Background
The food and fibre sector represents a cornerstone of the New Zealand economy and our rural communities. It is confronted with unprecedented and interlinked challenges; environmental and regulatory change, consumer driven climate pressures, volatile global markets, geopolitical instability and rising demands to demonstrate sustainable practices.
Rural managers play a critical role in supporting farmers, specifically in achieving goals, business resilience and financial wellbeing. However recent evidence points to challenges in farmer-bank relationships. This leads to the question; how do we enable trusted, high value relationships between rural managers and clients?
This report is directed at rural banking leaders, rural managers, and rural professional organisations concerned with the future of New Zealand’s food and fibre sector.
Aims and Objectives
The aim of this research project is to identify key factors that enable high-performing rural managers to build trusted, high value relationships with their clients.
Methodology
The methodology comprises of a literature review to understand the key elements in establishing strong, trusted relationships. Semi-structured interviews were then conducted with the aim to explore the perspectives of three distinct groups: clients, rural managers and external stakeholders. The data was then analysed to identify common themes.
Key Findings
Thematic analysis of semi-structured interviews, combined with insights from the literature review, resulted in these findings.
Key attributes of high-performing rural managers:
- Build trust first – they listen, show genuine curiosity, and invest time on farm
- Blend technical insight with strong interpersonal skills
- Are proactive, prepare well, bring solutions and anticipate needs
- Understand growth mindset, owning their learning and resilience
- Collaborate and share knowledge.
Factors enabling high performance:
- Leaders who recruit for empathy, curiosity, integrity and ability to collaborate
- A performance framework that links clear competencies to remuneration, progression and retention
- Consistent coaching, feedback, and accountability
- Supportive culture that values training, autonomy and empowerment.
Recommendations for Rural Managers:
- Build trust through demonstrated understanding, consistent follow-through and clear, empathic communication.
- Prepare thoroughly and turn data and information into proactive, client-specific insights.
- Seek feedback, reflect regularly, be visible, use and share best practice.
- Use internal tools, and team expertise to deliver fast, coordinated client support.
- Schedule time for self-care, planning, learning, and relationship building.
- Maintain a growth mindset.
Recommendations for Leaders:
- Actively role model values and desired behaviours.
- Provide targeted training in storytelling, structured communication, courageous conversations, and interpersonal skills.
- Complete regular one on one sessions, including field based feedback to embed training into business as usual activities. Ensure two-way communication.
- Be consistently courageous in identifying and addressing underperformance.
- Celebrate success.
Recommendations for Organisations:
- Recruit for empathy, curiosity, character and collaborative mindset.
- Define excellence with a clear evidence based three tier matrix, and link remuneration accordingly.
- Embed growth mindset training covering resilience, change management, and learning from setbacks.
- Hold leaders to account.
- Recognise that high performance is supported by physical and mental wellbeing.
Michele Findlay
