Leadership

When Good Employees Create Hard Decisions

Mon, 27 Apr 2026 19:41:09 GMT

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

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

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

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

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

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

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

Recognize When Something is Off

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

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

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

Focus on Facts, Not Assumptions

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

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

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

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

Listen Before Deciding

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

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

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

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

Use Policy as a Guide

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

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

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

Instead, he recommends building in room for judgment.

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

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

Think Through the Options

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

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

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

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

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

If You Miss it, Adjust

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

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

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

10 Leadership Habits That Make Employees Want to Stay

Thu, 16 Apr 2026 16:01:34 GMT

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

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

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

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

1. Practice Active Listening

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

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

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

2. Ask Questions

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

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

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

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

3. Encourage Employees to Share More

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

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

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

4. Circle Back After Important Conversations

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

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

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

5. Strengthen Employee Decision-Making

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

Ask the employee how they would handle the situation.

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

6. Introduce New Responsibilities in Small Steps

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

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

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

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

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

7. Be Transparent About Follow-up

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

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

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

8. Set Clear Expectations

Unclear expectations can quickly create frustration and damage trust.

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

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

9. Provide Quality Feedback

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

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

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

10. Lead by Example

The final tip focuses on actions rather than words.

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

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

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

Beyond the Blame Game: Navigate the Mental Toll of Modern Ag

Fri, 03 Apr 2026 13:55:09 GMT

When market pressures mount, it is easy to succumb to the “blame game.” Yet, the most resilient operations are those that anchor themselves in a mission larger than the current balance sheet. For leaders like James Burgum and Lamar Steiger, coping with stress isn’t just about managing the books, it’s about managing the mindset.

The Many Hats of the Modern Producer

James Burgum, CEO of The Arthur Companies, believes the first step in managing stress is acknowledging the sheer weight of the roles farmers play.

“One of the things I did when I stepped into my role is an exercise where I said to our team, ‘Help me understand all the hats on the farm – farmworker, agronomist, grain merchandiser, mechanic, truck driver, snow removal lead, banker, economist,’” Burgum said during a discussion at Top Producer Summit. “You start to go down the list, and its dozens and dozens of roles that an individual farmer plays.”

By recognizing the complexity of these roles, Burgum argues that producers can move toward servant leadership—prioritizing the team’s needs.

“There are things that are much more important and much bigger than the challenges we’re wrestling with on the job every day,” Burgum says. “It’s hard to juggle all the balls, but at the end of the day, we want everyone on our team to make sure they get home at night and be there for their families.”

Choosing Abundance Over Scarcity

Lamar Steiger, owner of The 808 Ranch, learned about stress through the lens of his father, a man who seemed to face every possible setback: health crises, financial downturns and missed market peaks.

The farm struggled during times of high interest rates in the late ‘70s and early ‘80s and his father was diagnosed with an autoimmune disorder, Guillain-Barre, that left him paralyzed for six months.

Still, his dad always had an attitude of abundance, not scarcity, Steiger says.

“With my brothers holding other obligations, I was left to milk the cows,” Steiger says. “We were so far behind, and all my dad would say is, ‘It could be worse.’”

Breaking the Silence

Eventually, his family lost the dairy. After hitting rock bottom and battling depression , Steiger realized that the “tough it out” mentality was a liability, not an asset.

“When the stresses pile up, you’ve got to find help,” Steiger says. “I wasn’t ‘man enough’ to step up and say, ‘Hey, something’s wrong here.’ I should have said, ‘Time out—this is not working.’”

Steiger’s advice for those feeling the weight of the current market is simple: Find your “who.” Whether it is a spouse, a neighbor or a professional, talking through the stress is the only way to separate your self-worth from the volatility of the markets.

“In agriculture, we’re so reliant on outside forces,” Steiger says. “You’ve got to have an attitude that it’s going to work out. As my Dad would say, ‘Well, we never missed a meal.’ That was his bottom line for ‘It’s okay.’”

From Constraints to Catalysts: How Ag Leaders Turn Hardships into Strategy

Thu, 02 Apr 2026 18:19:01 GMT

In an industry defined by “one-year-at-a-time” cycles, the greatest threat to a growing operation isn’t just a market downturn—it’s the inertia that comes with size. Farm Journal CEO Prescott Shibles argues that long-term survival requires a rare blend of faith and agility. To maintain an entrepreneurial mindset, leaders must lean into “conviction” as the core of a strategy that survives the lows.

Here is how four industry leaders are turning today’s constraints into tomorrow’s differentiators.

1. Build when times are hard.

When Brent Smith, president and CEO of NewLeaf Symbiotics, joined the company in 2023, the grain market was entering a significant down cycle. While some saw a risky time to lead a startup, he saw an opportunity.

“I learned in my first startup that the best time to build a business is in hard times,” Smith said said during a discussion at Top Producer Summit. “Because if you can’t withstand tough times, you’re not going to survive long term.”

For Smith, survival meant doubling down on the company’s core: science. Despite the pressure to cut costs, NewLeaf continues to spend half of its operating expenses on science.

“It would be very easy to peel that back,” he admits. “But we focused on projects that make the most impact the quickest, while keeping an eye on the long-term innovation in our pipeline.”

2. Control what you can control.

Farmers face the ultimate constraint every year: the weather. Scott Beck, president of Beck’s Hybrids, recalls the planting crisis of 2019 when constant rains kept tractors out of the fields well into May.

“I was concerned for our customers not being able to plant, but also for us not being able to plant our seed for the next year,” Beck says. “There was nothing that we could do to control the weather, but we could control how we interacted with our customers.”

Rather than retreating, the Beck’s team focused on transparency and empathy, using video series to connect with farmers and even forming small groups for prayer and support. Ultimately, they wanted farmers to know they cared and were there to support them however they could.

Despite the financial reality of what could happen if farmers didn’t plant and returned seed, Beck’s decided their course of action would not include employee layoffs. Instead, they prepared to sell land to protect their people.

“Fortunately, the weather broke and everybody was able to get planted,” he says. “Then the second miracle happened. We had the second warmest September on record, and that’s what brought the crop through to enable 2019 to not turn out as bad as it started.”

3. Turn disadvantages into advantages.

In 2014, Lamar Steiger, owner of The 808 Ranch, was tasked with a monumental challenge: helping Walmart reinvent its beef supply chain. At the time, the retail giant was at a disadvantage, forced to accept whatever the major meatpackers provided.

Steiger’s strategy was to turn that lack of control into a new kind of independence.

“I convinced the Walmart team to go around the traditional supply chain,” Steiger says. Today, Walmart sources 28% of its beef from its own “farm-to-table” supply chain.

There’s no question that decision was really good for Walmart. But Steiger says it was also really good for him personally.

“It reminded me that no matter how big you are, there are always challenges,” he says.

4. Create “white space” for the future.

When the day-to-day tasks of an operation become overwhelming, long-term strategy is often the first thing to go. James Burgum, CEO of The Arthur Companies, believes leaders must intentionally carve out “white space” for their teams.

“It’s important to find ways where people can actually spend their time working on the business, not just in the business,” he says.

By protecting time for team members to execute ideas that are three to five years out, Burgum manages the tension between short-term urgency and long-term viability.

“It’s hard to step away from the daily fires you’ll face in your operation, but it’s important,” he adds. “How we manage that tension of short term and long term is creating that white space and making sure that we consciously work on the business.

The Long Game

Ultimately, resilience in agriculture is about knowing when to push and when to pivot.

“You have to know when to put the gas down, and you need to know when to tap the brake,” Smith says. “And regardless of what you are doing, you need to stay focused on what you’re doing.”

Whether it is investing in science during a downturn or choosing customer empathy over the bottom line, these leaders say constraints don’t have to be roadblocks; they can be the very catalysts that drive an operation forward.

Check In on Your Health Before It Checks Out

Mon, 23 Mar 2026 22:05:33 GMT

Long hours, unpredictable schedules and physically demanding work mean farmers and ranchers often put their own health last. Erin Martinez, a Kansas State University expert in adult development and aging, says it doesn’t have to be that way. A simple annual medical exam can help catch problems before they get out of hand.

“Farmers and ranchers are very good at taking care of their livestock and land, but they sometimes forget to take care of themselves,” Martinez says. “A yearly checkup is an important step in catching potential health concerns early.”

Why Preventive Care Matters
Farming is physically demanding and unpredictable. Long hours and seasonal peaks make it easy to push doctor visits aside. But routine exams allow healthcare providers to monitor important measures like blood pressure, cholesterol and other warning signs to catch potential health issues before they become serious.

“Preventive care lets providers look at the full picture of someone’s health,” Martinez says. “When we see patients regularly, we can identify changes sooner and address them before they become bigger issues.”

According to the Centers for Disease Control and Prevention, farmers and ranchers face higher rates of heart disease, high blood pressure and musculoskeletal injuries compared with the general population.

Take Action Before Things Get Busier

Martinez encourages producers to schedule checkups before the busy season begins. Planting, harvest and livestock seasonality can quickly push personal healthcare to the bottom of the to-do list.

“Taking the time for a yearly checkup is just like investing in your farm,” she says. “Catching potential health concerns early keeps you able to manage your operation and reduces the risk of bigger problems later.”

Routine exams also give farmers a chance to address mental health. Farming can be isolating, and stress, anxiety and depression are common in rural communities. A healthcare visit allows producers to check in on both physical and mental well-being.

Practical Tips

Taking care of yourself should be just as important as taking care of the farm. Planning ahead and making routine health care a habit helps prevent small issues from turning into bigger problems. Martinez offers a few practical ways for producers to stay on top of their health:

Schedule appointments during slower times of the year.
Ask about screenings, vaccinations, and preventive care.
Keep a record of blood pressure, cholesterol, and other key health metrics.
Involve family members to make regular checkups part of farm life.

“Farmers are usually the last ones to put themselves on the calendar,” Martinez says. “But staying on top of your health before things get busy can prevent problems that are harder to manage later.”

Pork Industry Must Adapt to a "New World Order"

Fri, 13 Mar 2026 20:23:07 GMT

In the pork industry, there is more that brings us together than separates us, says National Pork Producers Council (NPPC) CEO Bryan Humphreys. However, the foundational “pillars” of the industry are shifting.

“Survivability requires adaptation,” Humphreys told the delegate body at the National Pork Industry Forum. “We cannot adapt to a new world order that we simply don’t understand.”

Four Pillars in Flux

Humphreys outlines four fundamental truths that have guided the industry for decades but are now undergoing radical shifts:

The Erosion of Science and Facts: For years, the industry relied on objective data to win legal and political arguments. Today, Humphreys warns that the definition of science is “under attack.” He pointed to the “MAHA” (Make America Healthy Again) coalition as a driver of a movement attempting to replace peer-reviewed research with unsubstantiated social media claims.

“My fear is that our primary battle will shift from simply using data, information and facts to actively defending and validating the very existence of those facts that make our food system the safest and most abundant in the world,” he says.
A Scrambled Political Map: The traditional lines of political alignment aren’t just blurred, they are being completely re-written, Humphreys says. For example, he noted a “bizarre reality” where the far-left and far-right are finding common ground in attacks on ultra-processed foods.
Unchecked Executive Power: With Congress frequently stalled, the Executive branch has filled the void with aggressive rulemaking and executive orders. Humphreys warns of “regulatory whiplash,” noting that while unchecked executive action may benefit us at times under the current administration, it sets a dangerous precedent for future administrations to bypass the legislative process.
Transactional Geopolitics: Agriculture was once the “crown jewel” of American trade deals. Now, trade is often focused on national security, critical minerals and domestic manufacturing. Humphreys warned that pork risks becoming “collateral damage” in broader geopolitical fights if the industry does not adapt its trade strategy.

The Power of Bacon

Despite all the “noise in Washington,” Humphreys reminds producers of two unwavering truths: the global love for pork—specifically bacon—and the high level of public trust in farmers. Citing 25 years of Gallup polling data, he noted that the American farmer remains one of the most trusted resources of information.

“In all the political headlines that we face, people love your product. People trust and love you all,” Humphreys says. “When a grassroots organization made up of you all as members faces foundational shifts, I firmly believe that the opportunities are endless if we are willing to adapt and change.”

A New Strategic Playbook

To address these shifts, Humphreys says the industry must execute on the “playbook.” The 2022 decision to increase the Strategic Investment Program (SIP) rate to 15 cents per $100 of value created an “extraordinary opportunity for us to take a broader and more aggressive approach.” The strategy moving forward will include:

Third-Party Validation: In addition to industry-led research, looking to the work of third-party experts and allied coalitions to validate the science behind modern pork production.
Direct Political Engagement: Becoming more comfortable in the political arena, from grassroots town halls to leveraging PACs and holding historical individuals in Congress accountable.
Executive Branch Focus: Deepening bipartisan relations directly with regulatory agencies to ensure the industry has a voice regardless of which party occupies the White House.
Strategic Trade: Working with partners to anticipate barriers and ensure U.S. pork is ready to move the second a trade door opens.

“Bring on the Mountains”

Humphreys revisited a metaphor he shared years ago of “two paths” up a mountain. He urged producers to avoid the narrow, solitary path and instead choose the wider path of collective commitment.

“As we step into this new world order, the perception of a divided industry will weaken our ability to navigate the challenges ahead,” Humphreys says. “There is more that joins us together as an industry than will ever separate us. Bring on the mountains. I look forward to seeing you at the top.”

Finding Color Again: A Story of Love, Loss and Healing

Thu, 12 Mar 2026 20:34:48 GMT

It’s true that the pork industry is driven by data and science, but it’s ultimately built on the strength of the people who are in it. Sometimes that strength arises out of the darkest times of our lives. Dan Hamilton, senior director for product performance in the Americas for PIC, experienced a profound tragedy in 2005.

When Hamilton was a student at the University of Illinois, he met Rachel – a dynamic powerhouse who captured his heart quickly. Always the life of the conversation, she made people laugh and brought joy to everyone she was around, he says.

“We couldn’t wait to start our storybook life together,” Hamilton says. “We were young and of the mindset that you set a goal and achieve it. Then, you just keep doing that. We both had successful careers, bought our first house, and decided it was time to have a baby.”

He will never forget the morning when it was time to go to the hospital after nine months of waiting.

“We had the bag packed in the car like you’re supposed to, and the nursery was ready,” he recalls. “We went to the hospital and they took Rachel back. I went with her and they said, ‘You know, her blood pressure is a little bit variable. Why don’t you step out?’”

They told him they were going to get her blood pressure under control before moving on to the next step of the delivery process.

“It wasn’t a few minutes later that a lot of sirens started going off, and they were having some sort of a code event,” Hamilton says. “I wasn’t sure if it was her or what it was, because they had me in the waiting room with no direction. The next thing I know, the doctors were approaching me with a very grim face.”

They sat him down and explained that Rachel died in the delivery room that morning from either an amniotic or pulmonary embolism. A rare, one-in-a-million event, there was nothing the doctors could do to save his wife. In that very same moment, he found out he was the father of a baby girl, Kaitlyn.

Stunned, Hamilton didn’t know what to do next. The doctors were talking about the duress Kaitlyn endured while his heart smashed into pieces.

Black-and-White Memories

Because Kaitlyn experienced a lack of oxygen for a period of time, doctors whisked her off to the neonatal intensive care unit for the first four days of her life to stabilize her respiratory tract.

“I don’t think any dad goes into the hospital thinking he will leave a single father,” Hamilton says. “Not only was I grieving the loss of Rachel, but the stress of how I was going to care for Kaitlyn on my own put me to the limit.”

An outpouring of support from family and friends surrounded him at that moment.

“It’s unfortunate that it takes a traumatic event to realize how many people in the world care,” Hamilton says. “And that continued for years afterward. My parents were really close and they came and spent a lot of time with me. Rachel’s mother had just retired, so she was able to help me with Kaitlyn during the day. She was a godsend for sure. Friends would come on nights or weekends and give me a break when needed.”

When he looks back, he sees that time of his life in black and white.

“Memories are usually in color,” he says. “But that first year was definitely in black and white for me.”

Although watching each step of Kaitlyn’s development was the greatest gift, he says not having Rachel to share it with him was hard. He constantly questioned how he was going to be able to raise a young lady.

“Rachel would have been so good at this,” he says. “I asked a lot of questions. Why did this happen? Why was she taken away from me?”

He learned to stop asking those questions.

“You may never find reason with those,” he says. “Focus on the positive and the good things around you. Be grateful for the people that support you, because that is what God is sending you – the help, support and strength to move forward.”

Be in the Moment

When you’ve gone through a trauma like this, Hamilton says it’s important to take time to heal and reflect.

“My grief for Rachel will always be there,” he says. “I still tear up every time I think about it and it’s been 20-some years. I just want to encourage people walking through grief that someday you can reformulate your life and have positive experiences again. It may not feel like it at first, but there are good things ahead.”

And let people help you, Hamilton adds. People want to help, but don’t always know how to help. He believes letting people in allows both parties to process and that’s a good thing.

“One thing I’ve learned is to be in the moment,” he says.

Don’t let things get out of balance that shouldn’t get out of balance, he adds. For example, your job shouldn’t compromise your relationship with your family. That’s something he takes seriously.

Three years after Rachel’s death, he met his current wife, Carrie, and her daughter. Today they are raising three daughters. Kaitlyn is now a junior at the University of Illinois and doing amazing, he says.

“Looking back at what I went through, there’s always some guilt that I could have spent more time or done this or that,” Hamilton says. “Live your life so you don’t have those regrets as you go forward. You just never know when you’ll get that next chance.”

You can listen to more of Hamilton’s personal story of resilience on “The PORK Podcast” on YouTube or follow The PORK Podcast anywhere podcasts are found.

Thunderstruck: Rob Brenneman Brings High-Horsepower Leadership to NPPC

Wed, 11 Mar 2026 14:14:43 GMT

Thunder (ah-ah-ah-ah-ah-ah-ah-ah). As the familiar AC/DC song roared, Iowa pig farmer Rob Brenneman walked to the stage to share his first comments as National Pork Producers Council’s newest president.

Raising pigs is more than a job to Brenneman. In order to give back to the industry that has done so much for him, he said yes to the opportunity to lead NPPC and help protect opportunities for the next generation of pig farmers.

Connecting Policy to Reality

“NPPC fights battles that producers cannot fight alone,” Brenneman says. “NPPC is the unified voice for pork producers, protecting our freedom to operate. I’m looking forward to getting out and meeting other producers, listening to their ideas, and making something out of their ideas.”

Industry challenges surrounding animal health, overhead costs and consumer trust aren’t going away. Immediate challenges like tariffs, Mexico antidumping/countervailing duty investigations and labor are top of mind, too.

“When real pork producers go to D.C., policymakers listen differently,” Brenneman says. “You can explain how policies affect your day-to-day operations better than anyone. You have the knowledge and experience to help policymakers make informed decisions. Our collective voice protects all pig farmers. We connect the policy to reality.”

For example, during comments by Julie Callahan, chief agricultural negotiator with the Office of the United States Trade Representative, at the National Pork Industry Forum, she shared how important NPPC and pork producers are to their office.

“They call us and ask for input,” Brenneman says. “Being at the table allows us to give the input about what independent producers want. That gives me hope. NPPC gives me hope as an independent producer, that we’ve got a chance. We’ve got to keep our doors open to trade.”

Of course, not all of the work NPPC does makes headlines, he points out. Some of the simpler things, like what NPPC did with labor, didn’t get as much hype.

“I had the opportunity to be in on those meetings with key people in Washington, D.C., and they listened to us, and it helped,” he says. “I don’t think everybody gets that. The TN Visa situation is a big deal, and I don’t think a lot of people understood how some of that gets corrected or incentivized to be better. There are so many unseen things that don’t happen because you’re at the table. Nobody knows they were ever a threat, which means we’re doing our job.”

A Unified Industry

Of all the important messages like this shared at National Pork Industry Forum, Brenneman hopes people hear one important thing: The pork industry is unified.

“We are not fragmented, and we work together as much as we can,” he says.

A self-described “high-horsepower, high-speed guy,” Brenneman will be focused on continuing to encourage unity during his presidency. He also is setting the bar high for staff, producers and the entire industry.

“I have very high expectations,” he says. “I expect things to get done, and I expect delivery. I expect an end to what they’re doing. I think that’s only fair as we work in an industry that has high expectations. It’s my job to provide leadership and coaching to get us there. I want to provide the tools needed to fix what’s broken or improve what’s already going well.”

From a policy standpoint, he hopes to close the chapter on Proposition 12 and prevent a patchwork of state laws in the next year.

He knows the job is going to require a tremendous lift from his entire family and the entire team at Brenneman Pork.

“Without my wife Char by my side, this would never work,” he says. “I’ve got a tremendous team and tremendous family at home who are involved and standing by me to help me succeed at this. We operate by this phrase in our operation: Failure is not an option.”

Brenneman also points out that his wife knows him better than anyone.

“She knows my throttle and my brake,” he says. “She knows what accelerates that, what slows it down and what stops it. Some days, that’s not good for me, but it’s good for everybody else.” Listen to Rob and Char Brenneman on Episode 26 of The PORK Podcast .

A Voice for America’s Pig Farmers

The list of tasks ahead is long. If Brenneman could accomplish just one thing on the list, it would be to encourage more people to support the NPPC and the Strategic Investment Program.

“With that support, we gain advocacy and a voice,” he says.

Brenneman says he’s personally going to give this position everything he can.

“I want to emphasize how hard I am going to work at this to make sure that I do everything I can to make a difference for independent producers in this country,” he says. “Coming from Washington County, Iowa, you realize there are still independent producers out there. I’m in this for all of them, every single one. This is not about me – this is about them.”

Surrounded by hog barns and corn fields, Brenneman knows the fight is worth it.

“We have to revitalize rural America,” he says. “We live in the No. 1 hog county in Iowa, and it shows. That’s why ground is so high – that’s why young farmers are here. They came home to farm because they built a building, they got manure and they got a job, and now they farm. When I drive by farms and see kids on a four-wheeler or see kids showing pigs at the county fair, I’m reminded that they are the future. I do not want that to dry up.”

That’s one of the things NPPC CEO Bryan Humphreys appreciates most about Brenneman – his passion for the future leaders of this industry.

“His love and dedication to not just the industry, but this industry for literally generations to come, is incredible,” Humphreys says. “When Rob Brenneman talks about the pork industry, he doesn’t talk about the pork industry for him or for Char. He talks about it for his kids. He talks about it for his grandkids. He talks about it for his great grandkids. That long-term perspective of business continuity – of what we can do to make agriculture and raising pigs not just a good business, but fun for the next generation – is incredibly valuable.”

Pork (ah-ah-ah-ah-ah-ah-ah-ah).

The Succession Gap: Why Two-Thirds of Farms Face an Uncertain Future

Tue, 03 Mar 2026 20:18:07 GMT

Farm Journal recently reported that 44 million acres of U.S. farmland are expected to change hands in the coming years - nearly 15% of American cropland by 2030.

That’s a staggering number. But what concerns me most isn’t just the acreage. It’s what that number represents: leadership transition, ownership transition and decision-making transition happening all at once across the country.

When I look at the accompanying data, I see both opportunity and vulnerability.

According to the Farm Journal Seed & Planting Survey and Consolidation Index Predictive Model Analysis, only 34% of growing operations have a formal succession plan. Among benchmark producers, that number drops to 29%. For operations identified as at-risk, just 21% have a documented succession plan in place.

Let that sink in.

Even among farms positioned for growth, two-thirds do not have a formal plan for how leadership and ownership will transition. And nearly four out of five at-risk farms are operating without one.

At the same time, consolidation risk is not limited to smaller operations. Farms under $250,000 in gross income show a 58% consolidation risk. Farms between $250,000 and $500,000 show 48%. But even operations in the $1 million to $2.5 million range carry a 32% risk. And those between $2.5 million and $10 million still sit in a baseline consolidation risk zone of roughly 27–30%.

In other words, income alone does not protect you.

Succession gaps, management transitions and strategic exits are driving consolidation regardless of size.

I’ve spent my career working with agricultural families navigating generational transition, and I can tell you this: consolidation rarely happens overnight. It happens when pressure meets unpreparedness. A health event. A lender conversation. A market downturn. A disagreement that was never resolved. A next generation that was never fully developed or clearly empowered to lead.

Agriculture has always been unpredictable. We all understand that. Weather changes. Markets move. Policies shift. But what feels different right now is how layered the uncertainty has become. Interest rates have restructured balance sheets. Input costs remain volatile. Capital demands continue to rise. Technology expectations are accelerating. And the average age of the American farmer keeps climbing.

Generational turnover is not something we can push off for “someday.” It is happening now.

So, here’s the question I would ask any farm leader reading this: If something unexpected happened tomorrow, would your operation be okay?

Would there be clarity about who makes decisions? Would ownership be clearly defined? Would compensation and reinvestment policies be understood? Would lenders feel confident in your continuity? Would your successors be prepared - not just present - to lead?

If you hesitate in answering that, you are not alone. But hesitation is a signal.

The data in the Farm Journal analysis tells an important story. Growing operations are more likely to try new technology. They are more likely to plan land investment. And they are more likely to have formal succession plans in place. That is not coincidence. It reflects intentional leadership.

The leaders that plan tend to think about the long term - not just the next growing season. They understand their profitability by enterprise. They are disciplined about capital allocation. They define leadership roles. They have hard conversations before circumstances force communication. They build clarity into the business so that transition strengthens it rather than destabilizes it.

Succession planning is often misunderstood.

It is not simply an estate planning document. It is not a will tucked in a drawer. It is not something you address only when someone retires. It is a business discipline.

It requires clarity about management transfer and ownership transfer - and those are not always the same thing. It requires fairness, which is not necessarily equality. It requires governance structure so family conversations don’t become a business crises. It requires intentional development of the next generation so leadership transition feels earned and prepared, not assumed.

And perhaps most importantly, it requires timing.

