horizons april 2012
DESCRIPTION
Horizons Magazine is published quarterly by the California Agricultural Leadership Foundation for alumni, donors, supporters and friends. Please visit http://www.agleaders.org for more information.TRANSCRIPT
h o r i z o n sCalifornia Agricultural Leadership Foundation Magazine
APRIL 2012
Successful Business Leadership – From Agriculture to Music
We grow leaders who make a difference.
BARBARA WIGHT
CHAIR MESSAGE >>
California Agricultural Leadership Foundation Magazine
April 2012 • www.agleaders.org
MAY2 Region 3 event and Class 41 presentation, UC Davis7-9 Class 41 seminar, Davis/Sacramento10-12 Class 42 seminar, SLO14 Class 43 phase one application due
JUNE4-6 Class 41 and Class 42 seminars, Pomona6 Class 41 Commencement6 Alumni Council meeting6 Education Team meeting6 CALF board of directors meeting
AUGUST4-11 Washington, D.C. Educational Fellowship Program / Regions 3, 4 and 5
COVER STORY4 Barbara Wight (35): Successful Business Leadership – From Agriculture to Music
FEATURES7 Class 41 International Travel Seminar
10 Leadership Lessons: Dr. Stephen Randolph
12 Leadership Focus: Dr. Sara Daubert
14 Guest Column: Rocky Saunders (14)
16 Alumni Spotlight: Laura Giudici Mills (29)
17 Alumni Spotlight: Stephen Patricio (19)
DEPARTMENTS7 Chair Message
2 Calendar of Events
3 Foundation News
13 Program News
15 Alumni Council News & Events
18 Alumni/Fellows News
19 Donor Recognition
CALENDAR OF EVENTS
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CALF BOARD OF DIRECTORSChair/ Loren Booth
Vice Chair/ Jeff Elder Secretary - Treasurer/ Mary-Ann Warmerdam
John ColbertA.G. Kawamura
Ejnar KnudsenDavid KrauseChris Nelson
Rod StarkPierre Tada
Dr. Neal Van AlfenDeanna van Klaveren
Rob Yraceburu
CALF STAFF President and CEO / Bob Gray
| [email protected] of Education / Dr. Michael Thomas
| [email protected] of Development / Rick Vorpe
| [email protected] Advisor / Dr. Charlie Crabb
| [email protected] & Human Resources / Teresa Straub
| [email protected] Coordinator / Judy Sparacino
| [email protected] Coordinator / Emily Clark
WRITER/EDITORMeredith Rehrman Ritchie
DESIGNERTMDcreative
CLASS 41 INTERNATIONAL TRAVEL SEMINAR
A message from Loren Booth and Bob Gray
Competent leadership at every level of our lives creates har-mony, finds mutually beneficial solutions to problems, and makes our world a better place to live. In this issue of Hori-zons, some of our distinguished alumni are highlighted for their business and industry leadership. Reading about their experiences and accomplishments will make you very proud to be affiliated with the California Agricultural Leadership Program. A wonderful example of leadership within our CALF board of directors is demonstrated consistently by David Krause of Paramount Farming. He leads by example with a calm demeanor and assuredness – and he gets it done! Whether chairing our CEO search committee or challenging the
board for a fundraising match, David is a great role model. He is stepping off the board this month to focus on his new role as chair of the United Fresh board of directors. We wish him all the best with his new endeavor. He will be greatly missed. As Bob Gray said, “David exemplifies what a leader is, and he taught us more than we taught him.”
The CALF board of directors is excited and honored to welcome our newest mem-ber: Joe MacIlvaine of Paramount Farming, another respected and longtime leader in California agriculture. Joe’s bio is featured on page 3. We are thrilled to have his strong business acumen and positive leadership. Our world is constantly evolving and we will continue to face complex challenges. There are emerging leaders poised to help chart our paths, so please encourage these individuals to apply to Class 43 of the Ag Leadership Program!
Best,Loren Booth (27) Chair, CALF Board of Directors
Leadership at Every Level
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AG LEADERSHIP >> Foundation News
Five Decades of SupportAs the application deadline approaches in a few weeks for Class 43, we are reminded again of how
important it is for alumni, friends and supporters to continue their generous financial support for our premier leadership program.
Now in its fifth decade, the California Agricultural Leadership Program is 100% donor supported. The future of this transforma-tional leadership experience for California agriculturalists depends entirely upon gifts from those who know and understand the im-portance of the program – worthy of an investment.
Investing Made EasyIt has never been easier to make an investment! With just a couple of clicks of your mouse at www.agleaders.org you have access to all of the gift fund choices – annual operating and general endow-ment, as well as a variety of specific endowment, fellowship, memo-rial and major gift funds. You can designate your gift as a one-time gift or an amount to be made monthly, quarterly or annually. Each gift, regardless of size, is very important and greatly appreciated to advance the mission: We grow leaders who make a difference.
