Seven habits of effective agribusiness managers
by David Kohl
A few years ago, Steven Covey authored the best seller book and seminar series on the Seven Habits of Effective Managers. This book did an excellent job segmenting the habits with supportive anecdotes. Let's focus on the agribusiness sector and develop a list of seven habits that are often observed in an industry that is always changing.
Objectivity
A characteristic of peak performers in agribusiness is being able to step back and objectively assess their business and themselves. They are constantly doing SWOT analyses (strengths, weaknesses, opportunities, and threats) of the business and fine-tuning strategies to adapt to circumstances.
What separates these managers from the rest of the pack is that they are proactive and have a bias for action. They are not afraid of failure and generally avoid making the same mistake twice.
Risk takers
Top-gun managers may be risk takers, but calculated risk managers. They evaluate "but-what-if" scenarios and have contingency plans in place. They seek outside counsel and see change as opportunity. The astute risk managers analyze the situation and use the best case scenario as their goal.
Think systems rather than components
Leading managers see their business and lives as a system rather than a component. Yet they have the ability to compartmentalize tasks and focus. High-level managers monitor and measure systems that are comprehensive but elegant in their simplicity. They use calculated judgment rather than emotion in decision making.
$10,000-a-day decision
Probably the leading characteristic of excellent managers is knowing and sorting through the $100-, $1,000-, and $10,000-a-day decisions. In today's hyped up world of the Internet, cell phones, beepers, pagers and e-mail they are able to shut off the chatter and focus on what is important rather than urgent. They stay within the acceptable bounds of time management. That is, 300 10-hour days a year in the business and 50 10-hour days in church, school, and industry activities. Exceed these limits and in the long run it will lead to burnout.
Human relationship managers
Like Wayne Gretzky with his teammates, effective managers elevate the performance of people they come in contact with. They have the ability to quickly size up people, and to delegate the responsibility and authority required to accomplish tasks. However, they are not afraid to do some of the dirty work and lead by example.
Communications
Top managers are excellent communicators. They are great storytellers who share the vision of where the business is going and each player's importance. They tailor their communications to the needs of people. They are excellent listeners with the ability to hear what is being said or not said.
Exercise the mind, body and spirit
High performance managers see life as a whole. They have a passion not only for the business but the industry. They take time to focus on renewing mind, body and spirit. This might be in the form of exercise, special classes, trips or meditation.
Like Covey's book, these attributes are only a start. Take some time to sit down and conduct an assessment and perhaps come up with your own customized list.
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