Consolidation favors clarity. It favors farms that reduce ambiguity before outside forces expose it. It favors operations that are structured - not just successful.

One of the most revealing pieces of the consolidation data is that even higher-income farms carry measurable risk. A $3 million or $5 million operation is not immune. Scale does not eliminate vulnerability if leadership transition is unclear or strategic direction is undefined.

The 44 million acres projected to change hands represent a defining moment for American agriculture. Some families will use this season to strengthen continuity and expand. Others will find themselves reacting - not because they lacked work ethic or competence, but because they delayed putting structure in place.

Planning does not eliminate uncertainty - but it does provide framework and stability.

It allows you to make proactive decisions rather than reactive ones. It gives lenders confidence. It gives the next generation clarity. It protects family relationships. And it preserves optionality.

If your farm is truly okay - strategically aligned, financially transparent, leadership-ready - then planning becomes a growth tool.

If it’s not, planning becomes urgent.

Either way, it matters.

Knowing the data should never create paralysis. Understanding your consolidation risk, your succession gaps and your financial position gives you something incredibly valuable: choice. When your business structure is clear and your succession plan is thoughtful but flexible, you can pivot as markets shift, opportunities emerge or circumstances change. You may not be able to eliminate uncertainty - but you can position yourself to move through it with confidence.

Why Illinois Pork’s New President Never Stops Asking Questions

Mon, 02 Mar 2026 16:43:43 GMT

For sixth-generation farmer Katie Brown, the swine industry has never been just another career path; it’s been home. Her earliest memories took place in the sow barn, watching how things worked and asking way too many questions. It’s that curiosity that has shaped her journey and helped her become the newest president of the Illinois Pork Producers Association.

Brown headed off to the University of Illinois with dreams of becoming a veterinarian. She applied, was accepted, and fully expected that would be her path. But then she met Jim Pettigrew, professor of animal sciences, and “caught the research bug.”

“I loved digging into data, asking better questions and figuring out how small changes could make meaningful improvements in pig performance and system efficiency,” Brown says. “Once research grabbed my attention, I started exploring what other career paths in the swine industry might look like if I didn’t go to vet school. The more I explored, the more I realized there was an entirely different way I could contribute to the industry: one that blended science, production and practical application.”

When her official acceptance to vet school arrived, she had a big decision to make. After a lot of thought, she said no to vet school and chose to pursue graduate school under the leadership of Mike Ellis instead.

Her master’s research, conducted in Maschhoff barns, gave her the opportunity to experience a large, integrated production system.

“I didn’t just run trials, I learned how the whole system worked,” Brown says. “When I graduated, I had multiple job offers, but I knew I wanted to stay with The Maschhoffs. The research department offered the perfect balance of applied science and real-world production, along with the chance to collaborate directly with production partners on large-scale field research.”

As her family grew, she transitioned into taking on more of the operational side of the research department. She says it allowed her to leverage both her facility management background and her research experience, working alongside some of the best people in the industry.

“One thing I truly value about The Maschhoffs is their belief in developing people,” Brown says. “They invest in professional growth and provide the flexibility needed to balance work and family life.”

(Provided by Katie Brown)

In the fall of 2022, she and her husband had the opportunity to purchase and manage her family’s hog operation. They had recently begun grain farming full time in 2017, so adding the hog operation allowed them to further diversify.

“It gave me ‘skin in the game’ in a very real way,” Brown adds. “Since then, we’ve learned how to balance running the farm, raising our family and giving back to our community. We are active in our church and our children’s school, and we both serve in roles that allow us to invest in the communities that support us.”

Although serving as president is an honor, she says it’s also a responsibility she takes seriously. My goal is simple: support producers, protect our ability to farm and position Illinois pork for long-term strength.

“At the core of it all, I’m still that curious kid from the sow farm, just with a few more responsibilities and a lot more appreciation for the people who make this industry what it is,” Brown says.

Farm Journal’s PORK caught up with Brown after the IPPA’s annual meeting.

Why did you decide to step up to this challenge?

I’ll be honest, it wasn’t because I suddenly had extra time. I’m a mom of two very active boys, involved in our farm, our business, our church and our community and this industry never slows down. There isn’t a “convenient” season to step into leadership. But I chose to step up because what we do matters. The decisions being made right now in policy, in regulation, in public perception directly affect my family and the families I work alongside every day. I see firsthand what farmers carry. I see the hours, the pressure, the financial risk, the emotional weight. If I’m not willing to take time to speak on behalf of those producers, then what are we doing? I stepped up because I believe leadership is about service, especially when it’s inconvenient. And our industry deserves leaders who are willing to lean in, not wait for the “right” time.

What kind of leader is IPPA getting?

I grew up in this industry and understand it from the ground up. I’m not coming into this role from the outside or from theory. I’m a farm kid who was raised in the barns, who built a career in research and production, and who now has ownership alongside my husband. I understand the pride in what we do, but I also understand the pressure. As a practical, direct, solutions-oriented and yes, a little stubborn, person, I ask a lot of questions. I want to understand not just what we’re doing, but why we’re doing it and whether there’s a better way. That curiosity has followed me from growing up on a sow farm, to the research barn, to managing our own operation. I don’t quit easily. If something is challenging, whether it’s a production issue, a research question or a policy hurdle, my instinct isn’t to step back, it’s to lean in. I like solving problems. I like improving systems. I like finding ways to make things work better for the people doing the hard work every day.

What do you see as your most important role as president?

I don’t see leadership as a spotlight, I see it as responsibility. My goal is to be steady, accessible and dependable. I want producers to know they can call, ask hard questions and get a straight answer. If I don’t know something, I’ll work to find it. At the end of the day, I want to be a leader people can count on, someone who understands both the opportunity and the weight of this responsibility, and who approaches it with humility, work ethic and a commitment to serve.

What motivates you every day?

I’m motivated by progress. That might mean improving pig performance in a barn, strengthening communication among producers or helping position our industry for the long term. I want to leave things better than I found them. On a personal level, my kids are a daily motivator. They see the early mornings, the late nights and the hard conversations. I want them to understand that leadership isn’t about recognition, it’s about service, resilience and integrity. I want them to see that when something matters, you show up, even when you’re busy, even when it’s hard.

If you could only accomplish one thing this year, what would it be and why?

If I could accomplish one thing this year, it would be strengthening trust and clarity between producers and the people making decisions that affect them, whether that’s legislators, regulators or consumers. Too often, policies are shaped by people who don’t fully understand modern pork production. I would like to see us do a better job of proactively telling our story, inviting dialogue and ensuring that Illinois producers have a seat at the table before decisions are finalized, not after. When producers feel heard and understood, it changes everything. It reduces frustration, improves outcomes and protects our ability to farm for the next generation. If we can build stronger relationships and clearer communication channels this year, that foundation will pay dividends far beyond a single term.

What are some of the victories of the 2025 the industry can celebrate?

The past year hasn’t been without challenges, but there are real victories worth recognizing. We’ve seen improved hog prices compared to the depths of the previous downturn, which has provided some much-needed breathing room for producers who have been operating on razor-thin or negative margins. Financial stability, even incremental improvement, matters. It allows farms to reinvest, maintain facilities and plan beyond just surviving the next month. We’ve also seen progress on labor. An increase in TN visa approvals has helped bring stability to farms that rely on a skilled and committed workforce. Access to reliable labor is critical in an industry that operates 24/7, 365 days a year. When barns are properly staffed, animal care, employee morale and overall performance all benefit. Technology adoption continues to be another bright spot. From precision livestock tools and data integration systems to improvements in ventilation, feeding and health monitoring, producers are embracing innovation to drive efficiency and animal care forward. Illinois producers are not standing still, they are investing, adapting and modernizing. And maybe the biggest victory is resilience. Despite regulatory pressures, market volatility and continued public scrutiny, producers have stayed focused. They’ve continued to improve, collaborate and support one another. That steady, solutions-focused mindset is something our industry can absolutely celebrate.

Why are you optimistic about the future of the swine industry in Illinois?

Illinois has the fundamentals. We have a strong grain base, access to transportation and processing, and producers who are willing to adapt. I’ve seen firsthand through my work in research and production how quickly our industry can implement innovation when it makes sense economically and practically. That combination of science and real-world application is powerful. The core of Illinois pork production, family farms committed to doing things the right way, remains steady. I’m optimistic because our producers are resilient, innovative and deeply invested. And when you combine that with a generation that’s paying attention, I believe the future is not just sustainable, it’s strong.

What do you like to do for fun?

Most of my fun revolves around my kids. They keep us moving, whether it’s sports, school activities or just life on the farm. I genuinely love being part of what they’re involved in and watching them learn and grow. Outside of that, I love to cook, especially cooking for other people. There’s something special about gathering friends or family around a table and feeding them well. It’s my way of slowing down and connecting. I also enjoy fishing and hunting with my boys. My ideal day would be spent on the water with my family, no rush, just time together. Then coming home to clean and cook what we caught. For me, that’s about as good as it gets: family, food and being outdoors.

How the Pork Industry is Winning the Talent War

Fri, 27 Feb 2026 14:37:13 GMT

The competition for the best and brightest minds in agriculture is a competition that the pork industry is devoted to winning. Through a partnership with the National Pork Board (NPB), National Pork Producers Council (NPPC) and state pork associations, the Pork Industry Leadership Development program is devoted to building the next generation of future leaders.

During this three-part rotational program with experiences at NPB, NPPC and a state pork association, participants gain hands-on experience while finding their niche within the pork industry and helping states fill important leadership needs.

“I’ve been very grateful for producer investment in my early career, getting the formative development I was looking for after graduating with my degree in animal science,” says the second participant in the program, Harrison Furlow. Furlow now serves as public policy director for the Iowa Pork Producers Association.

He says one of the best parts of the program is that it truly brings together a “village” of industry leaders to help provide participants with a well-rounded experience.

“I think that’s the best part of the immersion program,” Furlow says. “Not only do you get the benefit of networking with great people, but the relationships that you build by collaborating with these different organizations, sometimes at the same time, are just going to be intrinsically that much stronger.”

For Mykenzie Darg, the third and current participant in the program, the program has allowed her a unique opportunity to tailor her experience to her interests. Growing up in north-central Iowa, Darg started showing pigs and goats when she was in high school.

“I knew then that I wanted to be in agriculture and specifically the swine industry and its people really drew me in,” she says.

While pursuing degrees in agriculture communications and international agriculture at Iowa State University, she also completed a production internship with The Hanor Co. During her senior year, she interned with Iowa Farm Bureau where her interest in policy was sparked. She has completed her experience at NPB and is now working with NPPC before she moves on to her third phase at Oklahoma Pork Council.

Furlow and Darg share some of their insights from the program.

How has the program challenged you?

Furlow: I am not wired to be a “handshaker”people person and I struggle with small talk. It is hard for me to get out of that bubble and out of my comfort zone when we are at conferences or meetings. I’m a problem solver. I’m a doer. I want to talk about the meat and potatoes. Through the immersion program, whether you’re attending regional conferences, National Pork Industry Forum or World Pork Expo, you’re always on, and you’re getting to meet great people. I think for me, as someone who’s naturally introverted, the community that rallies around the immersion program made that so much more manageable for me. I now look forward to going to conferences and events because I’ve gained friends and mentors that I will get to see.

Darg: I’m probably the opposite of Harrison in that area. It’s not that I don’t want to solve problems and all that, but I thrive off people connections. I need that, and it’s how I fill my cup by being out and about around people who are passionate about the same things I am passionate about. It’s almost like a motivator and then I can go back to my desk and do the work.

What makes you want to follow a career path in the pork industry?

Darg: My motivator is always the producers – they fuel my fire. When I think about the investment that they have not only in me, but the people I work with, and the opportunities I’ve been given to go out across the country and learn about pork production across the United States, it’s overwhelming.

Furlow: I think one of the best parts of working on Team Pork is that we have an incredible story to tell on behalf of American pork producers. Whether it’s the product or the way that we leverage the We Care ethical principles, pork producers’ stories are easy to tell.

What are some of the challenges that keep you up at night?

Furlow: We face a pretty broad slate of almost existential challenges, whether it’s changing technology or market disruptions or political turbulence. We’ve seen how that’s affected other sectors, but at the end of the day, it’s programs like the immersion program that speak to this idea of unity. A unified front is always going to be more effective, especially when the challenges you face are so diverse. If we leverage our human capital to truly be a unified team, programs like the immersion program, which bring together our team players in one fell swoop, make me worry less. I think part of my job is to be a worrier, but it’s also to be a problem solver. Yeah, there are challenges for pork, no doubt. But when we’ve got the story that we’ve got and the producer leaders that we can share about and learn from. I am assured our credibility and purpose will win the day.

Darg: I’m here to support them and help make producing pork easier for them. How can I help address the things that are problems for them? How can I be an influential plug in the industry to support those people who are on the ground doing the work every single day to produce pork?

What advice do you have for someone who wants to pursue a similar path?