Of course, you can always make a gift by sending a check made pay-able to California Agricultural Leadership Foundation, P.O. Box 479, Salinas, CA 93902-0479.
>> DonationsWOULD YOU LIKE TO CONTRIBUTE?If you would like to make a gift of securities or other non-cash asset, discuss a planned or estate gift, establish a named fund or have any questions, please contact CALF Director of Development Rick Vorpe at [email protected] or 530-400-5702.
Thank you for your support!
Joe MacIlvaine
Joe has been president of Paramount Farming Company since May 1987. He is responsible for general management of the company’s operations, including the management of 100,000 acres of agricul-tural properties. The company’s primary crops are almonds, pistachios and pome-granates. With each of these products, Paramount is the largest grower in the country. Joe has served as chair of the Almond Board of California and chair of its Production Research Committee and International Marketing Committee. He
has also served as treasurer and director of Western Growers As-sociation and as a member of the USDA Advisory Committee for Trade. Joe is currently the chair of the Administrative Committee for Pistachios, a federal marketing order for pistachios. He earned a bachelor’s degree from the University of California, Berkeley, an MBA from UCLA, and a PhD from the Massachusetts Institute of Technology.
GET TO KNOW CALF’s New Board Member
Remo L. Matteucci Memorial Endowment EstablishedEvelyn Matteucci and her husband, CALF Director of Development Rick Vorpe, have generously established a memorial endowment to honor her father, the late Remo (Raymond) Matteucci.
The Matteucci family farmed in Gilroy for more than seven decades.
“Rick and I feel that establishing a me-morial endowment is a wonderful way to honor the agricultural legacy of my father Remo and his brothers,” said Matteucci. “Their vision, entrepreneurship, and pas-sion for farming in California are consis-tent with the ideals of the Ag Leadership Program.”
An Agricultural HeritageThe Matteucci family’s agricultural history in California began in the late 19th cen-tury. Evelyn’s grandfather, Luigi, came to New York from Italy in 1889 when he was 20 years old. He made his way to Califor-nia and determined that Gilroy would be a good location to establish a farm.
Luigi traveled back to Italy in 1901 to mar-ry Filomena Bigotti and they returned to Gilroy in 1902. Luigi operated the Gilroy “home ranch” on a rental basis until 1913, when he was able to purchase the property.
After their parents passed, Remo and his brothers continued the family farming
operation as the Matteucci Brothers. They expanded the original home ranch to 115 acres, which included 70 acres of prune plums, as well as garlic, beets, tomatoes, beans, walnuts, cucumbers, watermelon, and zinnias for seed. A newspaper article in the 1950s stated, “Two good size de-hydrating plants and 115 acres of highly-productive land have made the name, Matteucci, synonymous with the orchard business in Gilroy.”
Remo died in 1961, and at the age of nine, Evelyn moved to San Francisco with her mother, two sisters and brother. She still has very fond memories of farm life and her father’s hard work and dedication to agriculture.
“We are grateful to Evelyn and Rick for their generosity and their desire to invest in Ag Leadership’s future,” said CALF President and CEO Bob Gray. “The Remo L. Matteucci Memorial Endowment is a special tribute to a loved one, and it will make a lasting impact on our program.”
DONATIONS
To contribute to the Remo L. Matteucci Memorial Endowment or any other fund to support CALF, visit www.agleaders.org or call 831-585-1030.
>>
Jim, Louis and Remo Matteucci - circa 1955
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Barbara Wight (35) is the chief financial officer at Taylor Guitars, an industry-leading acoustic and electric
guitar manufacturer. She spent 18 years in the irrigation industry as the chief
operating officer and chief financial officer of T-Systems International, a global water irrigation company that was acquired by John Deere in 2008.
Wight oversees Taylor’s financial and legal affairs and holds numerous
professional affiliations, including director for the San Diego County
Water Authority.
Barbara Wight:
fro m Ag r i c u ltu r e to Music
AG LEADERSHIP >> Cover Story
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Sometimes, it’s hard to be objective about your own strengths and weaknesses and those of the organization you lead. When I was at T-Systems, one of our biggest challenges was that the agricultural industry fluctuates due to many external variables. For us, there were years that were great and years that weren’t so great. Some years the farmers would have money and some years they would not; it was out of their control. We quickly recognized the need for strategic planning that recognized we were not going to grow the same amount every year. We made necessary allocations for future profitability and, as a result, sustainability.
To do this, we collectively knew that we needed to move our product to the international level. If there was growth in one part of the world with farmers, we needed to be there, although it proved to be a somewhat rocky challenge. We expanded into France, Australia and South America with large-scale manufacturing plants for plastics production. Immediately we found ourselves facing the unanticipated challenges of how to import equipment; find personnel; learn the culture, laws, tax code and local customs; and find employees to train and hire. Our will to persevere was tested, but with time and patience, we ended up being successful in these countries and continued our expansion into South America.
