REASONS FOR OPTIMISM IN AGRICULTURE — GROWING YOUR MORALE
Laurie A. Richards
President, Richards Associates
Everyday, in the dining room
where I grew up, you will see my father pacing back and forth. "Is it
going to rain? Boy, I hope it rains." "Is the wind going to blow? Boy,
I hope the wind blows." "If it does rain, will it make an difference?
Or is it too late?"
Dad is a farmer. And like most
of the farmers today, his morale is hurting. He's worried about the state
of agriculture, he's worried about market prices, the weather, input prices,
whether or not he'll be able to farm yet another year, and who will take
care of the farm when he's gone.
The bad news is that many of
the things he's worried about, he can't control, such as weather, market
prices, even input costs. The good news is that there are some things
we can do to grow morale in our industry. There are no barriers to the
opportunities ahead of us. The ability to manage our own morale is ours
alone. We can take advantage of the opportunities we missed in agriculture
and grow our morale in the industry.
Morale is defined in Webster's
Dictionary as: Emotional or mental condition, as of cheerfulness,
with respect to work or duty.
In a recent survey of farmers,
100 percent of the respondents from 13 states named at least two of the
top three as issues that negatively affect their morale: market prices,
weather, and input prices. The survey, conducted by Richards Associates
and underwritten by RWA Financial Services, also showed attitude and the
government as top issues that negatively affect morale.
When asked to rate their morale
on a scale of one to ten (ten being high), approximately 70 percent of
the farmers in the survey rated themselves seven or below. How does this
compare to the average American? According to research by the American
Foundation for Self-Esteem, two of every four Americans rate themselves
similarly.
Our morale follows a predictable
cycle, and how we respond is based on our position within that cycle.
Let's take a look at the predictability
of morale. The morale curve is a cycle identified by Dr. Walter Menninger.
In the late 50s President Kennedy applied a concept we're all familiar
with: "Give a man a fish, feed him for a day. Teach him how to fish,
feed him for a lifetime." President Kennedy called it the Peace
Corps.
Kennedy brought in a select
group of young people and encouraged them to be a part of a great new
program designed to "teach them how to fish." He sent them home to pack
their knapsacks and sent them out to the ends of the earth. About six
months later, the White House started getting letters from the recruits.
Some of these letters said, "This is the most fulfilling thing I've ever
done." While others wrote, "What in the world were you thinking, sending
me out here to this jungle!"
Kennedy was interested in the
phenomena that occurred. Why did some recruits see the experience as rewarding,
while others thought it literally suicidal? So he brought in Dr. Menninger
who, over the next ten years, identified the morale curve as a predictable
emotional cycle we go through.
The stage of arrival is the initial stage of an event - the honeymoon stage. The day you bought the new car; the day you met that special someone; the day the banker approved your loan. Morale is high. We're excited about opportunity, looking forward to new experiences. All is well.
Then, there is the point of engagement. This is when we realize that things are not as perfect as we hoped and our morale hits bottom. The car heater doesn't heat like we prefer; inputs are going to cost us more than we planned; the crop looks good, but market prices don't. During this stage we tend to get disgruntled, even angry. We may start blaming others for our place in life - the banker, the government, our spouse, our parents.
Until we decide to rise to the level of acceptance. In this stage we accept responsibility for our lives. Our morale is raised with the enlightenment that we are responsible for ourselves...that in every situation in life we can make one of three choices: accept things the way they are; change ourselves, our attitudes, our approaches, our reactions; or leave the situation. With that acceptance, we are empowered to strategically exercise choices that will result in the outcomes we're looking for.
Fourth is the stage of re-entry. This is when we decide whether we are living as an optimist or a pessimist. Do we consider a glass as half-full, or do we complain that it is half-empty?
Understanding where we are within this predictable cycle allows us to respond accordingly to bring ourselves up.
Consider the formula: E + R = O. The Event, plus my Response equals the Outcome.
Acknowledging that personal power - and accepting that as a personal responsibility - is a significant move toward personal morale management.
In an industry going through many technical and political changes, we see farmers, lenders, and industry representatives disgruntled, frustrated, blaming, and giving up. Instead, I encourage you to take personal responsibility for what you can change, accept the things you can't change, and, if necessary, remove yourself from the situation.
Here are some responses to consider in order to improve your morale.
There are four components to morale: a support system, perspective, outlook, and personal responsibility.
A strong support system is key to positive morale. Research shows that people that feel good about their jobs enjoy and respect the people with whom they work. High morale people also have supportive family and friends, perhaps a spiritual relationship to lean on. Know the difference between toxic people - those people that put you down and help keep you there - and non-toxic people - those friends that support you in achieving your goals. If you want high morale, you have to know the difference, you will want to surround yourself with non- toxic people, and avoid - or ignore - the toxic ones.
High morale people have a future-focused perspective. They don't rest on their laurels expecting that the industry will revert to "back when..." High morale people are consistently ask, "What can I do today to move me closer to my goals?" While they learn from the past, they focus on the future, recognizing that the industry is going to change with me or without me. High morale people have a plan. They have sat down with a financial planner and have determined what it's going to take to stay in business - even make a profit. They've set financial goals and have a strategic plan to meet those goals. Do you?
Do you see the glass as half-full - the eternal optimist, or half-empty - the pessimist? I submit to you that the only way the glass can be half full is to be half empty - the perspective of a realist. Some motivational gurus may lead you to believe that if you think positively, good things will come your way. Wishing is not going to increase market prices or make it rain. But, focusing on the reality of the situation without exaggerating the negative side may help give you a fairer perspective.
The most important component of morale is personal responsibility. Research identifies the number one cause of stress is a feeling of not having control. In fact, there are opportunities in agriculture where we need to exercise personal responsibility.
For instance, market prices. While you and I can neither set nor adequately predict market prices (no one can), we can take advantage of good prices when they present themselves. Consider, in 1997, December Chicago corn futures traded above $2.75 per bushel for 43 days (10 weeks and four trading days). November board soybeans traded above $7 for 71 days and Kansas City July wheat traded $4 and higher for 50 trading days. In 1998, corn traded 124 days over $2.75, soybeans 16 days above $7 and wheat 53 days over $4. In 1999, December corn future traded 51 days at or above $2.50, November soybeans traded 31 days above $6 and Kansas City July wheat 21 days above $3.50.
The prices have been there. Have you taken advantage of them? Or have you watched them while the optimist in you is rolling the dice, saying, "They'll go higher." Now, the pessimist in you is saying, "Just my luck, rotten prices." The realist, with a future perspective, exercising his personal responsibility, would be saying, "Let's take advantage of a fair price and use it to ensure that I can stay in business - even make a profit - for the future."
The bad news is that things are tough in every sector of the agricultural industry. Corporations are laying people off, Mother Nature has given farmers a beating. It's tough all over.
The good news is that there are things we can do to take care of ourselves in the industry. Research shows that farmers with the highest morale work on all four key components: strong support system, future perspective, realistic outlook, and exercise personal responsibility.
While not all of you in this audience are farmers, you all play a role in the success of American agriculture. Your morale matters. I encourage you - I challenge you to take a look at yourself. Surround yourself with a non- toxic support system. Focus on the future by asking yourself what you can do to reach your goals. See your situation for what it is - the good and the not so good - and start taking personal responsibility for your position in life and exercising the responsibility that will ensure your success.
Best of luck!
(The preceding paper was presented at a meeting of the Philadelphia Society for Promoting Agriculture on September 2, 1999.)
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