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Author: Hannah Williams

April 2019 Management Minute

Posted on by Hannah Williams

“Leadership Styles”
By: Justin Waggoner

The most commonly recognized leadership styles are authoritarian, democratic and laissez-faire. However, there may be seven to twelve different leadership styles that include styles such as transformational, transactional, servant, charismatic, and situational. Although some of these leadership styles are unique, there is also some degree of similarities or overlap as well and in some cases, a leader may change their leadership styles to fit the situation (situational). The concept of situational leadership was first recognized by Paul Hersey and Ken Blanchard (author of the “One Minute Manager”). They recognized that successful leaders often adapted their leadership style or styles to the individual or group they were leading. Collectively these different leadership styles remind us that leadership is complicated and we still have a lot to learn about leadership. For more information, contact Justin Waggoner at jwaggon@ksu.edu.

March 2019 Management Minute

Posted on by Hannah Williams

“Leadership”

By: Justin Waggoner, Ph.D., Beef Systems Specialist

What is leadership? And what makes a leader effective? The term leadership is simply defined as “the action of leading a group of people or an organization” or the “ability to lead other people.” History has given us a number of examples of excellent leaders who have motivated groups or organizations to accomplish tremendous acts against overwhelming odds. Pick one. Any leader of your choice. What made this individual a great leader? Could we concisely come up with a list of traits or characteristics that made this individual an excellent leader? Now pick another. Do your two leaders have anything in common? What made these leaders effective? Although leadership has been the focus of tremendous study and numerous books, we still do not understand it. However, I would contend that the one thing all great leaders share is that they helped those they were leading get better and accomplish bigger things than those individuals thought was possible. As a leader, “What are you doing to help your people get better at what they do?”

For more information, contact Justin Waggoner at jwaggon@ksu.edu.

March 2019 Feedlot Facts

Posted on by Hannah Williams

“The Basics of Mineral Nutrition”

By: Justin Waggoner, Ph.D., Beef Systems Specialist

Beef cattle producers recognize that mineral nutrition is important. However, a mineral program is only one component of an operation’s nutrition and management plan. An exceptional mineral program will not compensate for deficiencies in energy, protein or management. Additionally, the classic signs associated with clinical deficiency (wasting, hair loss, discoloration of hair coat, diarrhea, bone abnormalities, etc.) are not often or are rarely observed in production settings. The production and economic losses attributed to mineral nutrition in many situations are the result of sub-clinical deficiencies, toxicities and antagonisms between minerals which are often less obvious (reduced immune function, vaccine response, and sub-optimal fertility). The figure below, adapted from Wikse (1992), illustrates the effect of trace mineral deficiency on health and performance and the margin between adequate mineral status and clinical deficiency.

Seventeen minerals are required in the diets of beef cattle. However, no requirements have been established for several minerals that are considered essential (Chlorine, Chromium, Molybdenum, and Nickel). Minerals may be broken down into two categories. 1. The macrominerals whose requirements are expressed as a percent of the total diet (calcium, phosphorous, magnesium, potassium, sodium, chlorine and sulfur). 2. The microminerals or trace minerals (required in trace amounts) whose requirements are expressed as parts per million (ppm) or milligrams per kilogram of dry matter consumed (chromium, cobalt, copper, iodine, iron, manganese, molybdenum, nickel, selenium and zinc).

Mineral status of an animal is a function of the total diet (both water and feed) and stored mineral reserves within the body. Water may be a substantial source of minerals; however, the variation in water consumption makes estimating the contribution of mineral from water sources difficult. Mineral content of forages is influenced by several factors including plant species, soil, maturity, and growing conditions. These factors, and others not mentioned, makes estimating the dietary mineral content of grazing cattle challenging. Most commercial mineral supplements are formulated to meet or exceed the requirements for a given stage of production. This ensures that deficiencies are unlikely, but providing supra-optimal levels of minerals may be unnecessary unless specific production problems exist. A mineral program does not have to be complex or expensive to be successful.

For more information, contact Justin Waggoner at jwaggon@ksu.edu.