As a result of our global success, T-Systems was acquired by John Deere Water Technologies Division. The company was one of three drip irrigation companies purchased at the
time. I was a member of the executive team that oversaw the assimilation of the three companies into John Deere, working with the expectation that as they assimilated, I would transition out of that role. Transitioning from one industry to another, unrelated industry helped me to learn more about my strengths and weaknesses. Some of my prior experience, like knowing how to work internationally, applied to my new role at Taylor Guitars. Other aspects, like understanding the agriculture industry, did not provide immediate help in the new role.
Leadership with Impact I was accepted into Class 35 in 2004, and the intensity of leadership training was felt immediately. Each seminar presented a different aspect of leadership, sometimes found in the least likely
places. We actively learned from former gang members, AIDS victims and others from all walks of life about leadership that had an impact. It wasn’t tied to status, title or affiliation, but instead focused on the ability to have vision and effect change. Being immersed in these different worlds, which couldn’t be
further from agriculture, demonstrated the theory of leadership not just in business, but also in the overall world. It allowed us to tackle bigger leadership issues that included social responsibility and sustainability.
During our national trip to Washington D.C., I learned about advocacy and how to work with elected officials. I think it was a revelation for many in our class to discover that members of Congress are real people who want to listen and effect change. From there, we found ourselves in Arkansas, speaking with one of the Little Rock Nine. We heard firsthand about this event of national importance, and that leadership does not always mean being front and center. Instead, you need to be able to leverage the resources available to you to get the most advantage out of those resources – whether it’s for
business, social responsibility, or helping a particular cause.
I apply these lessons daily in my role at Taylor, as we are active advocates for music education in the schools and intellectual property protection against counterfeit products. In addition, I
BARBARA WIGHT DETAILS THE
IMPORTANCE OF LEADERSHIP OF
HOW SHE’S APPLIED THE LESSONS
LEARNED AS AN AG LEADERSHIP
GRADUATE IN HER NEW ROLE.
fro m Ag r i c u ltu r e to Music
Recognizing Your Strengths
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have been Taylor Guitars’ primary contact for our business in Cameroon and I have had to implement an anti-corruption program there working with all levels of government. Without the Ag Leadership experience, I know that the job in Cameroon would be much more daunting.
Leadership for All Needs Our Ag Leadership theory work taught the different styles of leadership: What’s situational leadership? How are you going to pick the role you’re going to take based upon what’s happening at the moment? As a class we learned that sometimes you need to be authoritarian and sometimes you need to build consensus. There are times when you’re busy building consensus and the house is going to fall down, so you need to be authoritarian. Sometimes if you’re authoritarian when you should be building consensus, you’re not going to get a good long-term sustainable result. All of these things prepared me to feel comfortable in any environment and role I’d find myself in. For the international trip, our class went to Thailand, Vietnam and Cambodia, and it
taught me the most about servant leadership: that the one true purpose of leadership there was to give back in order to empower people to define their own destiny.
Arriving in Phuket shortly after the 2004 tsunami had hit, we visited an orphanage of children left by the tsunami. We also built houses in the Khmer Rouge region in Cambodia for landmine victims and poverty stricken rural citizens. In Cambodia, the impact of servant leadership hit me the most. I asked a woman from Tabitha House (an organization that builds homes for those affected by landmines) how she works with such a dictatorial government. She said, “I do not take sides in the government. If I do, I do not get to do my work.” She wouldn’t talk about it further. She recognized that there are some things you can change and some you cannot. By recognizing which is which, she was able to effect change in the lives she served through her leadership.
Using Leadership for Social Change The leadership lessons I learned through Ag Leadership prepared me for a completely different chapter in my career: the musical instrument industry. One of the reasons I love this business is that Taylor Guitars is a company that encourages leadership. Its value system is one that adds value to our relationships. That’s a conscious decision the owners have made, and the employees understand that no matter what we’re doing, whether its refining processes, investing in our community or in those in the areas we work in, it’s about improving.
A good example of this is found in our wood sourcing, as we procure woods from all over the world. Many are precious, and while not necessarily endangered, are certainly desirable and in demand for their unique tonal properties. In lieu of simply writing a check to procure this wood, we actively travel to the forests and meet with suppliers, mill workers and local stakeholders to understand their business,
both from an ethical and sustainable point of view. In the community of Copen, Honduras, Taylor Guitars has been the source of local economy for this area for over 10 years. By working with the community to harvest timber, teaching and training in milling techniques, and building a unique model in social forestry, we’re able to ensure a sustainable and ethical supply of tropical American mahogany. In Cameroon, we recently partnered to purchase an ebony mill, Crelicam. We involve ourselves on the forest floor and work to demonstrate servant leadership by imparting skills and knowledge so that our employees’ great-grandchildren will also find economy in their natural, sustainable resources. Along with this, we follow our core vision of creating sustainability at all levels – by being good stewards of natural resources and by securing the necessary resource of wood we need to make guitars.
