Farm managers know when it’s time to get their hands dirty
By WANJIKU KIMANI
When one speaks of managers, the image that pops into many people’s heads is a well-dressed individual, or a seemingly regal person behind a desk, assigning tasks to their underlings. This is true in many cases but is far from reality in others. Take the farm manager, for example. This is an individual who would most probably not arrive to work in pointed shoes and tie or stilettoes, unless certain duties call for such appearances. Farm management is a hands-on operations in outdoor spaces with plenty of sun, soil and water. Striking a balance between heavy toil and proper farm management is therefore key to ensuring a profitable business.
The nature of farming is seasonal and depending on the time-line from preparation to harvest, there is often a need for more casual and part-time workers in comparison to those with the same permanent status as corporate employees. Studies in Kenya’s flower industry show that the prevalence of casual labourers is directly related to the fact that many are unskilled, with basic levels of education. Riisgaard and Gibbon however, in their study published in the Journal of Agrarian Change show a shift from temporary employment, to permanent engagement stating that over 80 per cent of workers in the industry were employed on permanent basis by 2014. Notwithstanding, the ebb and flow of employees on a farm is a major factor that influences labour costs, motivation and overall production, and managers need to be able to communicate with a wide range of people.
Effective communication in farm management
Those involved in the daily running of the venture are classified as first-level managers or supervisors and in the case of small-hold farms, may be the only level of management. According to the Harvard Business Review, “A supervisor not only commands, directs, controls, and inspects but also takes responsibility for, leads, shepherds, administers, guides, consults, and cares for.” This is an extremely broad definition for anyone to stomach, but is the reality for many farm managers, and communication forms the basis of these activities. Communication is a two-way road, and as much as managers strive to give clear, understandable instructions, they should also be ready to receive and listen to information provided by their staff. Being the literal hands-on-the ground, farm workers offer the best, first hand information about the health of the farm plants or animals, the challenges they face, and probably, the best course of action to avert crises.
Mutual respect
In the book, ‘Labour Management in Agriculture’, there is an example of the farm manager of a vineyard who insulted his workers, calling them stupid and slow, including their foreman. In accordance with his description, they proceeded to plant all the vineyard cuttings upside down, a fact that the grower would only realise at a much later stage. This shows the great power farm hands have over the overall success of the farm, and even if all other factors are stable and controlled, the work of their hands can be the difference between success and failure.
According to a guidebook published by the National Center for Appropriate Technology in America, by establishing practices such as positive and direct communication, a healthy work environment and a ‘team’ based structures of supervision, the level of respect between employer and employees rises, along with numerous benefits. These include increased employee loyalty, higher retention rates and higher productivity a big plus for any business.
Reduce operational grief
Employees across the board sometimes have grievances that should be addressed effectively; most importantly in the farming industry where the actions of the farm workers will directly influence the end-product. According to Wesley Siele, CEO of Agricultural Employers Association, there is a need for employee grievances to be addressed, as well as training and managers who are mindful to their welfare. A paper by the Grains Research and Development Corporation encourages managers to define conflicts and problems in terms of needs, not solutions by focusing on addressing the cause of the conflict, not the symptoms. Individuals often disagree about the right solution but will usually agree on what is needed. By having open discussion on the problems that need to be solved, farm managers can build a team that works to ensure maximum farm production.
Getting down and dirty
Many job descriptions for a farm manager mention, along with business acumen, some aspect of physical activity. Some include operating machinery or spraying fields, while others refer to the need for soil analysis to ensure maximum production. Though they differ, it is clear that farm management is not for someone obsessed with cleanliness, as farming is inherently a messy business. A manager who is willing to see, touch and experience what their subordinates do daily, gives them unique insight into the nitty-gritty issues on the land they manage and provides an advantage when it comes to executing top-level strategies.
The correlation between mutual respect, effective communication and conflict resolution is obvious and managers in the agribusiness sector would be well advised to be able and ready to lead by example and perform the same duties as those they manage.
Wanjiku Kimani is a Digital Marketer and freelance writer based in Nairobi. Email: wkimani1989@gmail.com
