kellogg 2016

Executive Summary

This report is a look at leadership in agriculture in New Zealand.
The purpose of this research is to provide a context in which leadership exists in the agricultural sector today. If we can understand the present situation and the reasons that has shaped leadership in this way, then this will give us far greater insight into the structure, skills and psyche of the sector. Once this analysis has been completed, discussion can then be had regarding what kind of leaders the future will need.
When the current context is used as a framework to look at the structure that currently exists, a pathway can be plotted to achieve this new leadership, while avoiding mistakes made in the past based on who farmers are and how they choose leaders. This gives the sector the best chance at success, by momentarily looking back and then looking forward with the current constraints in mind.

“Leadership has changed and these days’ leadership is very much about how you can get the best out of your team and the people around you. Leadership in the old days- it was very much about ‘I’ll lead, you follow’. John key is a good example of this [new] kind of leader. People say he flip flops, but it’s not flip flopping at all. He’s very good at understanding that you have to take people with you and that’s the only way you can be an effective leader and so it’s very much about the most effective leadership style for today’s environment which is taking people with you and someone that leads from within rather than someone that leads from in front. We are a much more inclusive society today. In a small country like NZ, if you go out in front and try and lead, there’s always people that want to chop you down, so I think the leadership style matches our personality in many ways. We don’t like tall poppy’s and people that go out in front. We like people that lead from within.”
The research undertaken, and the resulting report, seeks to answer questions around leadership in New Zealand Agriculture. What do we have currently and why has this evolved? What are the things that are working and not working and what aspects of leadership, sector structure and knowledge/skills do we need for our industry to have the best chance at success? The ultimate discussion focuses around the opportunities

on how we achieve this leadership and strengthen our back bone industry of New Zealand. Agriculture needs to be made more resilient and economically viable enough to withstand any challenge it is likely to face in the future.

The key opportunities discussed are:

• A collaborative sector through combining meat, dairy and Maori Agribusiness. This is imperative and it needs to happen from the farmers right through to governance. Collaboration will allow New Zealand agriculture to align its reputation and identity as closely as possible. This will require leadership we don’t currently have and policy that currently doesn’t exist.
• Leaders are made either by becoming accidental leaders or seeking out higher governance roles. Both leadership beginnings will be required in the agricultural sector, with training and self-awareness to understand the limitations and insights of both.
• Diversity of the leadership within the industry is imperative. That needs to include women, Maori and other ethnicities and younger leaders. This is not about gender equality; but different perspectives helping to enrich discussion and solution based leadership. The millennials could well be the key to looking at challenges we are yet to face, with renewed vigor and courage.
• The leadership that is required for these challenges is different to leadership in its current form.
• A radical change in how we sell our produce and who we sell it to is required, to attract a premium to allow farming in New Zealand to stay economically viable in the face of increased costs and regulation.

There is no doubt the agricultural sector needs strong, courageous, brave, skilled leaders with good judgement. Some of this currently exists, but a larger cross section of leaders with diverse perspectives need to display these attributes. If we have these ideas about the weaknesses in the sector, we can rectify these going forward. Training and leadership organizations will help this and there should be a larger focus on professional and personal development by leadership teams and potential leaders. However, the future challenges the industry is likely to face will help to cultivate strong and courageous leadership, and this leadership will prosper.

Had time permitted, ideally more leaders would have been interviewed to bring more depth of discussion and perspective. However, the research undertaken here can be built on at some stage. More research into leadership theory by Hogan, Marlow’s hierarchy of needs and different leadership styles would further develop this research. This topic would be worthy of a comprehensive thesis, as leadership is often talked about but rarely understood.

Courageous Leadership: A look at present day leadership in New Zealand Agriculture – Sarah Bell

Executive Summary

The motivation to research what it takes to be a great employer in 2016? stems from the author’s 10-year involvement in the kiwifruit post-harvest sector and an acknowledgment that a number of forces both globally and within the kiwifruit industry have reshaped the employment landscape during this time. The author’s opinion is that the kiwifruit post-harvest sector has experienced a human capability deficit in recent years which has put increasing pressures on current middle and senior managers. While at the same time there has been a shift in employee preferences at a global level.

This report aims at validating the author’s anecdotal views through a globally focussed literature review and a set of semi-structured interviews of middle and senior managers in the kiwifruit post- harvest sector. Interviewees were asked to define what a great employer looks like, what motivates them and what the greatest challenges to employers within the sector are in becoming a ‘great employer.’

A key finding from the literature review was that technology and generational preferences are having a significant impact on the employer/employee relationship. The literature review was completed using a framework from the NZ Human Rights Commission ‘7 Key Elements of a Good Employer’ and adapted to being more ‘current’ based on findings. The literature review found that employees are increasingly looking to their employer to build their “personal brand”, develop a strong personal relationship with them, offer values and goals alignment, provide them with purpose and consider their wellbeing both physically and mentally through offering flexible conditions and encouraging work-life balance.