Leadership for SustainabilityFor us to be socially responsible, we have to be profitable, and you have to make a profit to be sustainable. If we’re profitable, we can be agents for social change, and we can share this lesson with our employees. Sustainability translates not only to harvested resources but also to leadership. The lesson is that you don’t have true leadership if the vision and fulfillment of that role do not go on without you. We work to instill this level of commitment and performance in our employees, and ask the same of the vendors we work with.
Feeding the Soul Much like in the agricultural industry, people do not enter the musical instrument industry because they are looking to earn a high salary, but rather, because it fuels a passion. You want to produce, whether it’s consumables or art. You want to have a natural relationship with your tools, your land and your audience, and there is a deep desire to share your resources with others. Every farmer I’ve ever met was a steward of their land and understood the value of protecting it for the future. Musicians are the stewards of our hearts: they have a message they want to share that, just like the food we eat, resonates with us and feeds our souls.
AG LEADERSHIP >> Cover Story
“I WAS ACCEPTED INTO CLASS 35 IN 2004, AND THE INTENSITY OF LEADERSHIP TRAINING WAS FELT IMMEDIATELY.
EACH SEMINAR PRESENTED A DIFFERENT ASPECT OF LEADERSHIP, SOMETIMES FOUND IN THE LEAST LIKELY PLACES.”
feeding the soul>>
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AG LEADERSHIP >> International Travel Seminar
They spent 15 days exploring the cultural,
economic, political and historical aspects
of Russia, Poland, Ukraine and the Czech
Republic. The fellows have much more
to process in the weeks and months
ahead based on observations of a region
with a long and rich history, yet currently
navigating through complex times with
infant governments formed since 1989.
Throughout the intense educational
journey, key themes emerged and myriad
leadership and life lessons were learned.
LESSONS LEARNED IN EASTERN & CENTRAL EUROPE:
THE 2012 INTERNATIONAL TRAVEL SEMINAR HAD A PROFOUND IMPACT ON EACH OF THE CLASS 41 FELLOWS.
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R U S S I A
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P O L A N D
C Z E C H R E P U B L I C
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Unfortunately, war is a significant part of the history of the region we visited. Fellows had a close-up view of cruel injustices, particularly at Auschwitz and Birkenau. Says Laurence Rees, author of Auschwitz: The Nazis and the ‘Final Solution’: “The name Auschwitz is quite rightly a byword for horror. But the problem with thinking about horror is that we naturally turn away from it. I feel passionately that being horrified is not enough. We need to make an attempt to understand how and why such horrors happened if we are ever to be able to stop them occurring again.” Fellows gained significant insight regarding the how and why of the tragedy, while also gaining a deep respect for the resiliency of people who lived through the horror.
INTOLERANCE, TOLERANCE AND RESILIENCY RESOURCES AND
ECONOMIC POWER
VIEWPOINT OF RICK BURNES
Oil and natural gas resources used to supply much of Europe are found in remote areas of Russia. Russia, therefore, has the economic clout to control the supply and pricing in all of Europe. In contrast, Ukraine has rich agricultural resources. Dominance of this vast asset does not seem to impart much economic or political influence in the region.
“As we moved west from Russia you could feel and observe each country trying to grasp the notion of freedom. But the large looming shadow in the background was energy. As we talked to officials in Ukraine, Poland and the Czech Republic, we got the sense that the clock was ticking for them to find their own energy independence and Russia was the timekeeper. When all is said and done the common dominator for all countries (including the United States) is the need for energy. And if you do not have your own source of energy, or at least a strong negotiation chip, your days of independence are numbered. For Russia, their abundant resources are clearly their weapon for future growth and power.”
AG LEADERSHIP >> International Travel Seminar
VIEWPOINT OF JORGE SUAREZ“Visiting the sites where more than 1.2 million innocent men, women and children were mercilessly massacred gave us an unvarnished insight into evil. Words alone cannot describe the barbarity of what these ordinary people suffered. Without tombs, graves or even stones as markers, the ghostly camps stand as stark reminders of atrocities that humankind must never forget. Let the world not submit to credos and ideologies that undermine human dignity based on mere differences in language, race, color or religion.”
>> >> VIEWPOINT OF MATT TOSTE
“To see the economic potential for the region’s agriculture was exciting. However, it was disappointing to see many obstacles to the region’s full potential. The trip helped many of us contrast different government leaderships and see how they can affect progress and change on many levels.”
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Since the breakup of the Soviet Union and presumed fall of communism, the region has changed significantly. As leaders emerge to fill a power vacuum, much is learned watching the different leader-types that step forward to fill the void. Fellows observed retreads or old-style leaders, with the appropriate connections, assuming leadership roles. If only a selfless leader would emerge!
