves.



Pay a�en�on to body language – Perhaps when you listen to someone, you cross your arms, move your feet back and forth, or bite your lip. This body language tells others how you really feel about a situa�on, and the message you're giving isn't posi�ve! Learning to read body language can be a real asset in a leadership role, because you'll be be�er able to determine how someone truly feels. This gives you the opportunity to respond appropriately.



Acknowledge feelings – You ask your assistant to work late – again. And although he agrees, you can hear the disappointment in his voice. So, respond by addressing his feelings. Tell him you appreciate how willing he is to work extra hours, and that you're just as frustrated about working late. If possible, ﬁgure out a way for future late nights to be less of an issue (for example, give him Monday mornings oﬀ).

Key Points

To be eﬀec�ve, leaders must have a solid understanding of how their emo�ons and ac�ons aﬀect the people around them. The be�er a leader relates to and works with others, the more successful he or she will be. Take the �me to work on self-awareness, self-control, social awareness, and rela�onship management. Working in these areas will help you excel as a leader.

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Quali�es of High Performing versus Dysfunc�onal Teams

1. Recall speciﬁc instances and areas of the pyramid where your team was weak? _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________

2. Can you iden�fy some poten�al root causes and reasons of the weakness? _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________

3. Can you recall instances where your team performed well in the ﬁve func�ons? Why was the team able to perform at a high level in this area? _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ 91

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         

           

   

         

    

   

   

    

   

Vision

Values

•

   •  •   •    •   •  •  •  •  •        

     

Strategy

•

                       

      

Investment

• •

• • • •

       

   

   

       

Governance

Page 71 of 71

Notes

Vital Insight: Employee Feedback Implementation Plan Dairy Name: _____________________________________________

Date: __________________

Statement of Vision: Our Workplace Ideal __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________ Survey Feedback: Strength Areas / Doing Well 1.

____________________________________________________________________________________

Survey Feedback: Improvement / Opportunity Areas

____________________________________________________________________________________

Management Priorities: (From Management Objective Data Tables: Appendix Pages 24-26) 1. Equipping a. ________________________________________________________ b. ________________________________________________________ c. ________________________________________________________ 2. Engagement a. ________________________________________________________ b. ________________________________________________________ c. ________________________________________________________ 3. Clarity a. ________________________________________________________ b. ________________________________________________________ c. ________________________________________________________ 4. Alignment a. ________________________________________________________ b. ________________________________________________________ c. ________________________________________________________ 5. Accountability a. ________________________________________________________ b. ________________________________________________________ c. ________________________________________________________

Leadership Commitments: (Actions We Will Take)

___________________________________________________________________________________________

VI082023USA ©2023 Phibro Animal Health Corporation. Phibro, Phibro logo design, Healthy Animals. Healthy Food. Healthy World. and Vital Insight are trademarks owned by or licensed to Phibro Animal Health Corporation or its affiliates. Any other trademark that might be mentioned herein and that is not a Phibro brand (property of or licensed to Phibro Animal Health Corporation or its affiliates) is used for identification purposes only and is owned by its holder.

Notes

Upcoming Events YC Dairy Policy and Legislative Forum June 3-5, 2024 Arlington, Virginia YCs at World Dairy Expo October 3, 2024 Madison, Wisconsin YC Leadership and Development Program October 20-23, 2024 Phoenix, Arizona

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