A young rancher needed to increase turnover and was preparing a bid for a large lease. When he discussed his proposal with his Executive Link board he explained, “I don’t want to come off as too inexperienced. I don’t want him to think that I don’t know what I’m doing.” Someone on his board offered some great advice.
Earlier this month a lot of ranchers in TX, OK and KS experienced a nightmare. Driven by winds of 50 mph and more, they lost grass, infrastructure and livestock to intense, fast-moving wild fires. I’ve heard from several Ranching For Profit Alumni whose entire ranches burned. They spent the day after these devastating fires evaluating losses, euthanizing suffering animals, and taking steps to ensure that the animals that survived were taken care of. I’m not aware of any alumni who lost their home or who were injured. It’s hard to call that “luck,” but what else can you call it when others lost their homes and even their lives?
Most “ranch managers” aren’t managers. They don’t do the work of a manager, they don’t produce the results a manager would produce and they aren’t paid what a manager would get paid. The result isn’t just poor management. Most American ranches aren’t managed at all!
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One of the questions I often get at workshops is, “How many of the people who go to the Ranching For Profit School are actually doing it?” It’s a reasonable question, but it depends on what it is.
A rancher sent me this email:
My brother is the hardest worker I’ve ever seen, but he’s impossible to work for. Employees have quit, and those who stay avoid my brother and come to me with their issues. My kids, who are good workers and used to enjoy working in the operation, now detest working here. The employees, my children and I are scared to address it. We dodge him. He feels it, he has addressed it with me. When we try to discuss it we hit some kind of a wall and he gets very upset. How can I address this and still keep the peace?
Here is my response: