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Think Agri Real Insights
Season 2 – August 2021
[/fusion_text][fusion_accordion type=”” boxed_mode=”” border_size=”1″ border_color=”” background_color=”” hover_color=”” divider_line=”” title_font_size=”” icon_size=”” icon_color=”” icon_boxed_mode=”” icon_box_color=”” icon_alignment=”” toggle_hover_accent_color=”” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” class=”” id=””][fusion_toggle title=”Introduction” open=”no” class=”” id=””]
Introduction
It’s great to be back. Who would have thought that we would be still navigating our way through COVID uncertainty, almost a year after the last TARI instalment? Luckily TARI members are experts at managing uncertainty and the skills we use in our farming worlds can help us manage the uncertainty that the COVID layer adds.
In this episode of Think Agri REAL Insights:
- Topic 1 summarises the timeless traits of strong farm financial performance revealed in more than twenty years of evidence. The intention of this article is to help you focus on the things that matter.
- Topic 2 reframes some critical “people” questions. Sometimes, what we think is a technical problem on the farm is actually a people problem that requires awareness as a first step before acceptance and action. This is especially true when working with family.
- Topic 3 puts the magnifying glass on attitudes to spending. The first step to being truly profit focussed is to understand our money habits.
There are some suggestions for action for those who want to go that one step further.
The TARI platform looks a bit different to last year. Let us know what’s working for you and what we can do better. Kate and Tyler Nelson asked that the audio be a continuous stream for an entire episode, and we have added that option in. Keep the suggestions coming.
Stay well, farm well.
Kate.
[/fusion_toggle][fusion_toggle title=”Topic 1 – Have You Cracked the Code to Your Profit Journey?” open=”no” class=”” id=””]
Introduction
I don’t know about you, but I’ve found myself doing a lot of doing lately. Or, I’m thinking about all the things not yet done, so I just keep on doing. Does that sound familiar?
As I tidied up my accounts at the end of the financial year, I stopped doing for a bit and started noticing and observing. I noticed where my money came from and what was important for profit. I noticed what had changed or stayed the same over the six years we’ve been operating. It was a good exercise.
It got me thinking. Maybe it wouldn’t hurt if I share what the evidence says about the common traits of consistently profitable farm businesses. Some of the answers may surprise you and some I’m sure, you will have well in hand.
What the data tells us?
Good performance relative to seasonal potential occurs through managing the downside in poor circumstances and capturing the upside in favourable circumstances.
Published studies are clear that the biggest factor impacting profitability is the unique characteristics within each business. We call this the Farm Effect. Despite the Farm Effect, the common trait of success is to be better at all three of productivity, profit and people.
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| Most important (Obsess about these) | Less important (Agonise less about these) |
|---|---|
| CROPS | |
| Agronomically sound land use | Farming system or enterprise mix* |
| Production Efficiency – kg per ha per mm of rainfall | Rainfall differences between farms in the same season |
| Unique characteristics of farm and business (The Farm Effect) | Cropping intensity (% of farmland under crop) |
| Timely operations | |
| PEOPLE | |
| Astute, timely and flexible decision-making and action despite uncertainty | Hours worked |
| Spend more time on strategy, planning, management and research | |
| Motivated and accept responsibility for decisions | |
| Relationship managers and socially apt | |
| Keen formal and informal learners | |
| MONEY | |
| Use people, machinery and capital efficiently | Scale; Farm size |
| Fixed and variable cost awareness and management | Commodity price* |
| Liquidity (cash reserves) | |
| Robust business that can handle shocks – drought, price crash, frost events | |
| *Rainfall received and commodity price influenced returns between years, but do not explain the differences in returns between farms. No subscript indicates all studies made this attribution |
A Voght S )http://grainproducerssa.com.au/uploads/media/SESSION_2_-_Grains_-_Simon_Vogt__Rural_Directions.pdf
B Kingwell, et al., 2013 https://nccarf.edu.au/broadacre-farmers-adapting-changing-climate/
C Graetzet al 2018 S https://www.mla.com.au/contentassets/49579f2874944d76b3fa8b74022f3aef/l.mxf.0001_final_report.pdf
D Doudle S, et al 2009 Farmer’s capacity to adapt to climate change—SA case studies. Agricultural Science 21 , 13–19
E Bryant, 2016; https://grdc.com.au/resources-and-publications/grdc-update-papers/tab-content/grdc-update-papers/2016/09/what-is-driving-my-profitability
F Beever and McCarthy 2004 Business health indicators for professional farmers Farm 500
G Malcolm, 2010 Pursuing growth without regret in risky crop farming
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In simple terms, its critical to focus on all three of:
Crops (and other things) – by being highly productive.
Money – by being profit focused and knowing your business.
People – by being passionate, motivated and effective.
Thanks to the Farm Effect, each business can manage the downside and capture the upside through its own combination of crops, people and money.
[fusion_imageframe image_id=”1320|medium” max_width=”” sticky_max_width=”” style_type=”” blur=”” stylecolor=”” hover_type=”none” bordersize=”” bordercolor=”” borderradius=”” align_medium=”none” align_small=”none” align=”none” margin_top=”” margin_right=”” margin_bottom=”” margin_left=”” lightbox=”no” gallery_id=”” lightbox_image=”” lightbox_image_id=”” alt=”” link=”” linktarget=”_self” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” sticky_display=”normal,sticky” class=”” id=”” animation_type=”” animation_direction=”left” animation_speed=”0.3″ animation_offset=”” filter_hue=”0″ filter_saturation=”100″ filter_brightness=”100″ filter_contrast=”100″ filter_invert=”0″ filter_sepia=”0″ filter_opacity=”100″ filter_blur=”0″ filter_hue_hover=”0″ filter_saturation_hover=”100″ filter_brightness_hover=”100″ filter_contrast_hover=”100″ filter_invert_hover=”0″ filter_sepia_hover=”0″ filter_opacity_hover=”100″ filter_blur_hover=”0″]https://www.thinkagri.com.au/wp-content/uploads/2020/08/Case-for-CPMY-e1625318159818-300×289.png[/fusion_imageframe]
The evidence-based logic joining the dots between crops people and money is this:
- Returns are driven by profit
- Profit is driven by maximising revenue and minimising cost of production at the business level and the enterprise level
- Revenue is driven by productivity and price contributes but does not drive it
- Cost of production consists of a business existence cost (fixed costs) and business running costs (variable or operating costs)
- Capable people in the driver’s seat with hands on the steering wheel make decisions that contribute towards or take away from profit
- The individual and collective wellbeing of the farm business team influences the quality of decisions and the ability to perform under pressure.
Just as critical is what isn’t as important. Commodity price, farm size, enterprise mix and cropping intensity, rainfall variation within a district and hours worked were all far less critical than astute decision making and organisation, understanding and managing both fixed and variable costs and optimising production.
Prefer to listen? You can find the audio of this topic below.
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[/fusion_toggle][fusion_toggle title=”Topic 1 – Suggestions for Action” open=”no” class=”” id=””]
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Which if any of these factors surprise you?
What do you think you’re doing well?
Crunch some numbers or get help to do so to see what your profit journey looks like.
What drives your productivity, and profitability?
[/fusion_toggle][fusion_toggle title=”Topic 2 – Awareness is the Magic Ingredient for Better People Dynamics” open=”no” class=”” id=””]
Introduction
The evidence has spoken. We can’t ignore the people component of business. It’s one of three core pillars of Excellent Farming. It’s profitable to prioritise managing ourselves and others to the same extent that we prioritise managing our farm crop and livestock productivity and our finances.
It’s very easy to focus solely on farm operations and skip over the people stuff especially when it’s tied up with family dynamics.
