Feed Lot

AUG 2017

Feedlots and cow/calf operations in the beef industry who feed 500 or more has annually on grains and concentrates; maintain 500 or more beef cows; backgrounder, stocker/grower, preconditioner; veterinarian, nutritionist, consultant

Issue link: http://feedlotmagazine.epubxp.com/i/856573

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Page 24 of 31

FEED•LOT  August 2017 25 ADVANTAGE ADVERTISING Gearn Modular Steam Flaking Systems • Exclusive Modular Mill design reduces field construction time and overall costs. • Low cost alternative to conventional steam flake facility construction. • Pre-wired and plumbed at the factory. • Includes MCC, Boiler System, Flaking Mills, Steam Chests, Leg and Scalper. • All optional features available • Turn-key installation provided by our experienced millwright team. • 18x36, 24x36, 24x48 and 24x56 mill sizes available. Gearn inc. 3375 US Hwy 60, Hereford, TX 79045 T: 806-357-222, Fax: 806-357-2224, E-mail: sales@gearn.com Web: www.gearn.com "Quality cattle Handling equipment" Garden City, KS 1-800-426-9626 Fremont, NE 1-402-721-7604 www.cattlechutes.com Dirks Earthmoving Precision land Forming • Livestock Pen Shaping • Lagoon Construction • Conservation Practices • Laser Equipped Site Preparation Call Richard Dirks Toll Free 1-877-872-3057 cell: 620-872-1793 dirksearthmoving.com b e no argument as to what actually happened. Give brief and concise details of what they did and how they should have done it differently. Make it a short conversation that is focused solely on this situation, their need for change, the effect that it has on their coworkers, your time, your priorities and the overall productivity of the operation. Don't accept any blame they try to place on anyone else. Let them know you will hold those people accountable as well, but they must accept full responsibility for their actions, at- titudes and behaviors. If this initial documented con- versation does not get the desired results, take it to the next level with clear expectations for change— i.e. the specific behaviors or ac- tions they need to modify. Detail the steps they must take, and let them know that you will be moni- toring their behavior for the next seven days. At the end of those sev- en days you will have another very brief conversation about their progress. If at any time they do not meet expectations, follow your Employee Handbook Policies to the letter. If they meet expecta- tions, then plan another meeting for 7 days later. If during that week they meet expectations, then plan one more week for a follow up. It is essential to monitor their behav- ior for a total of 21 days in a row because that is how long it takes to re-wire the brain with a new be- havior. Throughout this monitor- ing, use the phrase, "…you're under the microscope on this…. " as a way to help them understand the significance of this process. D ifficult people frustrate man- agers, discourage coworkers, make the workplace more haz- ardous and increase production costs. The more effectively we deal with them in a timely manner, the more we reduce these negative i mpacts on everyone involved. Don Tyler is founder of Tyler & Associates Management Coaching and President of Good Day's Work LLC, which provides ag-specific safety training. He can be reached at don@gooddayswork.ag or by calling 765-490-0353. FL Difficult Employees... from previous page

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