Feed Lot

NOV 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/896299

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Page 24 of 31

FEED•LOT  November 2017 25 ADVANTAGE ADVERTISING • Hydraulic Chutes • Tubs & Alleys (Fixed & Hydraulics) • Reconditioned Chutes • Truck & Stock Trailer Loadouts Trojan livestock equipment co., inc. 1-580-772-1849 www.trojanchutes.com Weatherford, OK 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 Many ag operations have grown significantly during the last several years, and as this growth has oc- curred they have experienced chal- lenges in developing the desired level of cooperation and collabo- ration among their increasing num- ber of supervisors. When this growth is managed correctly it can be a great experience for the indi- vidual supervisors as well as the productivity and profitability of the entire business. The development of supervisors is an ongoing process, helping them develop the skills and techniques required to balance their daily pro- duction duties with employee man- agement. Quite often, the leadership of the feedlot tries to do all this de- velopment themselves. Sometimes this works well, but often the re- sults are significantly less than ide- al. For best results, the most effec- tive leaders establish a framework for development that includes su- pervisors helping supervisors. During one supervisor's meeting I witnessed great cooperation and collaboration in action. None of the owners or upper managers were in this meeting. I was there to help fa- cilitate the discussion, but soon found that these supervisors didn't need much assistance. One of the 9 supervisors in this group had been having some productivity and reliability issues with his staff. His department provided services that the others needed and because he was having challenges, so were the other supervisors. Instead of each supervisor going around the table and listing their personal grievances with his man- agement ability, they systematically shared how his department's per- formance affected the performance of their people. They offered SUPERVISOR COLLABORATION AND COOPERATION MANAGEMENT By Don Tyler u

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