Darg: I thought I wanted to be a chiropractor. Up until two weeks before freshman year, I was pre-med. I was always passionate about agriculture, but I just didn’t understand the opportunities. It took a day at the county fair for my FFA advisor, who has been a huge influence in my life and still is today, to ask me, ‘Mykenzie, are you sure? Think about all these opportunities.’ I’m grateful for him and the other ag leaders in my life who encouraged me to pursue a path in agriculture and took a chance on me. All it takes is having a conversation and learning about the opportunities and all the places that you can go. So, spend time talking to people and asking questions if you want to learn more about what jobs in the industry might look like.

Furlow: The thing about agriculture and the pork industry is if you’re involved here, you’re never alone. Even if you give just a little, you gain a lot. I think about my start. My parents aren’t pork producers, let alone farmers. Local producers practically adopted me during my teenage years and poured a lot of time and effort into showing somebody who had just a little bit of passion how big the world was. So, whether you’re unsure about your next career step and considering joining Team Pork, or if you’re a pork professional passionate for advocacy and producer engagement, I’d encourage you to consider taking the leap and joining this incredible community of leaders and problem solvers. Once you’re here, you’re never alone, and I think that makes some of these challenges that we face a little bit less intimidating, too.

If you want to apply for the Pork Industry Leadership Development program or know someone who should consider it, encourage them to apply and learn more here .

Applications are open for the next immersion program until March 13.

Watch Harrison Furlow on The PORK Podcast:

Read More:
From the D.C. Metro to Pork Country: Harrison Furlow Brings Policy to the Slat Level

The Best Leaders Share These Three Behaviors

Mon, 23 Feb 2026 21:25:26 GMT

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

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

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

These skills include:

Show Real Interest in Your People

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

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

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

Have Empathy

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

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

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

Be Clear and Transparent

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

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

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

Lead by Serving Your Team

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

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

A Legacy Built on People: Terry and Sylvia Wolters Named 2026 Minnesota Pork Family of the Year

Tue, 17 Feb 2026 15:50:05 GMT

A passion for animal science set Terry and Sylvia Wolters on a path that would shape both their careers and their family’s purpose.

Though not the traditional farm family rooted in one place, their story reflects an increasingly important kind of legacy. It is one built on an unwavering commitment to people, community, and pork. Their dedication has led to deserving recognition as the 2026 Minnesota Pork Family of the Year.

A Shared Start

Terry and Sylvia’s story began at Washington State University (WSU), where both were animal science majors and members of the livestock judging team. Judging contests, quiz bowl, meats judging and coursework laid a technical foundation, but more importantly, they sparked a shared passion for agriculture.

Sylvia grew up in western Washington on a sheep and hay ranch, while Terry was raised in eastern Washington, where his early exposure to pigs came through an FFA project. That experience left a lasting impression, shaping Terry’s belief that agriculture must remain accessible to students who may not grow up on a farm. Decades later, both Sylvia and Terry remain using the skills they learned growing up in programs like FFA and 4-H. That belief would resurface through their involvement with career and technical education programs that connect students to livestock and food systems.

(Minnesota Pork Board
)

After graduating from WSU in 1985, Terry and Sylvia married and moved to Kentucky within weeks, both accepting positions with Pig Improvement Company (PIC).

“We moved to Kentucky with what we owned in the back of a pickup and school loans,” Terry says.

It was the first of several moves that would shape their professional and personal journey, driven by passion for the industry and a willingness to pursue opportunities.

Building Careers Together

PIC soon transferred the couple to Iowa and then to White Lake, South Dakota, where Terry managed production sites. While Sylvia initially worked in barns, the realities of small-farm staffing and alternating weekend schedules prompted her to step away from barn work and explore opportunities in town.

That decision led Sylvia into the retail and food-service world, a move that would prove instrumental later in life. After working as a meat cutter and gaining retail experience, Sylvia and Terry eventually purchased a grocery store in White Lake, followed by a café shortly thereafter. For more than a decade, Sylvia ran both businesses, handling everything from meat cutting and ordering to cooking, marketing and customer relationships.

“Food brings people together, and that has carried through everything we’ve done since,” Sylvia.

Those years proved how food connects people, how quality and consistency matter, and how relationships are built around shared meals, lessons that would later become central to the Wolters’ approach to pork promotion and community engagement.

Moving to Pipestone

After 12 years in White Lake, Terry’s role with PIC evolved into a sales position, bringing him frequently to Pipestone, Minn. The relationships he built there, particularly with Hutterite colonies and Pipestone’s growing customer base, led to a new opportunity. Pipestone recruited Terry to join the organization, where he currently serves as Vice President of Customer and Industry Relations along with weaned pig sales, cull sow marketing, and procurement of hogs to Wholestone for Pipestone.

Beyond a career shift, the move opened doors for Terry and Sylvia to invest directly in pork production. Unlike previous roles, Pipestone’s structure allowed employees to have ownership, enabling the Wolters family to purchase shares in sow farms and eventually own a wean-to-finish barn. Today, under Stony Creek Farms, the family has ownership interests across multiple sow farms and maintains a leased wean-to-finish facility, along with some crop ground.

Just as importantly, Pipestone felt like home.

The values, work ethic, and farmer-first focus of the organization aligned closely with Terry and Sylvia’s own.

“Pipestone felt like a place that shared our values and work ethic,” Terry says. “It was closer to the farmers we worked for, and it felt like home.”

Over time, their definition of “family” expanded beyond their two children to include the broader Pipestone team, colleagues who became friends and partners in a shared mission to support family farmers.

With the move, Sylvia found her place at Pipestone, too. As the Public Relations Director, she has helped shape how the organization connects with the public, farmers and families through education and outreach. Drawing on decades of experience in food service, promotion and community engagement, she has played a key role in developing hands-on and interactive experiences including exhibits like virtual sow farm tour at several fairs, children’s museums and more including the Sioux Empire Fair’s Discovery Barn. For Sylvia, the work is a natural extension of what she has always done.

“When I was 11 years old, I did a sheep-shearing demonstration at the mall for an ag awareness weekend,” she says. “We did the shearing demonstrations right there at the mall, and now I’ve done those same demonstrations at the Discovery Barn.”

More than 50 years later, that passion remains unchanged. What began as a childhood introduction to agricultural education has become a lifelong commitment, creating meaningful, approachable experiences that help people better understand farming, food and animal care.

Promotion Through Food and Community

While production and leadership laid the foundation of the Wolters’ careers, over the years of building Pipestone as their home, their greatest fulfillment has come through promotion and community engagement.

What began as simple county pork producer grilling gradually evolved into something much larger. With Sylvia’s background in food service and retail and Terry’s passion for advocacy, the couple started preparing pork for meetings, events, and fundraisers across their community, and demand grew quickly. Their efforts have supported a range of organizations, from FFA chapters to military, first responder and fire rescue organizations.

(Minnesota Pork Board)

“It just got bigger and bigger, and it’s like a hobby that’s kind of out of control now,” Sylvia says.

They invested in professional equipment, licensed food-service trailers in both South Dakota and Minnesota and developed what is now known as Stony Creek Promotions. Today, they prepare an estimated 10,000 to 15,000 pounds of pork annually, with the majority used to support community fundraisers. Rather than writing checks, the Wolters use pork as a tool to multiply impact, turning a few hundred dollars’ worth of product into thousands in revenue for local causes.

“There are a lot of relationships and a lot of good things that happen around food,” Sylvia says. “Being part of people’s celebrations or events is fun, and being able to contribute pork makes it even better because that’s what we’re passionate about.”

Leadership, Service, and Family

Beyond cooking delicious pork, both Terry and Sylvia have dedicated countless hours to leadership and service.

Terry has served at every level of pork leadership, from county involvement to state and national boards, including the Minnesota Pork Producers Association and the National Pork Producers Council, serving as president in 2022. His roles have included work on animal health, food safety, traceability, product demand, and promotion committees.

(Minnesota Pork Board)

Sylvia’s leadership has often centered on education and community. She has served on chamber boards, pork-related committees in multiple states, and education-focused boards such as the CTE Academy and Minnesota West. Her work consistently returns to one theme: helping people, especially young people, find opportunity and connection.

Terry and Sylvia’s children, Bailey and Blake, grew up immersed in these values.

Bailey, the older of the two, balanced livestock projects with a range of interests. Today, she and her husband Austin are raising their son in South Dakota, continuing the family’s connection to community, agriculture, and youth activities.

Blake developed an early passion for pigs through show projects and later earned a degree in agricultural engineering from South Dakota State University. He, his wife Paige and their daughter Hattie live in Austin, Minn. Blake works for Hormel in research and development, designing and improving processing systems while continuing to give back as a high school wrestling coach.

Both Blake and Paige served as Minnesota Pork Ambassadors from 2016-2017 as college students, meeting with farmers and consumers, attending events such as Minnesota Pork Congress and World Pork Expo, and overall representing the industry. Through their involvement, Jill Resler, CEO for Minnesota Pork, has witnessed the family’s commitment first-hand.

“The Wolters family is a testament to there is no single pathway that leads to a lifelong commitment to the pork industry,” Resler says. “Across roles, generations, and stages of life, they have been intentional about remaining connected to the industry they care about deeply.”

From building careers in pork production to serving pork to bring communities together, the Wolters have touched nearly every aspect of strengthening pork in Minnesota. Their recognition as the 2026 Minnesota Family of the Year reflects a decades-long commitment to leadership, service, and commitment, continuing in its next generation.

It’s Time to Break Up with the Bad Employee

Fri, 13 Feb 2026 18:00:55 GMT

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

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

Why Do Farms Struggle to Let Go?

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

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

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

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

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

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

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

Have Clear Expectations

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

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

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

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

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

The Three-Strike Approach

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

He suggests a simple three-strike policy:

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

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

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

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

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

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

Watch for Red Flags

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

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

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

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

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

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

When You Have to Fire on the Spot

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

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

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

Check In, Listen and Make Employees Feel Valued

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

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

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

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

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

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

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

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

Breaking Up the Right Way

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

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

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

Prioritizing the Person Behind the Pig is Ultimate Key to Success in the Barn

Fri, 13 Feb 2026 15:29:24 GMT

“Where are you from?”

Although it may seem like a simple question at face value, for Melanie Langley , it’s not. With roots in two different continents, Langley says she’s never liked having to answer that one.

Born the daughter of an American father and Spaniard mother in London, Ohio, Langley lived there for a number of years before moving to Washington, D.C., when her father got a job with USDA Foreign Agricultural Service. They eventually moved to Mexico City and then to Brazil before returning to Ohio.

“I feel very connected to the United States – I am half American. But I’m also connected to Spain, and to Mexico and to Brazil,” Langley says. “That experience of constantly having to define what that is has taught me how to come alongside folks who are from those areas very easily, but also with people who aren’t from a country I’m familiar with.”

Experiencing other countries in such an immersive way teaches certain traits that help shape and give you the ability to put yourself in somebody else’s shoes, she adds. She watched her father come alongside farmers internationally to build programs and make sure the exports and imports of the United States were flowing well.

“While I may not have originally intended to end up in agriculture, my childhood gave me a vision and a heart for people who are from other places,” Langley says. “It helped me to learn how to navigate systems that weren’t mine.”

It’s one thing to translate words, but that’s not the same as understanding them.

“I know what it is to be an outsider, and I think that is the main element that helps me in what I do today,” she says. “I know what it is to walk into a culture that’s not your own, to be the one on the outside and not understand what’s going on. There’s an isolation that comes with it. I think that uncertainty gave me empathy for all people.”

It Starts With Trust

This ability to “put on the right glasses” and step back to see what others see is just one of the many reasons why Langley, Fine Swine’s people care director, is making an impact in the industry today. She says it all starts with establishing trust.

“Work on trust,” she says. “Regardless of how challenging it may be, maintain that trust. If I am not keeping my word, if I’m not explaining my decisions, if I’m not showing up when something goes wrong or admitting when I miss it, then I am slowly eroding that bank of trust I have with my people. My understanding of trust is that it is incredibly slow to build, and very quick to lose.”

She shared her ‘Three Ps’ framework—Protection, Purpose and Presence—to illustrate how prioritizing the person behind the pig is the ultimate key to success in the barn.

1. Protection
“If I’m asking somebody to leave their family behind and to come to a new country, to learn a new language, adopt a new culture and try to figure out what we do here in the United States, I do have to offer some sort of protection so that,” Langley says. “What does that protection look like? It looks like compliance. It looks like making sure the inside of our farms are safe, that we have safety protocols in place that work, and that ensure when it’s time to go home, our workers are walking out healthy and ready to go.”

Protection ensures practices are fair across the board, that policies and protocols are clear, and most importantly, that there is consistency. The first step to instilling motivation into a team or bringing culture or engagement is to make sure people feel safe.

2. Purpose
Finding your why is essential to discovering that motivation and being able to show up. Having people understand the why of what they do, whether it’s scraping feeders, colostrum training in day-one rooms or breeding, understanding the bigger purpose and what it contributes to the company is huge, Langley adds.

When a team member feels a sense of purpose, they aren’t just scraping a feeder; they are ensuring a piglet has the best start possible, which directly impacts the farm’s bottom line.

“When people understand that – when people are bought in – performance will rise, people will take pride in what they do, and ultimately, that will result in ownership, which is what we all want,” she says.

