“This was the smoothest harvest season yet!”
Those words caught the attention of other general managers at a recent sales meeting I attended. Ed wasn’t talking about lack of harvest equipment breakdown, weather or storage issues. He was referring to the employees’ attitude during harvest. Of course, Ed was now the center of attention. Keeping up morale during the peak periods of the agriculture production cycle is an age-old issue, so we wanted to know Ed’s secrets to success.
Be clear about expectations. Anyone in production agriculture should understand the predictable demands of the role, but it doesn’t hurt to remind folks. Be clear from the first job interview the realities of the role. Talk about the upcoming season during the interim periods, so that everyone is physically and mentally prepared. Talking about these demands demonstrates that you don’t take it for granted. Most people are willing to step up to the requirements, if the requirements are realistic, they know what they are and have time to prepare themselves. Also be clear that not every employee will have the same demands on their time.
Do what you can to avoid long hours. We take a bit of historical pride in working long hours and on every day of the week during planting and harvest. We tend to use all of the time available to us. Putting realistic limits on hours or number of workdays can lead to greater individual effort to get the job done in the available time. The assumption that long hours are ‘just the way it is’ leads to operational inefficiencies that employees will easily recognize. Engage employees to learn how they think the job can be done faster, safely, and while keeping quality. Put some of those ideas into action. People like and take ownership of what they help build. Getting the job done and going home is not a sign that you are not working hard enough.
Rewards are tricky. Not discounting contractual agreements, pre-arranged bonus pay can make employee dedication transactional, leading to an expectation of pay for all discretionary effort. A better reward is one that is a surprise for a job well done. Sincere and specific gratitude goes a long way, and a gift certificate is nice too.
Be aware of other demands the employee has. The pressure resulting from long hours often occurs because the employees have other responsibilities like a family. Take time to get to know what will cause stress for your team members. If it is family, engage their partner in the conversations about role expectations so that they too are clear. Think about the extra workload on family members and do what you can to help alleviate the pressure on their situation. Provide meals or other home services that will lighten the load. Calculate your workforce demands so that there is an option to give employees some time off each week. A gift for the family is a great indirect way of recognizing their sacrifice too.
Talk about it. There is no denying that the time pressure, equipment breakdowns, weather and time away from family are difficult. Usually, stress comes out on other people who don’t control the weather. Watch for signs and address them immediately while still small. Take a break and talk it out. Knowing that you will invariably have these difficult conversations, the best time to prepare is long before they happen. During the off-season talk about the stress; talk about unacceptable responses to stress; talk about how to talk about unacceptable behaviors; talk about how to ask for help and that asking for help is okay, even expected. Have a language that will not be unfamiliar when a conversation needs to be had. A pre-determined code word is a great way to signal your team member that they are showing signs of stress in their behavior. This non-threatening moment of awareness can give them a chance to reflect and readjust on their own.
It’s a long game. Build loyalty year-round so that you are maintaining an already high morale, not building morale during the time it is needed most. Building positive attitude during the ‘normal part of the year’ is like a bank account that you draw on during the peak season. Provide days off, create an overall positive work environment. Employees are willing to give to managers, teams and companies that they like and to places they believe in. Create workplace conditions in which employees want to give their discretionary time and effort. Treat people fairly. They have a choice of where to give their time and energy. Are they willing to give it to you?
—Shaver is founder of the leadership coaching business Envision Partners
