There are fewer farmers and larger farms. Seventy-five products are currently available in corn weed-control markets, and more are on the way. Farmers want better deals on supplies. Some want special service attention. Employees don't want to work past five o'clock. And the list goes on.

If you are a manager, director or president of an agriculture dealership, you have made these observations or have these issues. Uncertainty is the way of life in agribusiness today.

Leadership has not changed, but the context in which you, as an ag leader, operate has shifted dramatically. It's difficult just monitoring your business, so how will being a better leader make a difference? And how do you define leadership?

As a manager you develop plans, allocate resources, watch employees, control processes and try to prevent negative outcomes. As a leader you must create strategy, launch processes, enable people, reward their positive actions and promote profitable outcomes.

John Ketter of Harvard Business School says, “Leadership will help you distinguish these two fundamental skills: Recognize when each [skill] is called for, and develop your own, inherent leadership potential.”

First, let's clarify one thing, are leaders born or made? All leaders are born, which means they are human beings like you and me. Second, anyone can be a leader. All you need is an idea and someone to follow you, and you are a leader.

There are as many definitions of leadership as there are great leaders, but it really boils down to getting people to want to do what you think needs to be done. The best leadership model I have seen was uncovered and described by Barry Posner and Jim Kouzes in their book The Leadership Challenge.

Posner and Kouzes looked into the dynamic leadership processes of “real people” doing their personal bests and getting extraordinary things done in their organizations. These leaders engaged in five Leadership Practices:

• Challenge the process.
• Inspire a shared vision.
• Enable others to act
• Model the way.
• Encourage the heart.

Or CIE (pronounced see) Me Lead. Each of these leadership practices can be applied to your ag business.

Look for innovative ways to change, grow and improve your business. Start with yourself to seek meaningful challenges, then find and create meaningful challenges for your people. However, if your innovation is not unusual, it is not innovation.

Why write a vision? It keeps you focused on the two or three things that are important to you and your people. It is especially important when creating a vision to state who you are, what your business is about, what you want to do, where you want to go and what you want to be for your customers.

Call this enabling, delegating or empowering; this is not dumping work on others. The first step is to trust your people. One way to show this is to listen to their needs and interests. People listen more attentively to those who first listen to them. Educate and train your people so you are building competency and confidence.

Posner's and Kouzes' first law of leadership is, “If you don't believe in the messenger, you won't believe the message.” Find your voice by clarifying your personal values; tell your people what your beliefs are and act on them. How many times have you heard, “Walk the talk”? That's “modeling the way.”

As Ken Blanchard, the original One Minute Manager, says, “Catch someone doing something right!” Let's add, “Reward them creatively in public.” Tell them what you liked and tell others as well. The best way to encourage the heart is very simple: Try a sincere “thank you.” Keep track of your “thank yous” every day and don't worry — you will not say it too often.

In future articles I will expand on each of these leadership practices. In the meantime, my challenge to you is this…JUST DO IT.

Daniel Schwalbe is founder of The Schwalbe Group Alliance. Reach him at DASHPT@aol.com or visit his Web site, www.schwalbealliance.com.

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