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PERSPECTIVE
SELFISH VS. SELFLESS LEADERS
VIEWPOINT OF ALI ELHASSAN
VIEWPOINT OF VERNON PETERSON
VIEWPOINT OF JOEY MENDONCA
This region has a rich history of law and governance. This includes Magdeburg law, which dates back to the 13th century, in areas like Krakow. Magdeburg laws were used as founding principles for British law and some concepts worked their way into the U.S. Constitution. Even with a depth of lawful experience, there seems to be a common thread of corruption and disregard for law that runs through the countries we visited. The fellows explored aspects of change and challenged the ideas surrounding the evolution of political and social drift.
“With freedom comes responsibility. There are many opportunities here, but leaders have been more concerned with what they can do to elevate their own standing or enrich themselves. Where is their George Washington?”
“During the seminars and travel of the second year, I began to realize that all true leadership is built on a foundation of trust, honesty and self sacrifice. Sure, one needs to know how to communicate, have the courage to devise and implement a plan and persuade others to follow, but these are all meaningless and secondary apart from this moral foundation. Traveling from Ukraine to Poland, you could see the impact of an imperfect but honest leader like Lech Walesa versus the charismatic but corrupt leadership of Ukraine.”
“Government corruption was a common sub-topic among our guest speakers. Though many expressed frustration, their hope for true change was mixed at best. It made me ever more thankful for the selfless leadership exemplified by our Founding Fathers. It is foolish for me to think that a couple of presentations over few days in any country gave me deep insight into the issues of a people, but I found myself thinking, ‘Where are the selfless ones, leaders who are willing to sacrifice themselves for their countrymen? Could I make a difference here?’”
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VIEWPOINT OF ELISABETH SILVA
VIEWPOINT OF DAN RODRIGUES
VIEWPOINT OF TODD SNIDER
“Magdeburg law is important because it is the foundation by which medieval independent city-states were linked by a common set of governing principals. The city-states were important trading centers, exempt from feudal laws. Together, they gave rise to a new class of powerful merchants who controlled shipping and commerce. These cities were answerable directly to the emperor, not the underlying nobility. Commerce created opportunities for upward mobility regardless of a person’s status at birth and it linked social status and wealth. Somehow, the deeply ingrained idea of hard work leading to civic and personal betterment seems to have twisted as it evolved, allowing the public to tolerate a great deal of personal enrichment by their leaders – corruption – so long as the country is functional. Many of us were shocked to hear from the locals, especially in Russia and Ukraine, that ‘things weren’t so bad’ so long as their leaders kept the electricity flowing, there was enough food to eat and there was some visible progress toward a better life.”
“The basis of law prior to the Soviet Union in these regions was based on a set of laws that cultivated local law and trade. During the Soviet Union rule, these countries were made into a central form of government. This led to an increase of cronyism and corruption through the Soviet era. These countries are redeveloping leadership skills of self-rule that were long forgotten.”
“After a meeting at the U.S. Embassy in Ukraine, I was very cynical (about the corruption). But then our next meeting was with a group of well-educated students at the Economic University in Kiev. It was there – in a rundown classroom – that it really clicked for me. This younger generation has the education, and with the Internet and social media, they have access to information. It truly is up to them to take their country to the next level and to take the initiative to change the political landscape.”
AG LEADERSHIP >> International Travel Seminar
Photos courtesy of Steven Knudsen.
In some ways , the batt le f ie ld experience varies year by year. These differences are mostly weather related: some years we
enjoy the bracing howl of an Arctic wind in our faces as we stand in our winter coats on Little Round Top; some years we wear our t-shirts and bask in the sun in a picnic on East Cemetery Ridge.
But there are more constants in this event than there is change. For example, every year I restudy the battle and I rethink my presentation. And every year, I am reminded that the real lessons of this battle, its narrative trajectory and its outcome, all revolve around leadership. There are numerous themes to explore on this battlefield – the relationship of logistics and operations, the interplay of civilian leadership and the military,
the role of technology and its management, and the relationship of historical fiction to history (a personal favorite). You can talk about it in terms of the drama – the interplay of vivid (and in some
cases downright weird) characters acting on a field that could have been designed as a movie set. But in the end, the story is one of leadership – good and bad, on both sides.
When I first meet with a class over breakfast, I give a little talk and ask the fellows about their definitions
of leadership. Every definition I have ever encountered is illustrated on that battlefield, rich and vivid, given the circumstances there and the characters involved.
AG LEADERSHIP >> Leadership LessonsPA
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Each of the past seven years, I have had the honor of joining Ag
Leadership classes in their domestic trip, on an exploration of the
Gettysburg battlefield. I have come to see this time as a sign of the
arrival of spring, like the first robins and the cherry blossoms around
the Jefferson Memorial. It was especially dramatic three years ago,
when the worst winter in recorded history broke just when I met
with the group at the Smithsonian metro and the sun broke out over
the Mall for the first time in months.
By Dr. Stephen Randolph
LEADERSHIP
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AG LEADERSHIP >> Leadership Lessons
Every book I have ever seen offers different definitions of leadership, so I feel free to make up and use my own. Here are some that I think about and where I see them on that sacred ground.
