Teamwork and the fight against the recession

I have been privileged to witness farming’s evolution towards best practice for people management over recent of years. There’s definitely been growth in farmer understanding of how to get the best from and for their staff. However I sense the strategy for most is still relatively one-dimensional

High speed economic thinking.

300 kph on the high speed TGV train from Spain’s San Sebastian to Paris is certainly good for the creative juices. I’m midway through a European sojourn spiced by a quick stop in Hong Kong and 3 weeks through Spain, France and UK. This trip is partly catching up with an increasingly international family – biased I know - but impressed at what this international generation of young Kiwis contribute when they spread their wings.

The more time I spend consulting to farmers and driving our own operation, the more I realise that success is as much about access to timely, competent, credible professional advice as it is about technical and management abilities.

Recent climatic events have certainly tested management and planning skills – a disappointment when prospects for the dairy season are so positive and extensive pastoral sectors are struggling. The key to thriving in this environment will be as much about attitude as action. Protecting enthusiasm, perspective and optimism will be basics for getting the rest right.

Grooming the golden goose.

Overall outlook to dealing and significant gains and returns is a real plus for New Zealand and its economy. Trading environment offers genuine opportunities to achieve strong returns for those already established but means a real dilemmas for those about to invest. How do you manage the impact of changing expectations of staff sellers and other players.

Managing milk price changes.

The positive outlook for dairying is a real plus for the New Zealand economy and all involved in the Dairy industry. It offers new opportunities to achieve long overdue returns for capital, management and staff. It also brings new challenges about how best to achieve sustainability and a “win/win” result.

Any observer of farming and rural demographics is well aware of the greying of farm owners. With their average age now pushing close to 60, it's obvious the rate of the delegation, amalgamation or exit from farms will accelerate.

This offers real opportunity for those wishing to expand or invest. It also demands greater creativity to respond to the expectations of owners who want to stay involved as retirement investors. Share milking and contract arrangements have worked well to date. But the drive to rationalise debt, free owners from day to day decisions and reduce exposure to farming risk means options like leasing and joint ventures are more common.

Connecting the strategy between generations

In recent months I have been working with a number of businesses to review strategic plans - especially helping those approaching “retirement” years to restate their goals. Featuring amongst their ambitions are improved work and lifestyle balance, consolidation of wealth creation and longer term strategies to manage assets through to the next generation.

A recent speaking tour through Tasmania, King Island and Victoria got me thinking about the importance of protecting and promoting the image of farming - especially for staffing and attracting investors.

This time of year traditionally sees me busy with staff selection. Its predominantly driven by the dairy industry preparing for next season - but there have been a number of projects in other sectors that have given me a good feel for what is going on labour market.

My recent observations of a seriously challenging drought in Australia, commitment from New Zealand clients who’ve recently expanded now determined to “tame the tiger” and restructure and expansion in our own business is highlighting to me the importance of being in the right business to prosper in tough times.

I have enjoyed addressing farmers at events both sides of the Tasman in the last month. The challenge of team leadership and lifting performance appears to be front of mind for many......

I’ve been involved in some substantial financing assignments recently. These have ranged from client expansions through to rescue missions. These have reminded me of three key ingredients for successful banking relationships - proactive communication, building confidence to maximise the bank’s support and leadership in the face of adversity......

There’s been considerable comment in the rural media recently regarding Australia as a farm investment option .......

I’m sometimes surprised to get random phone calls asking my opinion on the merits of joint ventures, commercial property or other options........

As a keen observer of the people management styles I’ve been thinking about how direct one should be in managing staff and how these relationships should be balanced against the need for empathy, teamwork and cooperation ........

I’ve recently been working with teams and businesses both sides of the Tasman on a range of people and strategic issues. Most of these assignments have been focused on business maintenance – either performance reviews with staff or annual reviews with owners and their professionals ........

I have been involved with a few dilemmas regarding client’s insurance covers lately. These range from balancing personal covers to achieving cost effective protection for business and personal assets. They’ve reinforced the old adage about insurance - “when you can’t afford it, you most need it!” .......

With the new season now in full swing, there is plenty of pressure on managers to make the right calls and keep their team on task. It’s a real balancing act. On one hand there’s the risk of over reacting so molehills become mountains. On the other there is the need to maintain standards and accountability.......

With the demands of spring close at hand I’ve been working with a number of employers and managers to help structure their staffing. Priority has been to maximise performance through effective delegation including greater use of part time roles to match peak demands........

An increasing amount of my recent work has involved assisting farming families to formulate succession plans. While there’s been much written about structures and strategies, an area that many find difficult is getting around the table and sharing their hopes and frustrations so the plan can be based on credible information about everyone’s goals and objectives......

I write this as I jet across the Tasman from another successful study and consulting tour – this time across Victoria. My visit was broad ranging but always present in discussions was how to get started with succession planning and in particular how to tap in to what the stakeholders are thinking and planning.......

Recent weeks have seen heavy involvement with clients grappling with land sale and purchase. The decisions don’t get any easier– especially after 25 years telling them they can’t afford going prices yet in the same breath advising they can’t afford not to buy! .......