3. Presence
Langley says presence is the biggest key to success in her book, and probably the hardest because it requires showing up. Just this week, she noticed something was off with one of her managers.

“I didn’t know what it was, but I just felt like there was this disconnect,” she says. “I happened to walk in while the team was showering out. We stood across the counter from each other and had a conversation that was absolutely mind-blowing.”

That’s why taking time to be present is so valuable, she says.

“You never know what people are walking through,” she says. “Don’t be so confined to a schedule that you’re constantly thinking about the next thing on the checklist. Make sure you listen without rushing. It’s not a waste of time. At the end of the day, if we don’t have our people, we’re not going to have our production.”

A Place to Grow
When people feel seen and valued, they show up to work in a different way. They are more devoted, stay longer and do their job with more ownership and intentionality.

Iain Harris, director of production for Fine Swine, describes Langley as a natural-born people care leader.

“She can put her owner’s hat on and simultaneously wear a people care hat,” Harris says. “I think that’s one of her strengths. Even though her focus is on making sure our people are cared for, that assimilation is successful for them, she can also put on her owner’s hat and hold that line.”

Empathy isn’t “being soft"; it’s building the trust necessary to have hard conversations.

The employees at Fine Swine appreciate this about Langley. One of the farm’s production specialists, Chayo Salgado Ortega, says, “Melanie has taught me how to communicate effectively with people, how to be empathetic with colleagues, and that it’s okay to admit when we’re wrong.”

Offering a safe space where people can make mistakes is important, Langley says.

“I don’t know anybody who has ever walked into a job, rocked it 110% and never made a mistake. Nobody’s perfect, so we need to make sure that we’re creating spaces that are safe for our folks to be able to grow, because nine times out of 10, they’re not going to make that same mistake again.”

By creating a space where people—regardless of where they are from—feel safe to grow, Langley isn’t just managing a workforce; she’s cultivating the future of Fine Swine.

You can listen to more of Langley’s story on “The PORK Podcast” on YouTube or follow The PORK Podcast anywhere podcasts are found.

Read more stories about Melanie Langley here:
6 Little Ways to Make Your Farm a Place Employees Love
Why You Can’t Afford Not to Onboard Employees

Barn Hero Hannah Bevins Proves the World is Run by People Who Show Up

Wed, 11 Feb 2026 21:56:43 GMT

Growing up in a family of 10, Hannah Bevins is no stranger to hard work and collaboration. In fact, it’s what she lives for every day. Whether she’s chasing her kids around or leading her team in the barns, it’s obvious she’s all in.

“I watched my dad work his nine-to-five job and then come home and work on our farm until bedtime,” she says. “As they say: ‘The world is run by people who show up.’ I learned at a very young age that you’re going to show up and do your best. My dad always said when one of us was hired, our employer would always get more than what they paid for.”

As the senior supervisor for Tyson Foods’ genetic nucleus farm in Wetumka, Okla., Bevins leads a team of eight staff and oversees 1,300 sows. From breeding and farrowing to selecting replacement gilts for internal replacements and multiplier farms, she sets out to provide the utmost care for the animals and people under her watch every day.

“Hannah truly cares about what she does,” says Kenny Romero, POD business manager for The Pork Group with Tyson Foods. “She is constantly monitoring the welfare and well-being of the animals on the farm. She also does an excellent job letting her team know she cares for them and wants what is best for them as well.”

In Romero’s mind, that’s one of the many reasons Bevins is worthy of being called a barn hero.

Though she admits she feels undeserving of this title, she’s proud of how far she’s come in the pork industry.

“My team and I work very hard to be successful,” Bevins says. “I could go out into my barns and grab eight more barn heroes right now.”

An Unorthodox Journey

Bevins didn’t grow up around pigs, but she did grow up on a hobby farm where she was homeschooled until high school.

“The land was our classroom,” she says. “I’ve had a love for agriculture and the country way of life from the beginning.”

After attending Northeastern Oklahoma A&M, she transferred to Oklahoma State University to obtain a degree in animal science. She intended to find a career in bovine embryo transfer. However, during the summer between her junior and senior year, she interned with Seaboard Foods and uncovered a passion for the pork industry.

“I honestly took that internship just for the credit and notch in the belt,” she says. “But I ended up falling in love with it. After I graduated, I took a job with Seaboard in western Oklahoma for a few years.”

In 2015, she took a few years off to stay home with her young children before returning to the pork industry in 2018 when she discovered an opportunity to work closer to her home for Tyson as an assistant farm manager.

Working up the ranks has helped Bevins in a few ways. Most importantly, it has allowed her to better understand the roles she is training her team to do.

“I have a good perspective of what every job requires,” Bevins explains. “It’s also helped me understand the people better, too, because I know what I expect out of a leader when I’m in those roles.”

Safety First

Joe Locke, Tyson’s director of operations, says Bevin’s leadership impact is noteworthy. He adds that her farm has gone more than two years without losing an employee and 10 years without an injury. That’s partially due to the emphasis her team places on biosecurity and safety.

“Not only are we trying to keep our pigs safe, we’re trying to keep our people safe,” Bevins says. “Having those conversations with team members and making sure that we’re doing things in the safest way possible is important. If we have a big task to do for the day, we’re talking about it beforehand and identifying potential safety issues. We all want to go home in the same condition we got to work in.”

Her crew has been together for a long time. They often joke that they spend more time with each other than they do with their families. She thinks the strength of their team starts with good communication and making sure they are all on the same page and working toward the same goals.

“One of the best things I can do for my team is to help them see the big picture and their role in it,” Bevins says. “Everybody will show up to work for a paycheck, but people will really get passionate for the job if they understand why they are doing what they are doing.”

In addition to good education and proper training, she says it’s important for team members to understand their role and receive credit when they do a good job.

“Make sure they get the pat on the back when deserved so they understand, ‘Hey, this is because of you. We can do what we do because you do what you do,’” she says. “That’s a great way to get people to give it their best on the job.”

Her approach works, Romero says.

“Hannah’s team always responds very well to her and are extremely loyal,” Romero says. “I believe this is because they know she cares for them as people and not just a team member. She’s a great example for young supervisors in our industry.”

What Leads to Success in the Barn?

Being observant is one of the most valuable traits she looks for in a team member. In her mind, that’s not only being very situationally aware but also being able to notice anything that’s out of place.

“When you’re in these barns, the animals aren’t going to verbally tell you if something is wrong,” Bevins says. “But they will give cues, and you have to be able to pick up on those cues the animals are giving you.”

She says being a mom gives her a little leg up in this area.

“That nurturing and caring side is instinctively part of me when I walk into the barn,” Bevins says. “Whether I’m taking care of kids or pigs, it’s the same. I’m making sure that they’re fed, healthy, comfortable and that all of their needs are being met. It’s understanding what they need and prioritizing it.”

The animals come first. Locke says that is one of Bevins’ superpowers. She makes sure the environment of the farm is the best it can be for the animals and people in all aspects, he adds.

“It doesn’t matter if there’s a foot of snow on the ground or not, we’re coming in and we’re checking on our animals,” Bevins says. “It doesn’t matter if it’s Christmas morning, we’re coming in and checking on our animals. From a production standpoint, you’re not going to be successful if you don’t have a herd that’s taken care of. Animal welfare must be at the top of your list.”

Locke also says her leadership extends far beyond her own team and the nucleus farm.

“Hannah is unique because she’s very process-driven, data- and detail-oriented and very outgoing,” Locke says. “Her farm is always at the top, which pushes the envelope in two ways: They show others what is possible and drive genetic change.”

Do Scary Things

There’s no question that Bevins values a hard day’s work. She thinks raising pigs and guiding her team every day is a rewarding way to live. She’s recently joined the Oklahoma Pork Council as a board member to give back to the industry.

“I consider myself very fortunate to be a part of this industry,” she says. “Every person you meet in the pork industry has an amazing story to tell, and they’re such good people. I’m honored to be a part of it.”

But for those who may need a little more convincing, she offers up this advice: Don’t be scared to do something scary.

“That sounds dumb, but if an opportunity presents itself, put yourself out there and take it,” Bevins says. “You don’t know what you don’t know, but sometimes you stumble across something while you’re just expecting to check a box and put it on the resume. Then, before you know it, it ends up being your path. Be willing to take the jump even when it scares you.”

With fewer people growing up on a farm, let alone a swine farm, the unknown is a definite factor working against young people discovering careers in the pork industry.

“We live in a world where comfort is king. Everybody wants to be comfortable,” Bevins adds. “It may be uncomfortable to try something new, but from my perspective, this industry allows me to put my strengths and passions to work in a way that brings meaning to my life every day.”

Trust is Tops: Sibling Co-CEOs Drive Future of Pillen Family Farms and DNA Genetics

Mon, 26 Jan 2026 18:50:36 GMT

After returning home from the Korean War, Dale and Dorothy Pillen started farming. In 1969, Dale built a 400-head modified open-front barn and raised his first pigs on concrete.

Twenty-five years later, their son Jim Pillen built the first modern isowean 2,500-head sow farm across from the Pillen home farm. In 2003, Pillen Family Farms purchased Danbred North America, now known as DNA Genetics.

Six years later, Jim’s children, Brock Pillen and Sarah Pillen, returned home to join the business as the third generation to operate Pillen Family Farms. However, both are quick to admit this wasn’t the path they thought they would take.

“We had a lot of exposure to the business growing up but didn’t have any strategic thought that we would come back and be part of it,” Sarah says.

After obtaining a business degree in college, Sarah went to law school and practiced law in the private sector for about six years. Meanwhile, Brock also set out to get a business degree and then went to work off the farm for a couple years when he realized he wanted to return to the family operation.

“I started at the slat level power washing, then working as a herdsman before moving on to run farms and eventually take on this role as co-CEO of Pillen Family Farms and DNA Genetics with Sarah,” Brock says.

Though the siblings have different strengths and backgrounds, Sarah says they are a team in every sense of the word.

“We are in constant communication with each other and have an infinite amount of trust in each other,” she says. “We want to make sure we operate efficiently and are not redundant in our co-roles but have the same goals in mind for the best of the operation.”

As a family-owned and -operated business, they are constantly looking to the future and surrounding themselves with great people to nurture a positive quality of life for their generation — and many more to come. This requires intentionality to ensure everyone gets behind the company’s core values and mission.

“If we all have the same value set on how we treat people and how we’re going to go about doing business, it will take care of itself,” Sarah says. “When you have a high level of trust, you can do a whole lot of good.”

The last few years have proven just how important a tight circle of trust is to running a successful business and operation. In January 2023, their father, Jim Pillen, was sworn in as Nebraska’s governor.

“We’re incredibly proud of him,” Sarah says. “Until you get into the shoes he’s in and the shoes our family is in, you can’t really appreciate what it all takes. I’m proud of what he’s done and the difference he is making.”

As the Pillens look to the future, they are optimistic about the trend toward greater industry collaboration.

“Our founder generation had a competitor mindset,” Brock says. “Instead of working together, they were trying to be better than their peers. If you think about the problems in our industry, such as demand, there’s no one company that will be able to fix that. The whole industry has to work together.”

Sarah also sees how partnering has helped the industry endure tough circumstances.

“The more we collaborate and work together for the betterment of the industry, the more successful we will all be,” Sarah says. “We have to do all the right things to make sure we’re successful together.”

Read on to learn more about this brother-and-sister team, from their business philosophy to their views on the future of the pork industry.

Q. What is your ‘why’?
Brock: Our team is our “why.” We believe great people are the key to success, and we’re proud to work with an incredibly diverse and loyal team that believes in our core principles of: No. 1, do what is right; No. 2, do your best; No. 3, treat others the way you want to be treated. These were the values our company was founded on and continue to guide us today.

Q. Describe a typical day on the job for you.
Sarah: Like most leaders in our industry, our days vary considerably. We work hard to guide the big picture and encourage our leaders to take ownership and drive accountability, knowing that they will always have our full support.

Q. What is your business philosophy?
Sarah: Brock and I believe it’s important to surround ourselves with a great team of competent and passionate people who share our same values. And for us, we don’t believe in leading from a boardroom; we want to be engaged in day-to-day operations. At the same time, we want to make sure we empower our team to take ownership and go make things happen in a way that’s meaningful to them as well. We believe in a strong sense of accountability, but people must be given autonomy and flexibility to work within the road guards we’ve established to make a difference as well.

Q. How does your company help and work with its customers?
Brock: As producers, we understand the daily challenges our customers face. We’re able to use our own experiences to walk hand in hand with them to help solve their problems. We believe research is a valuable resource for making good decisions, but we should never overlook the firsthand experiences of team members who have invested their entire careers in barns.

Q. How has the swine industry changed in the past year?
Sarah: The industry has evolved considerably over our lifetimes and will continue to change in the years to come. But if the past has proven anything, it is that we are an industry of innovation and resilience. And we couldn’t be prouder to be part of it.

Q. What are the biggest challenges the industry is facing?
Brock: The inevitable unknowns that occur in our industry every 12 to 24 months pose many challenges we must work to overcome. For us, the biggest ones are labor needs, evolving health challenges, and market volatility.