•1• The ability to inspire people to do things they would never do on their own. That is something we see everywhere on that field. What could possibly inspire 15,000 men to march across that open ground in Pickett’s Charge? Or to make those repeated assaults up the face of Little Round Top with Law’s brigade? Or to pitch in to the fight at the first meeting engagement in the Herbst Woods with the Iron Brigade? Or to execute the forced marches that brought the Union forces to that battlefield, marches of 22 straight hours, right through the night, culminating in a meeting engagement the following day? That was leadership, instilled long before the battle in the training cycle and then reinforced by leaders seizing the moment.
•2• Making the right call in moments of crisis. The battle was shaped and decided by a series of decisions made by commanders in moments of stress and crisis, in every case operating with incomplete information and fully aware that the lives of their troops, and in some cases the survival of the nation, might rest on the call they made in that moment. Think of Joshua Chamberlain on Little Round Top, a professor of rhetoric who was charged with defending a position key to the entire Union defensive line, ordering a bayonet charge when his men ran out of ammunition. They had a mission, and this was the only way to meet it.
•3• Imposing conceptual unity over a complex organization – and over complex subordinates. The two armies had roughly the same troop strength and combat organization, but at the highest level, the Union army had built a staff structure integrating the actions of this vast army. General Lee never constructed such a staff, relying on the personal staff and couriers that had worked well, but with much smaller armies. The cohesion of the Union army on that battlefield reflected, in part, that difference in organization.
As far as the complex subordinates go, we only have to think of Lee and Longstreet, and the constant tension between them over the tactics to be pursued in the campaign. Lee had the authority to impose his will on Longstreet, but it was a hollow authority, leaving him with a chief subordinate in charge of conducting a desperate attack that he profoundly opposed. We think of the military as a hierarchical structure, driven by command, but in the end a common understanding of the mission is far more effective than an imposed solution.
•4• Managing change. How often have we heard that leadership is about managing change – whether the change is in a crisis or the slower adaptation to circumstances? At the very outset of the campaign, Lee restructured his command structure and named new subordinate commanders, driven by the loss of Stonewall Jackson in the battle at Chancellorsville. That new organization and leadership demanded new forms of leadership by Lee, and he never adapted. There were constant failures in command for the Confederate forces on that field, many stemming back to that single cause.
Commitment, personality and expertise may not be enough. This isn’t exactly a definition of leadership, but it needs to be said. Who would have believed that Lee would be thoroughly out-generaled on that field by Meade? The paragon of American military leadership, out-led by a man almost perfectly personality free, except for his constant irritability? Or that Lee, after a brilliant year in command, would lose to a man who had just taken command on the eve of the battle? I guess the lesson here is that there is no formula for success. Past performance is no indicator of future success. Every day is a new day.
The transcendent value of the visit to Gettysburg, far beyond any specific lessons it can teach, is the opportunity to reflect on this wonderful nation and the people who have created the nation we now enjoy. I always reflect on the commitment they showed and the price they paid on that field, and I measure myself against that high mark. It’s not one that any of us is ever likely to meet, but it is a mark we can all aim at.
I send greetings to everyone I
have had the privilege of sharing
this experience with. Working
with Ag Leadership has been a
special part of my life. Special
thanks to all who have hosted
our Industrial College of the
Armed Forces (ICAF) groups on
our trips out west. We have had
wonderful hospitality at every
stop and our students have taken
away memories that will last a
lifetime.
A Personal Note…
The transcendent value of
the visit to Gettysburg, far
beyond any specific lessons it
can teach, is the opportunity
to reflect on this wonderful
nation and the people who
have created the nation we
now enjoy.
Great Man Theory (1840s)We have all heard the argument that leaders are born, not made. Whether or not you believe that, the idea of the “The Great Man Theory” makes the assumption that great leaders are born, not made. The great man theory is an attempt to explain historical leadership by relating it to the impacts of great men (and women) of their time. The theory focuses on the connection between key historical events and the personalities of the men and women that were the pivotal point around which the event occurred. The theory asserts that in every time period there are those superior leaders that arise and give direction.
This theory was popularized by Thomas Carlyle in the 19th century. According to Carlyle, a leader is gifted with unique qualities that draw in the masses. If we look at great male and female leaders from the past, including Julius Caesar, Winston Churchill, Napoleon and Abraham Lincoln, we might recognize that they do have special qualities that might differ from the average person. We
could say the same about more contemporary lead-ers, such as Mahatma Gandhi, President Bush or Margaret Thatcher.
Argument against the great man theory was brought to light by the famous sociologist Herbert Spencer (1820-1903). He postulated that leaders were products of their environment and the society in which they lived. In addition, with the emer-gence of many great women leaders, the theory has bias, as gender issues were not part of the discus-sion when the great man theory was proposed. In the 19th century and early 20th century, when this theory became very popular, virtually all business leaders were men. Today, however, we study the characteristics of great women leaders such as Mar-garet Thatcher and Hilary Clinton. In contem-porary research we have seen a shift in mentality, calling it “The Great Person Theory.”
