The Human Side of Human
Resource Management in
Ranching Operations
Randy R. Weigel, Ph.D.
University of Wyoming
Cooperative Extension Service
Cow Country Conference
Laramie, WY
February 9-10, 2006
Keys to Success in Business
•Drive – Expect long hours and high stress
•Flexibility – Change directions quickly
•Multiple Thinking Skills – Strategic, critical,
creative, analytical
•People Skills – Motivate workers, negotiate
with suppliers, convince lenders, sell customers
U.S. Small Business Administration
Level
Level
Level
Level
I – Core
II – Primary
III – Secondary
IV - Macro
IV
III
II
I
Interaction Model for Ranching Operations
Level I – The Core Level of
Rancher Interaction
“A producer may possess superior livestock, fertile land
and adequate financial base. But if the rancher does not
effectively manage his or her own physical, mental, and
emotional well being, it may not matter how productive
the operation.”
Weigel, R. Western Integrated Resource Education
(WIRE)
The Role of Personality in Rancher Management
“Stress-producing events, such as foreclosure, droughts, and
disease can result in increases in anger, depression, hostility, and
even suicide. How one handles problems is influenced by
personality characteristics.”
Horner, J., & Barrett, L.
Personality types of farm couples: Implications for
intervention strategies
Personality Characteristics
Energy
Introversion
Extraversion
Information
Sensing
iNtuitive
Decision Making
Thinking
Feeling
Take Action
Judging
Perceiving
According to Personality Theory:
Ranch/Farm men are ISTJ
Ranch/Farm women are ISFJ
Three views on ranching:
•“My goal is to have the best quality product possible.
I thrive on ranch work.”
•“Marketing is the most important element in the success
of the ranch. I want to reduce my workload and diversify
my assets.”
•“I want to be environmentally sensitive and conserve
the land I operate. To me, ranching means enjoying the
lifestyle.”
Farm Management Values
•Dedicated Producer
•Flexible Strategist
•Resource Steward
A Study of Stress Management among Iowa
farmers found:
• Realistic
• Maintain a healthy lifestyle
• Many interests
• Sense of hope
• Reached out for help
• Faith
Which all led to:
Achieving Balance in Their Lives
Weigel, R., (1986). Supporting today’s farm family:
An opportunity for family life education.
Level II – The Primary Level
Of Rancher Interaction
“Behold how good and how pleasant it is for brother and sister to
dwell together in unity.”
The Book of Psalms
“Am I my brother’s keeper?”
“WHY ME?”
Genesis
Owner of a family ranch
Two views of a generational ranch family:
“We consider it a great privilege to have a son and daughter-in-law in
partnership with us. We are very proud of them. We think it is important
that they make the decisions and keep up with new methods.”
OR
“They (parents) set the goals we should aim for and think we should
share their values, which clash totally with those of a young family.
They want to have us under their thumb financially so they can call
the shots.”
“Human Elements” that cause conflicts in Ranch/Farm
Family Operations:
• Father/son relationship turns into parent/child relationship
• “Gossiping” about each other
• Carrying a grudge
• Turning disagreements into fights
• Failing to set family and farm goals
• Failing to have frank, honest discussions
• Not willing to get along
Ron Hanson, University of Nebraska
Skills for “SMOOTH” Ranch Family
Functioning:
Respect that each member is an individual
Do not use communication “triangles”
Be willing to learn and grow
Have well defined boundaries
Skills for “SMOOTH” Ranch Family
Functioning:
Share traditions
Support and assist one another
Stay connected
“The single most important word of advice
to share with family members ranching
together is to remember that any successful
family ranching operation requires a
team approach by each family member
involved.”
Dr. Ron Hanson
Resolving Family Conflicts
Farm Family Enrichment Workbook
Level III – The Secondary Level
of Rancher Interaction
“I ranch so I don’t have to work with people.”
“I just can’t keep good help.”
“These young kids just don’t want to work!”
(Quotes from Western Integrated Resource Education (WIRE)
workshop participants.)
Coordinated Resource Management
“Research has shown that effective group
composition, dynamics, process, and cohesion lead
to positive outcomes in natural resource conflicts.”
Kruse, C., (1995). Measuring the potential success of natural resource conflict
resolution decisions. Master Thesis, University of Wyoming.
• How to listen
• How to create a common vision
• How to negotiate agreeable solutions
• How to monitor
• How to adapt
AgHelpWanted:
Ch. 1 – Roles and Responsibilities of an Agricultural Employer
Ch. 2 – Organizational Planning
Ch. 3 – Staffing the Farm Business
Ch. 4 – Supervising Agricultural Work
Ch. 5 – Managing Employee Performance
Ch. 6 – Communication and Problem Solving
Level IV – The Macro Level
of Rancher Interaction
“Technical knowledge and skills will be
essential with the growing complexity of agriculture. But
technical skills are not expected to be the core source of
competitive advantage. The skills needed to be successful
in the future are more likely the human/personal skills
—skills like negotiation ability, creativity and innovation,vision
and strategic thinking.”
Michael Boehjle
Purdue University
Strategic thinking…….involves studying the
“environment” through an intuitive, creative process
for the emerging agricultural themes, issues, patterns,
and opportunities.
Improving Your Strategic Thinking
*Read…read…read
*Study your world for possibilities
*Imagine your future history
*Listen to the “Mavens”
*Always ask questions
Strategic Thinking is intuitive. It is asking
questions such as:
What will the future be like?
(How is the world agriculture faces changing?)
What are people seeking, expecting?
(How will consumers’ needs for my product change?)
What are ways of preparing for the future?
(What must I absolutely, positively do do succeed?)
What does all this mean?
(Why am I (are we) in agriculture?)
VS
Interaction Model
National Corn Growers Association’s Future
Structure of Agriculture Task Force:
“Those who prosper in this future agriculture must adapt to
a rapidly changing environment and be willing to challenge
their comfort zone. …Farmers, policymakers,
and agribusiness leaders must be willing to create
competitive advantages rather than protect the old ones.”
National Corn Growers Assn. (2003). Choices in the Evolution of
Corn Belt Agriculture.
“The significant problems and
challenges we face today cannot be
overcome with the same level of
thinking which caused the problem.’’’
Albert Einstein