Soft skills the new yield standard

As we enter Q2 with a refreshed and rejuvenated mindset, I am reflecting on Q1 and the number of conversations had around skills needed from the future food and agriculture workforce. For decades, technical proficiency was the sole benchmark for new entrants. While a degree indeed provides a solid foundation, employers are locked in more than ever on an increased need for soft skills.

What the workforce needs from us: Bringing altruistic leadership to life

In an industry where employers are often focused on workforce readiness, productivity, and performance outcomes, it is equally important to ask: What does our workforce need from us? Today’s emerging professionals are seeking more than supervision; they are looking for purpose-driven leaders who are invested in their development, who create environments of psychological safety, and who understand that innovation thrives where people feel seen, supported, and valued.

The power of one

As we move forward with our “Growing with Intention” strategic plan, this sentiment serves as the heartbeat of our mission. In the food and agriculture industry, we often talk about “infrastructure,” the systems and technology that move our food from farm to table. But the most critical infrastructure we have is our people.

Cultivating intentionality: Announcing our new board of directors

Entering my second year as executive director, our first order of business was to assemble a leadership team capable of navigating the complexities of our industry and driving meaningful change. We believe that the future of food and agriculture depends on intentionality, the deliberate choice to broaden, connect, and support the next generation of talent.

The growing gap: Forecasting the food and agriculture workforce

The food and agriculture sector is facing a critical workforce supply-demand imbalance, largely driven by limited enrollment in relevant college programs. Current forecasts suggest a significant deficit of graduates, emphasizing the urgent need for strategic intervention across the industry.

Leading with purpose and pausing for breath

Many of us are drawn to Together We Grow because our mission isn’t just a job, it’s a calling. This passion fuels us, driving those late nights and early mornings. But this same intense commitment is a double-edged sword. It can lead to burnout if we don’t actively make space for recovery and reflection. True leadership isn’t just about driving forward; it’s also about knowing when to step back and let your work and yourself breathe.

A conversation with Frankie’s Corner Little Thoroughbred Crusade

I had the distinct pleasure last month of connecting with Jermo Reese, founder of Frankie’s Corner Little Thoroughbred Crusade (FCLTC). Jermo shared his journey growing up in Lexington, Kentucky, working alongside his grandfather, Francis “Frank” Wilson, on a local thoroughbred farm.

From fields to fame: Why celebrities and athletes are turning towards agriculture

In recent news, more celebrities and athletes are investing their time, voice, and resources into food and agriculture. From professional athletes supporting regenerative farming to entertainers launching plant-based food companies, there is a clear shift: agriculture is no longer viewed solely as a rural or background industry.

The Johari Window: A tool to cultivate stronger organizational cultures and communication

In a sector as essential and evolving as food and agriculture, creating spaces where people feel seen, valued, and supported is no longer a “nice to have,” it’s a competitive necessity. That’s where the Johari Window can offer powerful insights.

The intentionality of ERGs in food and agriculture

In today’s rapidly evolving workforce, people remain our greatest asset. But talent alone isn’t enough. As organizations across the food and agriculture industry look to remain competitive, it’s critical to remember a fundamental human need: safety and belonging. The modern workplace must do more than simply employ; it must empower. And that’s where employee resource groups (ERGs) and business resource groups (BRGs) come in.