At the kiwifruit post-harvest sector level, rapid volume growth, increasing competition among post- harvest operators and increasing sophistication and complexity brought about by the industry’s strong customer focus have contributed to changing the landscape. Managers interviewed indicated that this has placed increased pressures on them. While seasonality has always been a challenge for the industry, the nature of seasonality appears to have changed. Historically, permanent staff were offered a “Work Hard, Play Hard” role where it was well accepted that long hours during a defined period over the harvest and packing season were counter-balanced by flexible work hours over the summer period of lower activity.

The outcome has been that there is a mismatch between findings of the literature review and trends within the post-harvest sector. Employees are looking for greater flexibility in their roles, improved work-life balance and enhanced wellbeing. However, longer work hours and greater stress have been a feature of work within the kiwifruit post-harvest sectors of recent years.

Managers interviewed highlighted the risk the sector faces if the industry is not able to attract talented individuals to the sector via a strong employment brand that is underpinned by more normal work hours and the other desirable features identified through this research as presented in Figure 10.
This report aims to identify what it takes to be a great employer in 2016? And identify what challenges the kiwifruit post-harvest sector faces in becoming a great employer.

What does it take to be a Great Employer in 2016 – Anthony Pangborn

Executive Summary

The aim of this research was to explore ways to strengthen rural communities in New Zealand. The research focuses on the three small rural communities of Kimbolton, Apiti and Rangiwahia, all located in the northern Manawatu.

Six households were chosen from each community and invited to participate in the project. The participants were given a survey and interviewed in their homes. The survey questions covered the following things: participants’ understanding of a sense of community, rural change, community facilities and social groups, community involvement, understanding of community governance, and access to technology.

Alongside the interviews, a literature review has been done. This explores the importance of community, the concept of social capital and examines research done into communities facing change in relation to a changing rural environment.

In interviewing the participants, it was evident that community meant more than a physical or geographical location or connection. Everyone involved in the interviews talked about relationships and connections, and supporting community members, i.e. social capital.

Participants were asked to score their own community on a scale from 0 = no sense of community, to 5 = strong sense of community. The scores ranged from 1-4, with the majority sitting around 3. The desire for a strong sense of community was expressed and participants were keen to discuss what could be done to improve this.

It was evident in discussions on community governance, that all communities needed to have a more visible community vision and strategic direction. The foundation for this has been provided by work done on community planning with the Manawatu District Council. The drive now needs to come from within each community.

Participants were asked about rural change over the last ten years, and its effect on individuals and on the community. Relative newcomers to the communities talked about recent changes, while well-established members went back over 40 years to discuss the effects of dramatic change.

The importance of good infrastructure was evident. Good roads, access to fast, affordable internet and reliable cell phone coverage were all deemed essential to the communities’ wellbeing and development. For example, the recent sealing of a country road has made travel easier for residents and has also opened the area for tourist exploration.

All participants were heavily dependent on technology for social interaction, information and research, i.e. Google, business interactions and the ability to access technology for use on farms etc. Several participants talked about access to fast internet being vital in promoting the area to both a domestic and international audience. Several participants felt limited by expensive, and still unreliable, internet in the area.
Cell phone coverage remains a problem in places, particularly out on farms. Safety and ability to communicate for business needs were listed as high concerns.

The smallest community, Rangiwahia, appeared to have the highest social capital and community engagement. This is perhaps because counter-urbanisation is minimal and the community is still predominantly made up of farming families. There are very few lifestyle blocks and minimal urban influence. However, this is a community that is forward thinking, action based, and innovative with a high level of social capital.

The communities with the least cohesion had many transient farm staff and several people looking for very affordable housing and an alternative lifestyle.

The challenge here lies with successfully integrating non-rural community members into a traditional farming community. It is evident that larger communities face perhaps the most complex challenge with diverse individual and community needs.
The conclusion drawn from the research and literature review is that building strong social capital is necessary for a strong sense of community and sense of belonging.

This report concludes with four broad recommendations for actions that can be taken to support and strengthen New Zealand’s rural communities.

These are:

1. Create Conscious Community – build social capital
2. Build Quality Leadership – support, train and encourage
3. Encourage Collaboration – with other local communities
4. Community Development – social, economic and environmental

The challenge to our modern day rural communities is to embrace change and to continue to evolve. This is required to meet the needs of the 21st Century rural community. For this to be possible, communities need strong leadership, an inclusive and engaged community and the ability to think outside the box.

What makes a strong rural community – Katherine Gillespie

Executive summary

There is significant potential for New Zealand to increase its ability to utilise more bobby calves therefore making them a more valued product. It is important that we have a sustainable, viable, ethical and PR friendly value chain. It is also important that NZ Inc. gets this right to maintain farmers/producers’ ‘social licence’ to farm and maintain our positive worldwide perception.
While difficult to calculate, it is estimated that more than $1 billion is on offer, if we can capture the full value of underutilised bobby calves.
It is acknowledged that famers all operate different policies with different values, so it is near impossible to make a recommendation that will suit all producers and fit with processors’ expectations and resources. There is a range of options which will lead to more prosperous returns for the farmers, processors and overall sector. However, more leadership is needed to make these changes at all points of the industry supply chain.
Key recommendations:

• Increased use of beef genetics across dairy herds
• Increased use of sexed semen across dairy herds
• An integrated dairy beef “profit partnership” supply chain model, where everyonecaptures the value of the end product
• Uptake of a tool which measures beef performance through the supply chain toallow a feedback loop
• Increased farmer education on what options are available

Dairy farmers are at the start of the value chain, so it is critical that those options are easy for them and do not affect their primary objective, which is producing milk at the highest margin possible.
In implementing any of the above options, it is expected that sacrifices would have to be made and some options do not benefit everyone in the supply chain.

