18 / SEEDWORLD.COM JUNE 2019 workplace, from a fellow student in his graduate cohort. “When I started grad school, a professor asked all of us why we were there. Most said to make more money,” says Lamie. “One man, a man who would end up being my own mentor, said, ‘To be the best resource I can be for my employees.’ I thought it was the fluffiest answer I had ever heard, but in time I learned that it was true. That was his goal, and it became mine, too. A leader should be doing everything they can to help their employ- ees be successful.” Creating Future Leaders In both Syngenta and AgReliant Genetics, the opportunities to climb the career ladder exist for all employees, providing they are willing to commit, take on new challenges and relocate. “I would say at least 50% of our senior roles are filled by people who have developed within Syngenta; outside of that we have a team that is always looking for outside talent. Our seed business is expanding, and we continue to bring people into new roles,” Thomas says. Another asset the Syngenta team has developed in the last decade is a robust internship program that works to integrate college sophomores and juniors into different aspects of the business. A developmental sales representative (DSR) program is filled with senior level students who have completed an intern- ship as either sophomores or juniors. “We have found a high correlation between successful internships, specific projects with clear objectives that can be quantified and measured and high engagement from a mentor,” Thomas says. “We know that it’s a recipe that works and those employees who are hired from the DSR program already have training and experience with the company before they ever take- over a territory. It’s giving them a leg-up from the beginning and helping to ensure their success.” For new managers, Thomas says that the Syngenta training model offers new managers training twice a year and focuses on leading a team versus managing a team, helping new manag- ers to envision a bigger picture. As a trainer, Thomas employs two teaching concepts to help new managers prioritize their time: Ken Blanchard’s Situational Leadership and Coaching Methodology for High Performance Sales Management. Using those tools, new managers can learn to implement different leadership styles to accomplish tasks and develop a cadence of how they will connect with their people. “One of the biggest things I had to adjust to when I became a manger was the constant demands,” says Thomas. “There is a constant demand from sales reps, other managers, distribu- tors — just an ongoing demand for your time and attention. One of the critical pieces for me was learning to become efficient at managing those demands.” For AgReliant Genetics, a clear focus has been placed on training and employee development through a devoted train- ing department and the implementation of AgriLearn, an easily accessable learning management system with both online and in-person training opportunities for employees. As for Lamie, he encourages all employees, not just new man- agers, to seek advice from their peers and says that throughout his career, people have always been willing to help once he took the initiative to ask. “People won’t come to you and tell you that they are willing to help. You have to seek it,” he says. SW “People won’t come to you and tell you that they are willing to help. You have to seek it.” — Mark Lamie Lamie encourages all employees to seek advice from their peers throughout their careers, even when checking a shipment.