February 2019 Management Minute

Posted on by Hannah Williams

“Corporate Culture”

By: Justin Waggoner, Ph.D., Beef Systems Specialist

Corporate or organizational culture is one of “buzzwords” in today’s business community. Although it is not a new term by any means (originating in the 1960s), it has undoubtedly received more attention, as tech giants have created unconventional employee centered environments. So what does corporate or organizational culture mean, and what is the role of a leader or manager in an organization’s culture? Many different sources define corporate culture as the shared beliefs, values, standards, systems, policies and perceptions held by employees. Informally the culture of company may be characterized by asking the company’s employees a few questions. What words best describe the organization? What behaviors or efforts are rewarded? What is the company’s No. 1 priority? In some cases, two very different cultures may exist within an organization: a formal corporate culture, i.e. mission statements, core values statements and an informal corporate culture (views of the employees). Corporate culture is generally thought of as progressing from the top down, where leadership initiates and stewards the corporate culture by hiring and promoting individuals who represent/embrace the corporate culture. More importantly, managers and leaders must model the corporate culture in their interactions with both customers and employees. Corporate culture may be healthy or unhealthy. Is the culture of your organization positively contributing to the business? As a manager, does the corporate culture align with your values and beliefs? Are you incentivizing and rewarding employees for doing the right thing?

For more information, contact Justin Waggoner at jwaggon@ksu.edu

February 2019 Feedlot Facts

Posted on by Hannah Williams

“Body Condition Scoring: A Herd Management Tool”

By: Justin Waggoner, Ph.D., Beef Systems Specialist

Body condition scoring is one of the most valuable management tools at the disposal of the cattle manager. This one number gives producers a direct indication of an individual cow’s previous plane of nutrition and future reproductive capability. Although the individual body condition scores are important, we don’t necessarily manage individual cows, we manage groups of cows. Thus, it is important for us to look beyond the individual scores and look at the distribution of body condition scores within the herd. If we have a herd (Herd 1) with an average body condition score of 5 that is essentially characterized by the classic bell curve, with a few thin cows (3.5’s), the bulk of cows in the middle (4’s and 5’s) and few over-conditioned cows (7’s) everything is good. Alternatively, we could have a herd (Herd 2) with an average body condition score of 5 that is essentially the result of a few thin cows (3’s) and some over conditioned cows (6’s and 7’s).

Body condition scoring also has more value when it is done on the same group of cows at multiple times during the production year. If Herd 2 was scored at calving and had been previously scored at weaning and had an essentially normal distribution (similar to Herd 1), we need to ask ourselves what happened. Did we change anything? Although these examples are somewhat extreme, they illustrate that we have to look beyond the individual body condition scores of cows at one point during the production year to get the most of body condition scoring.

K-State has several resources on body condition scoring available on the web that may be accessed at https://www.asi.k-state.edu/research-and-extension/beef/feedandwater.html, including the quick reference guide to body condition scoring shown below.

For more information, contact Justin Waggoner at jwaggon@ksu.edu.

 

January 2019 Management Minute

Posted on by Hannah Williams

“What’s Your Mission?”

By: Justin Waggoner, Ph.D., Beef Systems Specialist

Have you ever given any thought to what your organization, farm, feedlot or operation is really about? Do you have a mission statement, a set of core values that you believe your organization or operation embodies? Previously, I used to think that mission statements and core value statements were idealistic and a waste of thought. However, my attitude has changed. These statements provide the organization with a foundation, a clear objective that serves to guide the organization as it makes decisions that hopefully move the organization forward into the future. Regardless of the size of the enterprise, putting some thought into what an organization or business is really about has value. These statements do not have to be long or dramatic. I recently visited a family livestock operation in which the sign on the front lawn (along a major highway) simply said “Our Family Feeding Yours.” This simple statement tells everyone that drives by that this is a family operation that is foremost engaged in the process of sustaining not only themselves but other people. So challenge yourself a bit and ask yourself, “Why do you (or your business) do what you do?” What is your mission?

For more information, contact Justin Waggoner at jwaggon@ksu.edu.

January 2019 Feedlot Facts

Posted on by Hannah Williams

“Supplementing Cows During Cold Weather”

By: Justin Waggoner, Ph.D., Beef Systems Specialist

The New Year often brings with it some of the coldest months of the year. Most cattle producers know and appreciate that cold weather increases nutrient requirements. However, the real question is what should producers feed or supplement when the wind blows and the mercury barely registers on the thermometer. Cattle are most comfortable within the thermonuetral zone when temperatures are neither too warm nor cold. During the winter months cattle experience cold stress anytime the effective ambient temperature, which takes into account wind chill, humidity, etc., drops below the lower critical temperature. The lower critical temperature is influenced by both environmental and animal factors including hair coat and tissue insulation (body condition). The table below lists the estimated lower critical temperatures of cattle in good body condition with different hair coats. In wet conditions cattle can begin experiencing cold stress at 59°F, which would be a relatively mild winter day. However, if cattle have time to develop a sufficient winter coat the estimated lower critical temperature under dry conditions is 18°F.