Q. What are the greatest opportunities in the swine industry today?
Sarah: As we look to the future, our biggest opportunities as an industry are embracing innovation and technology to drive efficiency, attracting new talent to our industry, finding a long-term solution for porcine reproductive and respiratory syndrome (PRRS), decreasing mortality and driving significant consumer demand for pork.

Q. Who inspires you?
Brock: There isn’t one specific person who inspires me; there have been many. A lot of things happen over your life and career that have different impacts on you. In general, our team inspires us.

Q. What do you enjoy most about your job?
Sarah: We enjoy problem-solving and the opportunity to make a positive difference in the lives of our team. Every day is about how to solve problems. I think you can either let problems bog you down or you can look at them as opportunities to make people and businesses better. Every day, we are actively working on problem solving to become better as an organization.

How to Handle Tension Before it Becomes Conflict

Wed, 07 Jan 2026 22:37:46 GMT

Conflict on farms isn’t always obvious. It doesn’t have to show up as a dramatic argument or a big blow-up moment. Most of the time, it starts as frustration over a task, strain between coworkers or even just someone quietly checking out.

While conflict can feel messy, it’s not a sign something is broken. According to Hernando Duarte, farm labor outreach specialist at the University of Wisconsin-Madison, it’s a reality of farm work.

“In labor-intensive environments like farms and other agricultural operations, conflict between employees [and family] can happen,” Duarte explains. And on farms, that friction is hard to avoid.

Conflict Can Feel Personal

Duarte notes conflict feels uncomfortable for a reason. On a farm, long hours, physical work and constant pressure can make disagreements feel personal, even when they’re not. Sometimes, just a simple disagreement can feel like a personal attack.

“Our brains often perceive conflict as a threat, which makes it uncomfortable and leads many people to avoid it,” he says.

That instinct to avoid tough conversations is understandable, but avoiding conflict doesn’t make it disappear. According to Duarte, the difference between a farm that struggles and one that moves forward often comes down to how leaders respond when tension shows up.

Most Conflict Starts Below the Surface

Sometimes a disagreement looks like just part of the daily grind, but Duarte emphasizes that understanding what’s underneath the issue is the first step toward solving and preventing conflict in the future.

On farms, those underlying causes often include:

Misunderstandings about expectations or tasks
Different work styles and decision-making speeds
Unclear roles or responsibilities
Cultural or language barriers within diverse teams
Stress and fatigue during peak seasons
Generational differences in values and priorities

None of these are unusual in agriculture, they’re often just a natural part of running a farm. More hands and different perspectives can sometimes cause small misunderstandings, but that’s just a normal part of working together as a team.

Turning Conflict Into Progress

It can be tempting to hope tension works itself out. But Duarte warns that avoiding conflict usually makes the situation worse.

When conflict is ignored, Duarte says farms often see:

Lower morale and growing frustration
Reduced productivity and focus
Higher employee turnover
Declines in performance, quality and safety

Unresolved conflict doesn’t just go away. Left unaddressed, small tensions can grow and start affecting how the team works together.

“Conflict doesn’t have to be a negative thing,” Duarte says. “When handled properly, it can lead to stronger communication, better teamwork and long-term improvements and innovation.”

Handled well, conflict can actually move a team forward. Duarte encourages leaders to:

Create space for private, respectful conversations
Listen to all sides without interruption
Look beyond surface issues to understand the real concern
Refocus discussions on shared goals, including a safe, productive, respectful workplace
Agree on clear next steps, responsibilities and follow-up
Bring in additional support if issues repeat or escalate

Addressing conflict early helps keep small issues from turning into long-term setbacks and gives teams a chance to work better together.

Leadership Sets the Tone

At the end of the day, Duarte says resolving on-farm conflict starts with leadership. If managers ignore tension, people notice. If they step in and handle issues calmly and fairly, the whole team feels more confident.

Leading by example, communicating clearly and checking in regularly all help reduce future conflict. Training supervisors to handle small issues early can keep them from becoming bigger disruptions later.

Conflict isn’t fun, but it doesn’t have to be a bad thing. When it’s handled the right way, it can actually make the team stronger. It’s a chance to build trust, clear up expectations and keep everyone moving in the same direction.

Newman Sets Out to Secure Long-Term Success for Pork Producers

Fri, 10 Oct 2025 20:10:46 GMT

With just over 30 days under his belt as the National Pork Board (NPB) CEO, David Newman couldn’t be more excited about the opportunity that lies ahead. He may be sitting in a new seat, but he says being a part of this organization and the strategic planning process over the past few years has provided him with the ability to hit the ground running for the industry.

“Now more than ever, there is a transformational opportunity for the pork business,” Newman says. “What gets me excited is building on the foundation established by the farmers. Unlike many CEOs who are hired during times of distress in a company, or times where the industry is looking for somebody to come in and shake things up, the strategic direction is already in place so I can go after it from a tactics standpoint.”

That focus, combined with direction from the board of directors, gives him a leg up, he says. He’s quick to point out the road ahead won’t be easy, but the opportunity is great.

“The National Pork Board represents 60,000 farmers who know a lot about a business that can change on a dime,” Newman says. “Agriculture is one of the riskiest businesses we can be in but is also one of the most rewarding. It’s been a great summer, and we feel a little bit of wind at our back, which is good. Now, it’s about focusing on how we really keep this momentum going into the future.”

What Kind of a Leader is David Newman?

Newman has a long tenure in the pork industry that includes being a third-generation pork producer, a meat scientist in academia, president of NPB in 2019-2020, a member of several industry committees, and the former NPB senior vice president of market growth.

“It’s really challenging to find someone who can go from a restaurant in conversation with a chef to a meat lab in conversation with students about the pork carcass to the boardroom dealing with a board of directors to rallying a staff around an issue or an effort, and then sitting down and talking with producers about all of the challenges that we face in the industry today, yesterday and even tomorrow,” says Jesse Heimer, a Missouri pork producer and member of the NPB board of directors. “David Newman has certainly shown me and so many others that he’s very well equipped in all of those places.”

What is his leadership style? Newman says radical transparency and focus are two ways he would describe his approach to leadership.

“I believe in full transparency – let’s talk about the issues. Let’s frame up a strategy around them, but let’s communicate frequently. Let’s communicate openly and honestly,” Newman says. “No secrets. Let’s talk about the tough issues, and let’s get moving down the road.

He also says focus is important when leading a group of people.

“Find where you can focus, find where you can align the right people around you, and then foster an environment of teamwork and spirit,” Newman says. “That may sound corny and cliche, but I am an absolute believer that culture eats strategy for breakfast.”

He believes authenticity is also essential for driving long-term success for producers.

“Anyone who knows me, knows I’m very passionate about this business,” Newman says. “It’s where my heart is, it’s where my brain is. And when you’re passionate about something, you can rally people around you. That’s what I look for in people who I respect as mentors as well – this authenticity.”

He admires people who are truthful and transparent but also willing to rally around the things that they do.

“Farming is a tough business,” Newman adds. “I grew up in it. I’ve seen the highs, and I’ve seen the lows in this business. But if every day, when you roll out of bed in this limited amount of time that we have while we’re here, if you can do good, meaningful work that you’re excited about, that’s really powerful.”

Leaving it Better for the Next Generation

If Newman was guaranteed to accomplish one thing for U.S. pork producers during his tenure as CEO, he hopes it would be long-term success.

“That may sound incredibly vague, but we have an opportunity to really make a difference,” he says. “If I could have an opportunity to do one thing, it’s that whenever I leave this role someday, and I hope it’s a long time from now, that I leave it better than I found it. But most importantly, that we’ve created a better business and a better opportunity for future generations of people in the pork business.”

Newman says this is possible if the industry is willing to focus, listen to stakeholders, be transparent, work hard and follow the strategic plan and priorities set forth by the NPB board of directors.

“If I can do one thing, I hope to help secure the long-term position,” he explains. “I want to help make sure my son and daughter, if they decide to be a part of this business, don’t have to go through some of the major challenges that my parents went through, that I have gone through, and that literally hundreds and thousands of my friends in the business have, too.”

Newman shares more about NPB’s strategic initiatives, discusses his thoughts on pork quality and where the industry is heading, and opens up about his family on the 31st episode of The PORK Podcast, marking one year of this podcast telling the story behind the story. You can watch it here on YouTube or listen anywhere podcasts are found.

Watch more episodes here.

3 Big Leadership Myths You Need to Bust

Thu, 07 Aug 2025 19:12:38 GMT

Leadership in agriculture often comes with high expectations. Whether you’re running a multigenerational farm, overseeing a team of employees or managing the day-to-day operations, the pressure to “do it all” can be intense. But sometimes the assumptions we make about what good leadership looks like can actually hold us back.

A recent article from Fast Company lists the three most common leadership myths, along with why it’s time to set them aside. From the push for speed to the pressure of having all the answers, these myths can shape how we lead, often without us even realizing it.

Myth No. 1: Faster Is Always Better

Running a farm is a fast-paced job. With long to-do lists and constant demands, it can be tempting to make quick decisions just to keep things moving. While fast thinking might help you get through a busy day, too many rushed calls in a row can create bigger challenges in the long run.

“While speed has its place, it can also be a liability,” says Tony Martignetti, chief illumination officer at Inspired Purpose Partners. “Moving too fast often means overlooking critical insights, missing long-term opportunities and making short-sighted decisions that sacrifice lasting value for immediate gains.”

This rings especially true in agriculture, where the days are long and the decisions are endless. The pressure to “keep up” with changing conditions can make urgency feel like the only option. But not every problem calls for an immediate fix.

“Before defaulting to speed, ask yourself: Are we moving in the right direction? Are we building something that will stand the test of time?” Martignetti says. “True competitive advantage doesn’t come from speed but from strategic timing and intentional execution. Create space for reflection and thoughtful decision-making.”

Myth No. 2: Innovation Means High-Tech

These days, it’s easy to assume that true innovation requires the latest and greatest technology. From automation and data systems to robotics and sensors, the industry is full of shiny new tools that promise improved efficiency and performance.

However, some of the most impactful changes on the farm don’t involve technology at all. Innovation can be as simple as rethinking how you train new employees to set them up for success, or it can involve updating standard operating procedures (SOPs) to better reflect what’s actually working in your operation, rather than sticking to routines that no longer serve it.

These types of improvements don’t require the latest hardware or software. They require a willingness to think critically, question old habits and try something new.

Myth No. 3: Good Leaders Have All the Answers

As the leader of your operation, you might often feel like you should know everything, but thinking you need to have all the answers can do more harm than good. Not only does it create immense personal pressure, but it can also unintentionally silence the people around you. When team members sense that their input isn’t welcomed or needed, they may stop offering ideas, pointing out concerns or asking important questions.

“The best leaders don’t have all the answers; they create environments where the right questions lead to breakthrough solutions,” Martignetti says. “Leadership isn’t about possessing infinite knowledge; it’s about creating an environment where curiosity thrives, where diverse perspectives are valued and where new ideas can emerge.”

On the farm, where no two days look the same, adaptive leadership is often more valuable than certainty. Martignetti notes that leadership requires you to ask the right questions, like: What are we missing? What could we do differently? What does the team think? These questions open the door to better solutions than any single individual could come up with on their own.

“The best leaders don’t have all the answers; they create environments where the right questions lead to breakthrough solutions,” he adds.

Become a Mythbuster

Running a farm means moving fast, thinking on your feet and handling a hundred things at once — but good leadership requires you to know when to slow down, when to listen and when to try something different. Letting go of old ideas about what leadership should look like can be tough, but it also opens the door to something better.

The best leaders don’t have all the answers, and they don’t rely on flash or speed to get results. They lead by example, stay open to new ways of thinking and create space for the people around them to grow. And according to Martignetti, that kind of leadership can make all the difference.

How the Trending #FarmGirlSummer Is Educating Viewers About Rural Living

Wed, 23 Jul 2025 13:34:27 GMT

Sporting dirty boots and a deep-rooted love for the land, a new wave of female farmers is making waves on social media under the trending hashtag #FarmGirlSummer. Step beyond the sunsets and tractor selfies, and this viral movement is offering something deeper: a window into the real day-to-day of agricultural life.

The Packer spoke with four influencers who are using their platforms to share more than just aesthetic glimpses — they’re educating followers about rural realities, farm work and what it truly means to live off the land.

Miranda Neville and her husband, Douglas, are dairy farmers in Pennsylvania on his family farm.

(Photo courtesy of Miranda Neville)

Miranda Neville, Dairy Farmer

I want others to see my content and know that even though we work long, tiring days, it’s still important to make time for the things we enjoy.

Miranda Neville and her husband, Douglas, are dairy farmers in Pennsylvania on his family farm. In addition to farming, she also works an off-farm job in agricultural conservation, while balancing family life. Neville says she enjoys sharing her life on the farm on social media and all of the joyful chaos that comes with it.

The Packer: What does #FarmGirlSummer mean to you personally?

