The leadership advantage

In the contemporary irrigation industry, as workforce expectations evolve and generational differences are reshaping the workplace, traditional ideas about what leadership entails are being challenged.

Effective leadership in agricultural irrigation can build stronger teams by fostering positive workplace culture, creating opportunities for professional growth, improving communication across generations and adapting management styles to meet changing employee priorities. The adoption of successful traits and strategies that define strong leadership in a modern irrigation workforce is a driving factor in everything from employee recruitment and retention to employee engagement and long-term organizational success.

“The first step is to make sure that every supervisor and manager has some training in leadership and employee development,” points out Richard Stup, PhD, senior extension associate and agricultural workforce specialist at the Cornell Cooperative Extension in the School of Integrative Plant Science, Horticulture Section, at Cornell University.

“When leaders use the basic tools of supervision — setting clear expectations, providing needed training and development, and providing performance feedback — then employees experience a great culture,” Stup adds.

Building a culture

Inge Bisconer, CID, CLIA, managing member of Surf ‘N Earth Enterprises in Cardiff-by-the-Sea, California, and past president of the Irrigation Association, points out there are several best management practices for fostering a positive workplace culture.

One practice is to educate the entire workforce — regardless of each employee’s role — on the application of a task so they are vested in the success of the product or service, she says. Other best management practices include offering team-building activities, such as volunteer days, competitions, potlucks and mixers, and to show appreciation and celebrate workplace achievements and results, she adds.

Monica Newman is a program director for the Future Harvest Agriculture Leadership Development Initiative, a nonprofit whose mission is to advance agriculture that sustains farmers, communities and the environment in Maryland, Virginia, West Virginia, Delaware and Washington, D.C., with a special focus on the Chesapeake Bay watershed. She points out that a good leader should promote good morale and communication.

“Employees are at their best when they are comfortable and encouraged,” she says.

“Engaged leaders get to know their employees and provide coaching and feedback to help them grow on a day-to-day basis.”
— Richard Stup, PhD, senior extension associate and agricultural workforce specialist, Cornell Cooperative Extension, School of Integrative Plant Science, Horticulture Section, Cornell University

Creating pathways to growth

Leaders note there are several ways to create opportunities for professional growth among a company’s team members.

Bisconer says, for example, that company leaders can encourage or require enrollment in industry classes and obtaining certifications and/or degrees. “Got a problem? Create a multidepartmental team (in the workplace) to come up with some potential solutions and see if any of them stick,” she adds.

Other professional growth opportunities include submitting to write papers and articles in industry publications, being nominated for and receiving awards, or giving presentations at events such as those for the IA, the American Society of Irrigation Consultants or the American Society of Agricultural and Biological Engineers.

Serving on industry committees, boards or task forces, and/or teaching a class for the IA or at a community college can also help employees grow, Bisconer says, adding that another option is to encourage participation in skills-based organizations such as Toastmasters or in Dale Carnegie courses.

Newman points out that providing training is a primary path for leaders to support employees’ professional growth. In her organization, “We put employees in positions to learn alongside an experienced leader and a new team member to develop skills,” she notes.

“Leaders need to understand their employees and the ways in which they want to grow,” says Stup. “Engaged leaders get to know their employees and provide coaching and feedback to help them grow on a day-to-day basis.

“Taking more steps, such as asking about career goals, can help leaders gain more insight into employee interests. In many cases, the employee goals and the business goals will be in alignment. Then the leader can encourage outside training or other avenues to help the employee develop professionally.”

Helping generations work together

Another best practice is to professionalize roles and expectations within the business, Stup says, especially when the business needs improved communication across generations.

“When small and family businesses treat their roles as very informal, it creates a lot of opportunity for confusion, disappointment and poor communication,” he points out. “Instead, get clear about who is doing what, have good job descriptions that delegate responsibility appropriately, and develop an organization chart that shows business relationships. When these concepts are clear and adhered to, then healthy communication about business goals and challenges can (be) held.”

Bisconer points out that improving communication across generations can include doing a roll call at meetings so everyone has the opportunity to provide input. “After two rounds of text/email communications, pick up the phone or — better yet — walk to interface in person,” she says. Additionally, “insist that meeting participants are fully present, even if it means no phones or laptops,” Bisconer says.

It’s important to provide chances for employees to get to know one another, too. Bisconer suggests that leadership encourage carpooling or ride sharing among employees and “prioritize space for a cafeteria/lunchroom and furnish it with pizza and salads to celebrate milestones.”

Newman says improving communication across generations entails leadership getting to know each employee as a person and encouraging ideas to develop the evolving relationships. “We always want feedback from one another and share ideas to help bridge the gap between youth and older employees,” Newman notes, adding that each generation brings value to the table.

Feedback and team development help leaders adapt their management styles to meet changing employee priorities, Newman points out, and Bisconer agrees that making such adjustments, such as allowing flexible working hours, is key. “Working from home can allow more balance but requires oversight to avoid abuse,” she adds.

Entry-level employees might need more oversight and guidance, while seasoned employees might need more responsibility or mentoring opportunities. “Bottom line: Results should rule.” Other changes could include creating a small gym and perhaps having a shower available at the workplace to foster exercise and healthy habits for employees of any age, says Bisconer, adding that establishing company-organized daycare also could have significant benefits for team members.

Team building for the long term

Recruiting and retaining employees can be an ongoing challenge for organization leaders, and the cost of recruiting, onboarding and training replacements after someone leaves can inflate organization costs and reduce productivity and profitability.

When experienced workers leave an organization, so does their institutional knowledge and specialized skills. To help successfully recruit and retain employees, Bisconer suggests leaders should spend a significant portion of their time seeking out new talent while allowing managers to oversee the business, and they should widen the net by recruiting from outside what are considered “normal” sources.

“Very few people are raised with green industry backgrounds, but many would find the work fulfilling if only they knew about it,” she points out.

Other recruitment and retention options include assigning a mentor to new employees, developing a professional onboarding process and ensuring leadership has undergone unconscious bias training. Bisconer points out leaders who want to help ensure long-term organizational success should develop an inclusive worldview to take advantage of their team members’ diverse talents and ideas. “Be genuinely curious and caring about different roles,” she says. “Walk around and talk to people.”

Newman points out good morale on the part of upper management and prioritization of team-building activities also can help companies successfully recruit and retain employees. At her organization, “we start every meeting with an ice breaker — a funny question, a memory, etc. — in planning organization activities intentionally,” she says, emphasizing that the human component is critical. “We encourage our team to utilize personal time off, and we make time to practice emotional intelligence and understanding.”

Carol Brzozowski, based in Venice, Florida, is a freelance writer with a specialty in environmental journalism. She can be reached at brzozowski.carol@gmail.com.