Cold stress increases maintenance energy requirements but does not impact protein, mineral or vitamin requirements. The general rule of thumb (for a cow in good body condition, BCS = 5 or greater) is to increase the energy density of the ration by 1% for each degree (Fahrenheit) below the lower critical temperature. The classic response to cold stress in confinement situations is an increase in voluntary intake. However, it has been documented that grazing beef cows may spend less time grazing as temperatures decline below freezing, which reduces forage intake, and makes the challenge of meeting the cow’s nutrient requirements even greater. In many cases, feeding a greater amount of low-quality hay will replace grazed forages but may not provide sufficient energy. Therefore providing additional energy by feeding a relatively higher-quality hay or fiber-based supplement (DDGS, Corn gluten feed, or Soybean Hulls) may be required. If fiber-based energy sources are not available, small amounts (2-3 lbs) starch-based concentrates may also be used as energy supplements.

For more information, contact Justin Waggoner at jwaggon@ksu.edu.

December 2018 Management Minute

Posted on by Hannah Williams

“Reflection with a Purpose”

By: Justin Waggoner, Ph.D., Beef Systems Specialist

Although it does not seem possible, the New Year will soon be upon us. This is a great time for individuals and organizations to reflect back on the events of the past 12 months. However, the value of reflection dramatically increases if it is used as a tool to evaluate not only where you or the organization has been but also where it is headed in the future. A few basic questions can be used to guide the process of “Reflecting with a Purpose”

What did you or the business succeed at?
What were your failures?
What was learned from those successes and failures?
What would you like to do more of or what generated positive outcomes for the organization?
What should you stop doing?

For more information, contact Justin Waggoner at jwaggon@ksu.edu.

November 2018 Management Minute

Posted on by Hannah Williams

“Winter Safety in the Workplace”

By: Justin Waggoner, Ph.D., Beef Systems Specialist

Winter will be upon us shortly and many agricultural workers work in the elements, which brings a new set of seasonal workplace hazards. Falls, slips and trips are one of the most common causes of workplace injuries (U.S. Bureau of Labor Statistics, 2017). Although falls and slips can occur anytime, extra precautions are required during the winter months. Hypothermia is real, especially for those who work in the elements. Safety experts suggest that clothing should be layered to retain body heat. However, how and what type of layers those clothes are made of is important. At least three layers is recommended; cotton or other breathable synthetic fiber should be the first or base layer. Wool or down is suggested for the middle layer, and the third or outer layer should be comprised of material that will block the wind (nylon outer shell found on many ski-jackets etc). Portable heaters are often used as heat sources in many shops and barns. Portable heaters are one of the most common causes of carbon monoxide poisoning and fires. If heaters are used in confined spaces, keep in mind that ventilation is required to avoid carbon monoxide poisoning. Additionally, the areas where heaters are used should be checked for combustible materials.

For more information, contact Justin Waggoner at jwaggon@ksu.edu.

October 2018 Management Minute

Posted on by Hannah Williams

“Preferred Employer”

By: Justin Waggoner, Ph.D., Beef Systems Specialist

If only 70% of our cows settle in a given breeding season, and we need to cull the other 30% for infertility, how much selection pressure can we implement based on other production traits such as weaning weight, marbling, calf feedlot performance, or any number of other valuable traits? Zero. But if you have a 90 or 95% weaned calf crop, you can cull cows based on production traits of interest and make substantial improvements in your genetics.

The same is true for your workplace. If you have the kind of workplace people are looking to leave when the next opportunity arises, good employees with ability, intelligence, and ambition are going to grab the next bus out of town for better pay, better working conditions, or simply a better growth and career opportunity. What you are stuck with are the people who cannot leave because no one will have them.

The goal of any progressive organization should be to be the preferred employer in the region or in the industry. That employer will attract the best and brightest people around who want opportunity and want to work in a positive environment. Word will travel through your satisfied team members who will want to bring in more likeminded individuals to be on their team.

Assess your workplace and your people. Are you consistently attracting high-quality personnel or are you chronically trying to fill empty positions vacated by young, talented people with potential? Do your people give 110% because they love what they do and whom they work with, or is there a mad rush for the door at 5? Self-assessment plus vulnerability creates opportunities for growth. But without one or the other, you will be stuck in a quagmire of your own making.

For more information, contact Justin Waggoner at jwaggon@ksu.edu