Neville: There is rarely a slow day living on a farm, especially if you have livestock. For me, #FarmGirlSummer is about finding the peaceful moments during the busiest time of year. Some examples of that might look like unloading hay in the summer heat but then watching animals graze on the lush, green pasture. Showing dairy cattle at county fairs while making memories that will last a lifetime with friends. Working tirelessly to get crops planted but making time to deliver meals to the field and having a sunset ride in the tractor. Farming can be difficult, so #FarmGirlSummer is about romanticizing my life while doing farm chores and appreciating the land that surrounds me.

How do you think social media is shaping the way people see farm life or rural living?

Historically, there have been so many misconceptions about farmers and ‘country life.’ With social media, we are able to show firsthand what we do and why we do it. Yes, it’s a simpler life — in that we aren’t living in a busy city and bustling traffic— but we work long, hard days to improve the lives of our families, our livestock and crops. We are able to share ideas, educate and build connections with so many different people from all walks of life. It’s giving a voice to farm life and rural living in a way that has been limited in the past.

What message or feeling are you trying to share when you post with #FarmGirlSummer?

Through my social media, I show the realities and struggles of life on our dairy farm, but I also try to focus on the most beautiful parts of farm life — particularly in the summer. I want others to see my content and know that even though we work long, tiring days, it’s still important to make time for the things we enjoy.
Follow Miranda: Tiktok (Miranda.neville); Instagram (Miranda.neville1)

Erica Loesel balances a career as an oncology nurse with Michigan farming.

(Photo courtesy of Erica Loesel)

Erica Loesel, FarmHer

Even if the photos are pretty, the message is: this is real. Real effort. Real life. Real beauty in the mess and the mud and the moments between.

Erica Loesel balances a career as an oncology nurse with Michigan farming.

The Packer: What does #FarmGirlSummer mean to you personally?

Loesel: For me, #FarmGirlSummer evokes a vivid, grounded kind of freedom. It’s not just a hashtag — it feels like a celebration of hands-in-the-dirt simplicity, sun-kissed days and a deeper connection to the land and hard work.

Personally, it looks like:

Early mornings with dew on the fields and coffee steaming in a Yeti cup.
Cutoff jeans, dusty boots and tan lines from hours in the sun.
Quiet, golden sunsets after long, labor-heavy days — and a satisfaction that city summers just don’t offer.

It’s about living a little slower, working a little harder and feeling a whole lot more connected to what matters.

How do you think social media is shaping the way people see farm life or rural living?

Social media is massively reshaping how people perceive farm life and rural living.

By romanticizing the rural lifestyle, platforms like Instagram and TikTok have popularized the ‘aesthetic’ of farm life — think slow mornings, tractor rides, sunsets over fields of gold. It’s drawing people into appreciating a simpler, more grounded way of living.

Visibility and connection. Farmers, especially women and younger people, are sharing real stories and daily routines, creating communities and challenging outdated stereotypes (like the idea that farming is only for older men or men in general).

And through education and awareness, audiences get to see how food is grown, the labor involved and the realities of sustainable or ethical agriculture. It helps bridge the urban-rural disconnect.

What message or feeling are you trying to share when you post with #FarmGirlSummer?

When I post with #FarmGirlSummer, the message I’m trying to share is a blend of realness and reverence — a celebration of resilience, connection to the land and the gritty joy that comes from a life rooted in tradition.

Here’s what I hope comes across:

Grounded joy: Not everything is picture-perfect — there’s sweat, dirt and sometimes hard days — but there’s real joy in that. A joy that comes from doing something meaningful with your hands and heart.

Empowerment: #FarmGirlSummer isn’t about being delicate or curated — it’s about being strong, capable and unafraid to show up exactly as you are, whether you’re driving tractors or making homemade jam. It’s femininity without fragility.

Simplicity with soul: It’s about slow mornings, honest work and choosing presence over polish. It’s a lifestyle, not a filter.

Authenticity over aesthetic: Even if the photos are pretty, the message is: This is real. Real effort. Real life. Real beauty in the mess and the mud and the moments between.

In short, it’s not just “look at this cute farm outfit,” it’s “here’s what it means to live close to the earth, close to the truth and be dang proud of it.”

Follow Erica on TikTok (thecodebluefarmher)

Anne Sneller lives in Earlham, Iowa with her husband, John, and 11-year-old son.

(Photo courtesy of Anne Sneller)

Anne Sneller, Ag Advocate

I am passionate about advocating for agriculture and the opportunities 4-H and FFA offer youth and the skills they can learn from participating.

Anne Sneller lives in Earlham, Iowa. She works as a fraud and claims operations senior manager for Wells Fargo, leads a 4-H club of 75 members called Penn Prize Winners, and is also active supporting FFA, from mentoring members to judging contests at State FFA. Her husband, John, and she have an 11-year-old son who shows pigs and goats.

The Packer: What does #FarmGirlSummer mean to you personally?

Sneller: #FarmGirlSummer to me is helping my son with his show livestock, running on the pavement and gravel roads of Madison County, enjoying the agriculture, helping on my family’s cattle and row crop farm, and fishing and four-wheeling with my son any chance we get.

I am passionate about advocating for agriculture and the opportunities 4-H and FFA offer youth and the skills they can learn from participating.

Follow Anne on TikTok (chasingthatrunnershigh)

At home, you’ll find Topanga Dailey raising her 8-month-old son Owen while helping her husband farm wheat, soybeans and milo in McPherson, Kans.

(Photo courtesy of Topanga Dailey)

Topanga Dailey, Farmer

It’s a reminder — to myself, my family and my community — that life is bigger than your newsfeed. It’s proof that I’ve stepped away from the trap of constant scrolling and hopefully encourages others to slow down, take a breath and enjoy the moment.

Topanga Dailey is a senior digital marketing specialist. At home, you’ll find her raising her 8-month-old son Owen while helping her husband farm wheat, soybeans and milo in McPherson, Kans.

The Packer: What does #FarmGirlSummer mean to you personally?

Dailey: To me, #FarmGirlSummer is a conscious choice to be more in touch with the real world — making things from scratch, getting soil under your fingernails, embracing natural materials, wearing less makeup, stepping away from screens and reconnecting with what real work looks and feels like. Life can feel stressful, exhausting and even scary when you’re glued to a computer all day. The farm reminds you that life moves in seasons — some good, some hard — and that things take time and nothing is permanent.

How do you think social media is shaping the way people see farm life or rural living?

Social media has helped romanticize the farm. #FarmGirlSummer is one of the latest “vibes” people are chasing — a form of escapism and a search for meaning in what can feel like an overwhelming world. Now, people can see farms and rural life right from their phones and reframe what was once seen as an undesirable lifestyle into something idyllic — especially for those feeling overstimulated by city life. Rural living is naturally beautiful and social media has made it easier than ever to show just how special it is.

What message or feeling are you trying to share when you post with #FarmGirlSummer?

It’s a reminder — to myself, my family and my community — that life is bigger than your feed. It’s proof that I’ve stepped away from the trap of constant scrolling and hopefully encourages others to slow down, take a breath and enjoy the moment. Farm life offers that shift in perspective perfectly.

Follow Topanga on Instagram (reallifetopangadailey).

Machinery Pete's Advice For 'Young' Farmers

Fri, 13 Jun 2025 18:41:08 GMT

What a life young producers have ahead. You’ve got your own canvas to paint. But if you permit it, there are a few gray-haired words of wisdom the old auction price guy would like to affectionately direct your way.

Keep Your Head on a Swivel
My father, who is now 87, gave me this advice in November 1989 when I set sail trying to help farmers, dealers, bankers and auctioneers better understand what used equipment is worth. Train yourself to seek out information from varied sources, be inquisitive and watch what folks are paying attention to. There are valuable insights waiting.

Stubbornness is an Asset – Sometimes
Believing in yourself, even if others don’t, is your No. 1 job. When I applied for our first home loan 33 years ago, the lender spouted off stats on how many new small businesses fail and said, “Sorry, no can do on that loan.” Rejection was like rocket fuel to me. I pushed harder and took on two part-time jobs. But the trick I’ve learned over the decades is knowing when to harness that stubbornness. Using it all the time isn’t pretty or easy for your loved ones to live with.

Eye Contact
A while back in the “Ag Twitterverse,” someone asked, “What’s one piece of advice you would give to a young person?” My reply: Eye contact. We live in an increasingly impersonal world. Technology is marvelous, but people skills are suffering greatly. The seemingly simple act of establishing and holding good eye contact with the people you are talking to is becoming extinct. There’s a golden opportunity for young folks, whether in ag or not, to stand out and get noticed. Hold good eye contact and listen well. Trust me, it will bring untold opportunities both in business and in your personal life.

It’s About Story
You might have noticed folks want to buy furniture, clothes and food with a story to it. There’s a huge opportunity there. By all means, look for ways to make your operation more efficient. But also think about new and different ways to tell the story of what you are producing. Take it from the data guy, when you tell a little story from your heart and personalize what you are selling, whatever it is becomes worth more money.

This 2001 John Deere 8210 Gold Key Tour certified tractor sold for a record $132,500.

Take this 2001 John Deere 8210 Gold Key Tour certified tractor with 3,059 hours and one owner for example. On March 22 in West Unity, Ohio, we filmed a Machinery Pete auction preview video. The late owner, David Buehrer, took great care of his equipment. His wife, Lynne, told me, “I can’t show you the Gold Key. We put it with David in his casket.”

His son, Nate, said, “Dad taught me to never have the radio on in the tractor, combine or truck because we had to listen to our equipment.”

The machine sold for $132,500 – breaking the record auction price that had been in place for 13 years by $17,500. The story matters.

Your Next Read: 5 Options to Consider During Farmland Transitions

The Power of a Mentor: How You Can Inspire the Next Generation

Thu, 12 Jun 2025 17:12:45 GMT

I learned an important lesson early in life – find someone to look up to and help someone find a reason to look up to you. I know this is easier said than done. In theory, it is a great idea. But in reality, how do you put this into practice?

I spend a lot of time thinking about the next generation and ways to connect bright, promising young people to a life-giving future in agriculture. Over the years, a few things have become apparent to me when it comes to building connections between generations.

1. Make the first move.
Who cares if you get a cold shoulder? All too often we fail to make the first move because we let our doubts have more power than they deserve in our lives. I can’t tell you the number of times I’ve heard farmers and other agricultural leaders express their desire to have young people reach out to them with questions. People want to be needed. The next generation will be more successful if they are armed with valuable lessons learned by today’s agricultural leaders.

It reminds me of the day I met Angie Denton at the National Western Stock Show in Denver. Admittedly, she tells the story with more drama than I recall. She says, “I was at the pen and carload show taking photos and this firecracker of a college girl came up and said she wanted to be my intern. I’ll never forget the passion and drive in her voice and her sincere desire to want to learn and grow as a livestock communicator.”

This makes me laugh because I was shaking in my boots – literally. But I also knew that if I wanted to intern with Angie, I needed to create a connection. Email wouldn’t do (and no, we didn’t have social media so don’t even joke about that). Most importantly, that quick conversation was a starting point for a lifelong friendship. But in the short term, it helped me land one of the greatest mentoring experiences of my life at the Angus Journal.

Fast forward a couple decades and it was my honor to encourage my mentor to apply for the Drovers editorial position. I’m excited Angie and I have the privilege of working together at Farm Journal as we seek innovative ways to serve America’s cattle and swine producers.

2. Listen more than you speak.
As one of the youngest executive directors of a state swine organization, Seth Mitchell’s path is one that’s turning heads. He is the first person selected for the Pork Industry Immersion Program, a two-year deep dive into organizational leadership in the swine industry. I’ll never forget my husband telling me Seth was one to watch when he was a student at the University of Illinois. I try not to admit this too much, but my husband was right.

Seth Mitchell on the stage at the National Pork Industry Forum.

(Jennifer Shike)

To say I was fascinated with Seth’s journey in the Pork Industry Immersion Program is an understatement. The forward-thinking approach of the industry leaders who helped create this program reminds me why the pork industry is so special. While other agricultural industries are finding it challenging to engage Generation Z, the pork industry has a different story to tell.

“I’m a firm believer that the pork industry’s greatest asset is its people,” Mitchell told me during a recent conversation we had on The PORK Podcas t. “Some of our tremendous leaders in the industry are starting to age out and we need a bench of good folks to come in and fill those potential vacancies coming down the road.”

Seth learned many valuable lessons during the immersion experience, but I couldn’t agree more with the perspective he gained on listening.

“When you understand that producers drive most of what we do as state and national pork organizations, you understand the value of sitting across the table and listening to what they have to say,” he says. “I believe there is more value in listening than speaking in those circumstances. I like to use the adage, ‘be interested, not interesting.’”

3. Feedback is a gift.
My experiences in FFA and 4-H helped me discover the blessing behind constructive guidance. We’ll never be so smart that we can’t benefit from someone else’s viewpoint.

Seth discovered this early and it’s serving him well in his new role as executive director of the Nebraska Pork Producers Association.

“One thing I’ve tried to be cognizant of is welcoming feedback,” he says. “Lean into it. Be curious and ask good questions. There are a lot of things I can’t fix unless someone makes me aware of it, so being receptive to feedback is helpful.”