Leadership “guru” Warren Bennis has argued for years that leaders are made, not born, and that they are made more by themselves than by any
external means. In his book “On Becoming a Leader,” Bennis states, “Becoming a leader isn’t easy. Just as becoming a doctor or a poet isn’t easy, and those who claim otherwise are fooling themselves. But learning to lead is a lot easier than most of us think it is, because each of us contains the capacity for leadership.”
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were you born to lead?
This is the first article in a series of articles that outline the foundation of leadership and how it is taught today. Leadership theories are commonly categorized into: The Great Man Theory, Trait Theory, Behavioral Theory, Contingency Theory, Transactional Leadership Theory and Transformational Leadership Theory.
By Dr. Sara Daubert
• On Heroes, Hero-Worship and the Heroic in History by Thomas Carlyle• Leading Minds: An Anatomy of Leadership by Howard Gardner• On Becoming a Leader by Warren Bennis
Dr. Daubert teaches leadership classes for the Colorado State University College of Business. The hands-on courses develop the student’s interpersonal leadership skills through experiential activities, inside and outside the classroom. From 2007-2011, Dr. Daubert taught a leadership workshop for the Orfalea College of Business students at Cal Poly-San Luis Obispo. Many of her students went on to receive awards and serve in leadership positions on campus and in their communities. Dr. Daubert has been teaching since 1999. In addition to the leadership workshop, she has taught business and speech communications at Cal Poly and the University of Nebraska. She has consulted with several companies and
the state of California on various leadership development and mentoring programs in the last 11 years. In 2007, Dr. Daubert received the Holling Family Teaching Award for excellence in teaching from the University of Nebraska. She has published articles and presented at several conferences. Her research interests include servant leadership, motivation, and coaching and mentoring. Dr. Daubert received her BA, MA and PhD from the University of Nebraska-Lincoln. She has eight years professional experience working in Washington, D.C. as a con-gressional aide and as the executive director of an educational organization. Dr. Daubert is active in the community, having served on several boards of directors.
A B O U T D R . S A R A D A U B E R T
Sug
gest
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AG LEADERSHIP >> Leadership Focus
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AG LEADERSHIP >> Program News
Ag Leadership Program
CURRICULUM ENHANCEMENTS
As you may recall, exactly two years ago the CALF board of directors held a lockdown strategic planning session. From
that meeting, among other important items discussed below, came our new mission statement: “We grow leaders who make a difference.”
After thorough reflection on the direction that the program should take – in a world of changing technology, different skill sets and experiences of potential candidates, and constantly changing work environments – it was determined that the time to act on updating the educational program (curriculum) was now.
Then, under the direction of Bob Gray, a thorough review of program content was held in September 2010 in Monterey. Participants included industry leaders (alumni and non-alumni), emerging leaders (alumni and non-alumni), the Education Team and outside academic leaders.
Modernize, Enhance and ImproveThe outcomes of these two important meetings included a list of objectives needed to modernize, enhance and improve the program. Some objectives were accomplished over the next eight months, but the real work of enhancing the program began in June 2011 when the Education Team – along with Bob Gray and Dr. Pat Lattore – reviewed all aspects of the curriculum, updated the objectives to meet the new mission, and added the new components of mentoring and coaching.
Since June 2011, the Education Team has had several planning sessions to distill all of the input into a revised curriculum,
which has now been reviewed by the Alumni Council, the Deans’ Council and the CALF board of directors. An improved curriculum was proposed, and in January 2012 the CALF board approved the modified program as our new curriculum.
Changes to the ProgramThe revised Ag Leadership Program has been described as a catalyst for lifelong learning that is more intense in the first year. It is an adult educational leadership development program that focuses on emotional intelligence and includes personal coaching and mentoring.
The most common input from participants in the September 2010 review was about the amount of time spent away from work and family. With that in mind, the new program schedule is slightly shorter, but it requires a bit more work between seminars, including sessions with a personal coach. Also, new evaluative instruments, beyond the Myers-Briggs Type Indicator, provide fellows with their preferences and personal styles in conflict resolution, leadership and peer interactions.
The program is now 12 seminars in 16 months – rather than 15 seminars in 20 months – and still includes the two travel seminars. Generally, the calendar will have eight seminars in the first year between October and May, a four-month interval without seminars (but still some individual meetings and assignments), and four capstone seminars in the second year between October and January. Significant changes include moving the international travel seminar to November (instead of February) and graduation to January (instead of June).
Positive FeedbackWe were pleased that the great majority of reviewers from the Alumni Council, CALF board of directors and Deans’ Council reacted positively to the changes proposed to them during the review process. Alumni recognized that the key components of the program that made their Ag Leadership experience life changing were still included. Additionally, the new components focusing on emotional intelligence and personal coaching will make this world-class program even stronger.