This set of questions will help you think more clearly about the people dynamics in your business and how those dynamics impact on the productivity and profit components of the business.
Ten questions about you?
- What excites you about farming with the family?
- What worries you about farming with the family?
- When are you at your best in the farm workplace?
- When are you at your worst?
- What strengths do you bring to the farm workplace?
- What personal challenges that impact on your work do you need to address?
- How can you add value to the business by complementing the strengths of others?
- What solutions can you implement to manage your part in the farming family dynamic?
- What if anything would you like to change about your behaviour?
- How well do you manage yourself in difficult times?
Five questions about your farm team and you?
- What excites others in the team?
- What worries others in the team?
- What do they tell you about you , your role and your impact?
- What do they tell you about when you are at your best?
- How does the team look now compared to five years ago?
Ten questions about the team and its function?
- What strengths do each individual and couple bring to the team?
- What strengths do the team exhibit as a whole?
- What capacity gaps do you see in the team?
- Are roles and responsibilities clear?
- Do roles and responsibilities work to team strengths?
- How would you describe the team function: highly functional, just functional, dysfunctional?
- How nice are you to each other and how are mistakes managed?
- What current ways of operating are helpful to keep?
- What new ways of working could be useful to introduce?
- How effective is the team at getting the profit-making work done: on time, cost effectively and harmoniously?
Five questions about working with family
- How does farming together impact positively on family relationships?
- How does farming together challenge family relationships?
- What boundaries do you need to manage family and work relationships?
- How similar or different are the values systems of different families?
- How can these differences be managed so they have minimal impact on family or work?
Prefer to listen? You can find the audio of this topic below.
[fusion_audio src=”https://www.thinkagri.com.au/wp-content/uploads/2021/08/TARI_S2E7T2_Final.mp3″ loop=”off” autoplay=”off” preload=”none” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” class=”” id=”” background_color=”” controls_color_scheme=”” progress_color=”” max_width=”” border_size=”” border_color=”” border_radius_top_left=”” border_radius_top_right=”” border_radius_bottom_right=”” border_radius_bottom_left=”” box_shadow=”no” box_shadow_vertical=”” box_shadow_horizontal=”” box_shadow_blur=”0″ box_shadow_spread=”0″ box_shadow_color=”” animation_type=”” animation_direction=”left” animation_speed=”0.3″ animation_offset=””][/fusion_audio]
[/fusion_toggle][fusion_toggle title=”Topic 2 – Suggestions for Action” open=”no” class=”” id=””]
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What actions can you take to capitalise on the insights gained from reflecting upon these questions? The framework below might help sift through the thoughts and feelings to create a list of actions.
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| What am I now aware of? | How do I feel about that? | What can I do? What do I need to accept? What action can I take? |
|
|---|---|---|---|
| You | |||
| Your team and you | |||
| The team function | |||
| Working with family |
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I’d encourage you to get the other members of your team to do the same, then compare notes. Are there common themes showing up or do you see things differently?
[/fusion_toggle][fusion_toggle title=”Topic 3 – How Useful is Your Spending?” open=”no” class=”” id=””]
Introduction
I bet many of you who have kids try to influence how they spend their money, either by example or buying them The Barefoot Investor, the principles of which apply equally to farming. Use debt productively and have savings to draw on in an emergency. Only spend on treats if there is enough money in the treat account. Have a budget and monitor your spending against it. Use concessions astutely and negotiate on bank fees, lending rates and advisory fees.
Useful spending in general, contributes to annual profits, grows the net worth of the business and individuals and enables the achievement of important personal objectives.
It seems obvious. You only have access to a certain amount of capital, and it’s a constant juggle of spending it here or there and getting a return from those spends. If it’s misallocated, you won’t see it again. It’s what you do with the money that counts.
Useful spending is a combination of.
Here we provide some tools for you to assess the usefulness of your spending by evaluating attitude, awareness and actions.