Oftentimes the best thing we can do is invest in someone else. How will you accept the challenge to mentor the next generation? Don’t forget that it may be equally important to give someone else the opportunity to help you along in your journey. This is an industry that wouldn’t work without people. An investment in people always pays off in the end.

Your next read: In the Foxhole with Army Veteran and Pig Farmer Scott Hays

It's Time To Lead: Strong Succession Won't Happen By Accident

Wed, 11 Jun 2025 21:56:18 GMT

Succession planning isn’t just a checklist item — it’s a defining leadership moment. As a farm or ranch owner, it’s time to stop waiting for the “right moment” and start leading with purpose. You’re not just passing on assets; you’re shaping the future of your operation. That means stepping into the role of leader with clarity, courage and commitment.

First, take a hard look at what kind of leader your farm needs. Are you focused on daily operations or vision and growth? Are you modeling strong financial discipline and decision-making? Are you addressing conflicts head-on and keeping your family aligned? Leadership requires more than technical skill; it demands the courage to tackle tough conversations, whether with partners, successors or family members. Great leaders don’t shy away from discomfort; they lean into it with the goal of building stronger relationships and a more resilient operation.

Communication is foundational. If your team doesn’t know what’s happening, how can they help move forward? Hold regular family meetings, define decision-making roles and ensure everyone understands their responsibilities. Avoiding conflict only leads to confusion. Structured, transparent communication builds trust and keeps succession planning on track. Communication is also how you build buy-in from the people who will carry your operation forward.

Leadership Isn’t Handed Over

Next, you must actively develop your future leaders. Don’t wait until you’re ready to retire to begin mentoring. Give your successors meaningful responsibilities now. Let them learn by managing projects, participating in financial discussions and handling day-to-day operations. Leadership isn’t handed over — it’s earned through real-world experience and demonstrated commitment. Every season serves as an opportunity to develop those skills and test readiness.

Set clear standards for advancement. Define what success looks like: required experience, education and financial knowledge. Make sure successors understand what it takes to lead and hold those leaders accountable. If someone isn’t ready or is unwilling to step up, be honest. Your farm’s legacy deserves strong, prepared leadership.

Succession planning is hard. Many families stall out due to fear, conflict or lack of clarity. But real leaders don’t quit when times get tough, they face challenges head on. If your planning has gone off track, reset. Re-engage your family, bring in outside support if necessary and commit to consistent action.

The future of your farm depends on your leadership today. Will you linger in uncertainty, or will you lead with confidence? Strong succession isn’t going to happen by accident. It’s driven by leaders who are willing to plan boldly, act decisively and invest in their next generation. Your family and your operation are counting on you. Be the leader they need.

Your Next Read — Quiet Crisis, Unfolding Rapidly: Big Questions Remain For Next Gen Farmers

The Kids Aren’t Coming Back to the Farm – Now What?

Wed, 11 Jun 2025 19:38:02 GMT

“Grandpa and Grandma passed the farm down to my parents, then my parents passed it down to me. We’re hopeful the next generation will take over in the next few years.”

Sound familiar? It’s the story shared on countless family farms across the country — an unspoken hope that the torch will pass naturally. No formal plan, just a quiet assumption: Our kids will come back.

But here’s the tough question no one wants to ask:

What if they don’t?

What if they have other dreams?
What if they’re not cut out for the job?
What if you’ve spent your life building something worth continuing, and no one is waiting to carry it forward?

Who runs the farm then?

It’s a question more farmers are grappling with as rural demographics shift, career choices broaden and fewer children return home after college. While it might not be the path you envisioned for your operation, the absence of a next-generation successor doesn’t mean the end of your farm. But it does mean it’s time to think differently.

Whether it’s transitioning to a trusted employee, partnering with a young beginning farmer, exploring lease-to-own arrangements or even selling to a like-minded producer, there are more options than you might realize. The key is being proactive, not reactive.
Long story short, waiting and hoping isn’t a succession plan.

Know Your Options
When a family successor isn’t in the cards, it doesn’t mean the legacy of your farm has to end. Whether your kids aren’t interested, aren’t able, or just aren’t the right fit, there are still ways to ensure the operation you’ve built continues to thrive.

1. Long-Time Employees
Sometimes your successor is already part of your team. A trusted employee who understands your operation, shares your values and has a strong work ethic might be the ideal candidate.

“It involves identifying the right person, mentoring them over time and gradually transferring responsibility,” says Jessica Groskopf, agricultural economist and extension educator at the University of Nebraska. “When done well, it’s incredibly rewarding for both parties. But it does take time, trust and careful legal planning.”

Don’t wait until retirement to start the conversation. Begin involving them in decision-making, management and financial discussions early. Let them see what it takes to run the business. Not just the day-to-day labor, but the big-picture strategy.

Formalizing their involvement with clear expectations, written agreements and timelines can also protect both parties. Work to create a succession roadmap that includes phased ownership, buy-in options or profit-sharing models to help them build equity over time.

2. Beginning Farmers
There are many young, aspiring farmers ready to work hard, but they lack land or capital. Connecting with young producers through farm incubator programs, state-level beginning farmer initiatives or land-linking platforms can lead to meaningful partnerships.

“These agreements between non-relatives are actually very common,” says Julia Valliant, a research scientist at Indiana University. “According to USDA data, land is most often accessed through a non-relative, either through rental or purchase.”

Programs across the country are designed to help match landowners with beginning farmers and even offer incentives for transitions to socially disadvantaged or beginning producers. Some states also provide tax benefits to landowners who sell or lease to a qualified beginning farmer, helping reduce the financial risk of transition while encouraging generational renewal.

3. Business Partners or Co-Ownership Models
If your kids aren’t coming back, co-ownership might be another way to ensure the farm’s legacy lives on while bringing new energy and ideas into the operation.

“That might mean forming a formal business entity, like an LLC or corporation, where ownership is shared,” says Kelly Wilfert, farm management outreach specialist at the University of Wisconsin-Madison.

However, these arrangements are not one-size-fits-all.

“Multiple owners may divide ownership of individual assets such as land, equipment or livestock, or simply share ownership of the entity that holds those assets,” Wilfert says. “This flexibility allows outgoing owners to structure transitions in stages, working alongside future owners to gradually shift responsibility.”

It’s Still Your Legacy
A non-family transition doesn’t mean your farm’s story ends; it simply turns a new page. What matters most is that it continues in a way that honors your work, your values and the community it supports.

“Have open and honest conversations with your family about this,” Groskopf says. “Understand each other’s values and goals. That emotional clarity paves the way for good business decisions.”

And don’t go it alone. Extension educators, ag consultants and estate planning attorneys can help you sort through the legal, tax and emotional complexities of transitioning your farm. But you have to take the first step.

In the end, waiting isn’t a plan. And doing nothing is still a decision.

Your Next Read: Growing Pains and Big Gains: A Wisconsin Dairy’s Fast-Paced Journey From 70 Cows to 700

Josh Maschhoff Opens Up About Building on the Family Legacy in Pork Production

Fri, 06 Jun 2025 18:48:55 GMT

When you think about Josh Maschhoff, many things come to mind. He’s a husband, father, president, son, nephew, firefighter, friend, church elder, coach, sixth-generation hog farmer and director of production and flow for The Maschhoffs to name a few. What he is not is an overly emotional person, says his wife Angela, until you get him talking about the family business.

“Josh respects what the generations before him have accomplished,” she says. “He strives every day to work hard to continue building on what they started. He feels a responsibility to continue the family legacy. He cares not only about his family farm, but also the success of the pork industry in the state of Illinois and across the country.”

Growing up as the sixth generation on the Maschhoff’s family farm in Carlyle, Ill., his earliest memories were riding in the combine with his dad singing Randy Travis’ song, “Digging Up Bones.” When he was in grade school, he remembers the business taking off and adding its first production partners.

“My mom was handling a lot of the book work, so that’s where I learned some of my first computer skills,” he says. “When I went off to college, that expansion continued exponentially and that’s what triggered me to come back. I realized I didn’t want be disconnected from what was happening. I wanted to be included and find my way to support the family business.”

Growing up a Maschhoff meant growing up with a family who encouraged you to go out and do your own thing, he says.

“My mom spent a lot of time driving us to our events and to school every morning and back. She always encouraged us kids to go out and make something else with our lives,” Maschhoff says. “I think that was noble of her. Nobody wants to force their kids to do exactly what they do. But in the end, there’s a secret underlying passion that you wish your kids would come about it on their own to figure out that this farm is pretty cool.”

With big dreams of becoming an engineer, Maschhoff caught everyone by surprise when he decided to follow his heart instead and return to the family’s multi-generational farming business. He understood that coming back home wouldn’t be easy. He knew he wouldn’t be able to just step in and take the job he wanted.

“You have to earn your position here,” Maschhoff says. “I interviewed for a role in the family’s business and was not selected. Nine months later, a spot opened that matched my skill set. Neither the hiring manager nor I were extremely confident I was going to be the absolute right person for the job, but we were both confident I was going to give it 150%. I appreciate that person for taking a chance on me and allowing me to show where my passion could take me.”

Setting Up a Family Advisory Council
Throughout the past few years, the Maschhoff family has been formalizing its succession planning process, he says. Before this time, it was more informal with verbally expressed expectations. The recent creation of a family advisory council has been helpful in guiding the family’s plan for the future.

“The advisory council is made up of four members of my generation – myself, my sister-in-law, my cousin and his brother-in-law,” Maschhoff says. “These are elected roles from our family assembly, made up of everybody who is a bloodline descendant or spouse.”

The process is designed to formalize some governance around how the family will steer their thoughts and ideas to help inform the family business, he explains.

“I think it’s important that governance for family businesses be formalized in some way, because it takes out the gray,” he says. “Having input from multiple generations into that is important as well.”

Their family is working with a third-party business that specializes in helping families work through generational transitioning, as well as formalizing that governance.

“Sometimes these topics can be a little bit awkward to talk about, and that’s because we’re very passionate about what we do,” Maschhoff says. “If questions are raised from one generation to the next, you want to remove that emotional stigma. Having a third party that can look at the question objectively and help you understand the underlying intent of those questions is important. In most cases, those intentions are all very pure at heart.”

Maschhoff has learned a lot by watching his parents and his uncle and aunt over the years.

“The amount of time and effort and work they put into the business shows it’s not just about the business itself, it’s about the overall opportunity to fulfill your main mission in life,” he says. “For us, that’s about helping other people. Feeding families and building communities – that’s what I saw my grandfather and my grandmother doing. That’s what I’ve seen my parents’ generation doing.”

What’s Holding Back the Next Generation?
It’s an interesting period of transition in agriculture. Many farms will be experiencing a transfer of ownership to a new generation — a generation that is already stepping into crucial roles on their farms and in their communities like Maschhoff.

Recent Farm Journal research reveals a surprising twist: Contrary to industry expectations, these young farmers are no more inclined or prepared to adopt cutting-edge farming practices than their predecessors. Their main focus remains on maintaining their current operations rather than pursuing radical changes. This cautious approach means that the anticipated wave of change driven by young farmers will be more gradual and measured – unless they are more supported to test, learn and invest.

Maschhoff says this doesn’t surprise him as farmers are generally traditional in nature. Traditional doesn’t necessarily lend itself to being on the cutting edge all of the time, he adds.

“Young farmers might feel the burden or the pressure to get it right, and that doesn’t mean test the waters every single spot you can find,” he says. “It’s a statistical fact that 13% of family businesses make it through the third generation. We know the suicide rate in agriculture is high. I think these things tie together – that pressure of feeling this responsibility to carry on your family’s tradition combined with this passion for animals or being a good steward of the land. It doesn’t necessarily lend itself to always finding the nicest, newest, brightest, shiny toy and trying to figure out how to incorporate it on your farm.”

Maschhoff believes there’s a lot of calculated risk taking going on in his generation.

“The pork industry is mature,” he says. “I think that’s a buzzword flying around a lot now. I don’t know that you’ll see a ton of growth in the pork industry like the 90s and early 2000s I think you’ll see it be calculated and a little more reserved because of the margin that’s there.”

Watch Out for Blind Spots
Still, he appreciates how resourceful and tenacious people in agriculture can be, Maschhoff says.

“We don’t give up very easily, and that can cause us to have a blind spot at times,” he says. “Don’t let the passion and pride that are our biggest strengths turn into a potential weakness by causing that blind spot. We’ve got to know and anticipate that a slight deviation in course is necessary at times to continue to make us sustainable. Fighting that course correction could be somebody’s downfall or take you down a path that that you weren’t expecting or intending.”

Learn what drives Josh Maschhoff to be successful, how firefighting has grown his leadership skills, and why he’s not afraid to share where he falls short in life on The PORK Podcast. You can watch on YouTube or listen to the podcast anywhere podcasts are found.

Your next read: An Open and Honest Leader for Illinois Pork Producers: Q&A with Josh Maschhoff

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

Wed, 04 Jun 2025 15:04:00 GMT

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

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

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

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

Your Next Read: Train to Retain: Strengthening Your Farm’s Workforce from Within