How can we make sure family pig farms survive for the next generation? If you ask Jill Resler, the answer isn’t found in a boardroom policy or a financial spreadsheet; it’s found in gritty relationships and shared experiences.
As a farm kid, a farm wife and a mother of three daughters, Resler knows firsthand the gut-wrenching helplessness of watching disease sweep through a farrowing barn, and the quiet resilience it takes to pray for rain as crops burn in the July heat. Now, as the CEO of Minnesota Pork, she’s bridging the gap between those raw realities and the high-stakes decisions needed to secure a future for over 3,000 family farms.
What Does Generational Sustainability Look Like?
She’s adamant that generational sustainability is one of the most important topics the pork industry needs to focus on today.
“We have to build an industry that the next generation wants to be part of,” Resler says. “If you sat in on some of our industry meetings, would you be intrigued or curious about wanting to be a part of it? I think we must be conscious of that. History will show us there have always been challenges from generation to generation. However, they may be as complex and high stakes as they’ve ever been, and the pace at which they come at us is faster than ever.”
Minnesota is uniquely positioned with many independent family farms that are continuing to thrive in the sixth, seventh and even eighth generations, she says. When her team at Minnesota Pork thinks about generational sustainability, their conversation hinges on these four things.
1. Demand and market growth
Everyone keeps hearing that “meat’s having a moment.” Resler says if there was ever a time to capitalize on “a moment” to really move that needle, it’s now.
“As National Pork Board CEO David Newman often reminds us, our business is built off of one core assumption: that people consume the only product that we produce – pork – and enjoy it enough to do it again and again and again. We need more people eating more pork more often,” Resler says. “This is an interesting strategic shift for Minnesota Pork because our last iteration of our strategic plan didn’t include any direct-to-consumer product-related work, and after our strategic planning session a couple weeks ago, it was the No. 1 priority.”
“What we do will never be as important as who we do it with.”
2. Freedom to operate
With some major regulatory discussions happening in Minnesota, it’s top of mind that farmers’ freedom to operate is a big deal, she says.
“Farmers are doing incredible work in their barns and fields to care for animals and the environment, and they’ve always embraced continuous improvement,” Resler says. “I think that’s something we need to continue to stand confidently on, and we must work diligently to ensure that Minnesota remains a great place to raise pigs, and that includes thinking about it from a freedom-to-operate standpoint.”
3. Animal health
You can’t go to a meeting in our industry today and not hear about animal health-related topics, whether that’s porcine reproductive and respiratory syndrome or porcine epidemic diarrhea, she points out.
“High mortality events in our industry are not sustainable,” she says. “They’re not sustainable for the pig. They’re not sustainable for the caretaker. They’re not sustainable for our industry, frankly.”
Minnesota Pork believes better outcomes are possible. But she adds that it’s going to require leadership, grit and a willingness to think about things differently in the future.
4. Next-generation leadership
“The future of our industry will rise and fall on the capacity of our next generation of farmers to really lead well, regardless of circumstances,” she says.
It’s easy to be complacent about developing the next generation of leaders for the pork industry because of pressing issues that demand attention on farms all across the country. However, Resler urges producers and associations to give it the time it deserves now.
“No matter what the title behind our name is, we have to remember we’re in the relationship business.”
“I wish there was a silver bullet that would address the human capital component of where our industry is at,” she says. “I think we all have a role to play in strengthening and supporting the talent pipeline within our industry. No matter what the title behind our name is, we have to remember we’re in the relationship business.”
Stay Grounded in Relationships
Almost everything we do rises and falls on the relationships that we’re able to cultivate and sustain, Resler says. Her team recently read, “Dare to Lead,” by Brené Brown, a book that focuses on the role of vulnerability in leadership.
“Vulnerability-based trust is critical to building relationships,” Resler says. “Vulnerability is a two-way street. Often, we admire vulnerability in others, but we really struggle to go there ourselves. Yet, without that vulnerability, the walls remain high. Our capacity to collaborate in impactful ways is diminished.”
Cultivating resilient relationships is a key focus on her team. While that sounds nice, what does it really mean?
She says it looks like resilient relationships where people can disagree on issues like Proposition 12, gene editing, market growth or animal health strategies and still be able to separate the issue from the person or the organization.
“We’re all passionate about our perspective, our lived experiences, and that’s good,” Resler says. “But disagreement, if handled appropriately, has always made us better.”
That’s why she leans into discomfort at times – it always leads to more growth and opportunity.
“If we lean into that perspective with humility and curiosity (instead of a defensive posture or a ‘my way or the highway’ mentality), remain focused on serving farmers and doing work that matters, and engage with integrity, the rest usually works itself out,” Resler says. “A friend of mine often reminds me that what we do will never be as important as who we do it with.”
That’s why she encourages producers to value people, give their best effort and lead well for the betterment of the next generation.
“Our industry needs it,” Resler says.
In this episode of The PORK Podcast, Jill and Jennifer dive deep into:
- The transition of leadership and learning from a legendary 28-year CEO.
- The four pillars driving generational sustainability for family pig farms today.
- Why “dirty boots” makes Jill a better executive.
- How to attract, train and retain the next generation of swine industry leaders.
- Jill’s “truck classroom” book and podcast recommendations for personal growth.
- How to stay grounded and balanced with all the demands of a CEO role.
Ready for the full conversation?
- Watch on YouTube
- Listen to Jill Resler on “The PORK Podcast”