[fusion_imageframe image_id=”1443|medium” max_width=”” sticky_max_width=”” style_type=”” blur=”” stylecolor=”” hover_type=”none” bordersize=”” bordercolor=”” borderradius=”” align_medium=”none” align_small=”none” align=”none” margin_top=”” margin_right=”” margin_bottom=”” margin_left=”” lightbox=”no” gallery_id=”” lightbox_image=”” lightbox_image_id=”” alt=”” link=”” linktarget=”_self” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” sticky_display=”normal,sticky” class=”” id=”” animation_type=”” animation_direction=”left” animation_speed=”0.3″ animation_offset=”” filter_hue=”0″ filter_saturation=”100″ filter_brightness=”100″ filter_contrast=”100″ filter_invert=”0″ filter_sepia=”0″ filter_opacity=”100″ filter_blur=”0″ filter_hue_hover=”0″ filter_saturation_hover=”100″ filter_brightness_hover=”100″ filter_contrast_hover=”100″ filter_invert_hover=”0″ filter_sepia_hover=”0″ filter_opacity_hover=”100″ filter_blur_hover=”0″]https://www.thinkagri.com.au/wp-content/uploads/2021/08/relate2others-300×288.png[/fusion_imageframe]
Attitude
As my friend and mentor Pete Cook says, we are all a bit funny about money. Through a combination of personality type, upbringing and experience, you have some overall relationship with money and a bias, subconscious or otherwise, on what you think is important when it comes to spending. This attitude ranges from careless to careful with considered somewhere in between. Useful spending is more likely when a considered attitude can be fostered.
Careless spenders are flashy and prone to overspending.
Considered spenders have mastered the art of flexi-spending. They are not afraid to spend when needed or tighten the belt when cash is scarce.
Careful spenders are frugal and prone to underspending.
Awareness
This means how well you know your financial position in terms of cash flow, profit and loss, actuals and forecasts and balance sheet.
There are three levels of awareness
Obsessed. On top of every detail of the business and maybe obsessed with benchmarks or driven by a non-profit motivation such as tax management.
Oblivious. Have no idea, leave it to the bookkeeper, accountant or partner.
On the money. Well versed in the detail to make informed decisions but not obsessed. Full understanding of the true profit drivers of the business.
The odds of useful spending are elevated when businesses are on the money.
Action
Three actions can swing the pendulum toward useful spending.
Action 1 is committing to make money monitoring a priority.
Your financial records are data that can provide shortcuts to profit and ultimately to wealth. Make time to do the work when it comes to recording and reporting. Financial reporting has come a long way. It takes two minutes to generate an actual budget for cashflow and profit and loss, if records are up to date.
Action 2 is choosing your attitude and awareness.
Choose to become a flexi-spender! Know when to spend it, and when to stash it. There will be times when it makes sense to spend when you don’t want to and hold back when you want to spend. In 2011, with a full moisture profile but lean rainfall, it was hard to spend it, but those who did invest in nitrogen were well rewarded. This current season could be another example of the need to switch mindsets in order to create and protect yield potential.
You can choose to be on the money and aware of your financial position. Choosing to be aware is the first step to taking responsibility for your farm business financial health.
The third vital action is to continue the effort to keep spending useful. We go in fits and spurts when it comes to money monitoring. It’s a bit like exercise. Small, continued efforts each month have far greater impact than four days of 10 km jogs and 361 days of nothing.
Prefer to listen? You can find the audio of this topic below.
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[/fusion_toggle][fusion_toggle title=”Topic 3 – Suggestions for Action” open=”no” class=”” id=””]
Do an audit of your attitude, awareness and actions when it comes to useful spending?
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The full audio file with all topics and suggested actions can be accessed here or via your own private link to your favourite podcast player (this has been emailed through to you).
Looking for individual topics? You can find these in each tab above.
Any queries please don’t hesitate to contact us.
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