A Nuffield report has concluded that farms must aspire to be a great place to work to improve their reputation, employee retention and recruitment prospects.
Somerset-based agricultural manager, Chris Manley, published his Nuffield Farming report entitled ‘Leading your farm to success’, centred on the benefits of improving the leadership of farm businesses.
During his Nuffield scholarship, Manley travelled to the Netherlands, USA, Brazil, Kenya, Zimbabwe and Rwanda to understand the qualities of a good leader and to map out how outstanding leadership can be achieved in agriculture.
Manley said leadership is an area within agriculture that “often lacks attention”.
“Despite being natural leaders and innovators, due to the nature of their work many farmers don’t fully understand the value that good leadership can have on their business,” he said.
Manley said there are a number of ways that people can become leaders in agriculture.
“‘Grass-roots’ leadership is possible within agriculture, where everyone involved in food production can make a contribution,” he said.
“By working with others and exchanging ideas, small ideas can turn into lasting innovations. Leaders can work with employees to produce farms which become great places to work.
“Looking after all the needs of the people who work for you will result in employees who are committed to, and take pride in, the business they work for.”
Manley found that employees will only reach their potential if they are supported, and leaders must be willing for them to leave if they develop.
Neglecting leadership in a community can harbour future problems for farm businesses which may be more significant than planned, Manley’s report states.
Leadership
Manley said he saw the importance of leadership within communities in Kenya and Rwanda.
He also found that successful leaders take care of themselves and those around them to create a strong team.
“Farmers must prioritise their own physical and mental health to build resilience,” he said.
“Leaders must be role models for a caring attitude and cultivate a strong support network for themselves and those they work with.
“Good leadership is characterised by developing self-knowledge, knowing your employees and knowing your community.”
Manley’s report concludes that leadership can be learned by speaking to others outside of agriculture.
People can be formally trained in leadership, but they can also decide to lead based on their own convictions – known as “leadership without authority”, Manley’s report states.