Bobby Calves: The game changers within New Zealand’s supply chain – Andrew Jolly

Executive summary

A Professionalism shortage in governance, more and more organisations are beginning to expect more professionalism, from potential candidates. Although this might be the case there may not have been enough done to clarify and support the transformation. Every year thousands of people volunteer their time in leadership roles throughout the primary industry, yet there is no cross industry information to provide a pathway for these individuals to allow them to take their next step in governance and leadership
This feasibility study and research asks the question:
“Where do you go find the relevant information to get involved in the various governance roles in the volunteer based rural organisations?”
My project looks at the feasibility of a website concept that rural industry good/Non-profit organisations can use as a platform to promote the leadership pathways available within the organisation that shows short job descriptions and information on how to get involved from an entry level to high level of governance.
A one stop shop website of information on what is available to the up & coming leaders of tomorrow wanting to make a difference in the rural communities of New Zealand.
The areas of research to complete this paper have used the following methods

1. A Literature review, to gain understanding of current used of leadership pathways and opportunities
2. An online survey promoted via Facebook and email targeting people involved in the primary industries tounderstand their method of finding information relevant to my question.
3. Case Study interviews that were held face to face and via email and phone, to gain an understanding howthese particular organisations promote their leadership pathways currently.

A key finding through the process of the online survey and case study interviews, found that the primary industries in the Non-profit and Industry good sector, who may rely on governance structures and people coming through to fill these roles. Haven’t consider the role that the internet and Social media can play to
advertise and show the leadership opportunities to the future leaders looking for their next step in the governance ladder. And so could be missing the oppotunity to engage this particular generation which we call the “Millennials”.
By having clear and concise information in which the “Millennials” (Researchers Neil Howe and William
Strauss defined as those born in 1982 and approximately the 20 years thereafter) crave, to collectively to tell these Future leaders the opportunities available. We can look to change the way we engage and fill these vitally important positions on the various rural governance groups in New Zealand.

Primary onnections: Leadership Pathways within Rural Organisations – Casey Huffstutler

Executive Summary

The regional council of Southland (Environment Southland) is mid-way through its Water and Land 2020 and Beyond (WL2020) Project. This project consists of three stages, and is the council’s response to the government’s National Policy Statement for Freshwater Management. It aims to prevent any further decline in water quality, and to help the Southland community achieve its goals for water.
Dairy farming has increased significantly in Southland over the previous 20 years, and is now a substantial contributor to the Southland economy. With this intensification, has come water quality pressures. The changing environmental regulations of the WL2020 project will impact Southland dairy farmers, as well as the Southland community.
The aim of this project was to investigate how Southland dairy farmers had been involved in the WL2020 process so far, and how to increase this involvement. From this, the aim was to find ways in which DairyNZ, the industry levy body, can support Southland dairy farmers to adapt to changing environmental regulations. Thirteen people, a mixture of industry members and Southland dairy farmers, who have been very involved with the WL2020 process so far, were interviewed.
It was found that engagement by dairy farmers in the WL2020 project was between 10 and 20%. This low engagement restricted the majority of dairy farmers from being able to have knowledge of the proposed rules and changes of the WL2020 project, the impacts of these and from being prepared for these impacts.
Five broad recommendations were made that would contribute to Southland dairy farmers and their communities adapting to the changing environmental regulations:

1. Water quality is a social science issue as well as a science issue – dairy farmers must understand the water quality issue, accept that there is an issue and understand the effect of their actions on it.
2. DairyNZ should continue what it is doing in Southland but build on this – the work of DairyNZ in Southland is effective and appreciated. There were some recommendations for building on this, but overall DairyNZ is on the right track.
3. Engagement is the first step – dairy farmers needed to be engaged before they could have knowledge of the proposed changes, their impacts and adapt to these. Personalising the issues and one-on-one meetings were important in this step.
4. Sustainable Milk Plans (SMPs) are an effective tool but need a follow up visit – SMPs helped increase the knowledge and preparedness for the proposed rules and changes, but a follow up visit and auditing system would increase their effectiveness.
5. Relationships and leadership are key – relationships within the community and with ES are important. Dairy farmers must be prepared to show leadership.

It was found that Southland dairy farmers themselves have a responsibility to build relationships in their own community. Although DairyNZ has an important supporting role to play, dairy farmers must be prepared to show leadership. If this occurs, not only will Southland dairy farmers and their communities adapt to the changing environmental regulations, they with thrive within them.

Preparing for the Changing Tide – Jolene Germann