Additional details of the program can be found on the website.
>> New Program Schedule
The new schedule will go into effect with Class 43. Fellows must commit to approximately 55 seminar days over a 16-month period.
Year One • October to May• 7 campus seminars (2½ - 3 days each)• National travel seminar in March (10 days)
BreakFour-month hiatus between the end of first year and beginning of second year
Year Two• October to January• 3 campus seminars (2½ - 3 days each)• International travel seminar in November (15 days)• Commencement in January
By Dr. Michael Thomas
Dr. Thomas is CALF’s director of education and a CALP core faculty member representing Fresno State.
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Lawrence Berkeley National Laboratory:
Impact on Agriculture
For the first time in Ag Leadership history, fellows will tour the prestigious Lawrence Berkeley National Laboratory (LBNL), a lab that is synonymous with excellence in the world of science. Class 41 fellows will tour the facility and find out how the research conducted at LBNL is of great importance to agriculture in California and worldwide.
LBNL is the crown jewel of the U.S. Depart-ment of Energy’s national laboratory system, which is operated under contract by the University of California. Central to the lab’s mission is “solving the most pressing and pro-found scientific challenges of our time.”
Prior to Class 41’s visit, we welcomed a different group of ag leaders in October 2011: the 26-mem-ber delegation of the Texas Agricultural Lifetime Leadership (TALL). While at LBNL, TALL mem-bers saw first-hand how agriculturalists around the globe will benefit from the re-search and discover-ies at Berkeley. They were given an overview briefing of the lab and given a guided tour of the Advanced Light Source, which is one of three user facilities at the lab. Key to the lab’s impact on agriculture is the development of artificial photosynthe-sis for electrical energy production and the development of new biofuels.
The lab’s founder, Ernest Orlando Lawrence, was an American physicist and Nobel Laure-ate known for his invention of the Cyclotron atom-smasher in 1929. Lawrence’s Cyclotron revolutionized the field of high-energy phys-ics, which allowed the United States to be-come the world’s leader. The Cyclotron filled a crucial role in the Manhattan Project by allowing scientists to understand the process for creating fissile material. Lawrence was the first of many scientists to win the Nobel Prize through their work at what is now known as the Lawrence Berkeley National Laboratory.
In addition to Lawrence, there have been 55 Nobel Laureates – including Glenn T. Seaborg – who either trained at or had sig-nificant collaborations at LBNL. Using par-ticle accelerators at LBNL, Seaborg, a close colleague of Lawrence, discovered 10 heavy elements – plutonium, americium, curium, berkelium, californium, einsteinium, fer-mium, mendelevium, nobelium and seabor-gium (named in his honor). Element 103 of the periodic table, lawrencium, was also discovered at LBNL and named in honor of Lawrence. Other Nobel winners from LBNL include Steven Chu in 1997, George Smoot in 2006, and Saul Perlmutter in 2011.
In fulfillment of its multi-faceted mis-sion, LBNL has de-veloped specialized laboratories, centers of excellence and big science tools that provide synergistic focus to the staff and together fuel scien-tific breakthroughs. These labs, centers and tools include the Advanced Light Source, Molecular Foundry, Joint Ge-
nome Institute, Joint Center for Artificial Photosynthesis and Joint Bio Energy Insti-tute.
Science is constantly evolving and with it are the facilities at LBNL. In the near future the lab will be adding new science ventures to its scientific repertoire, including the Berke-ley Lab Laser Accelerator, Solar Energy Re-search Center, and Computational Research and Theory Facility.
The scientists and staff at LBNL are dedi-cated to changing the world for the better by “solving the most pressing and profound scientific challenges of our time.”
To find out more about what LBNL is researching, visit www.lbl.gov and learn what
science may have an impact on you and agriculture.
...the lab’s mission is “solving the most
pressing and profound scientific challenges of
our time.”
Rocky is the emergency services manager for Lawrence
Berkeley National Laboratory.
AG LEADERSHIP >> Guest Column
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Nearly 200 attended the Agricultural and Government Leaders Reception in Sacramento. About 400 attended the Colusa Farm Show Breakfast, which raised $00,000 for CALF. And a crowd of 611 participated in the Ag Leadership World Ag Expo Breakfast, which raised $80,000 for CALF. We appreciate our alumni and friends who organized, volunteered for and/or sponsored these popular annual gatherings.
The Ag Leadership Alumni Council hosted
three outstanding events in January and
February. Combined, the events drew
almost 1,200 people!
RECORD ATTENDANCEat Alumni Events
AG LEADERSHIP >> Alumni Events
AG LEADERSHIP >> Alumni CouncilPA
GE
>> 1
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Deeply passionate about agriculture and her community, Laura Giudici Mills (29) is a gen-erous leader and role model who thrives on vol-unteering.
“With volunteering, there’s a sense of satisfac-tion that we’re giving back for the benefit of our community, whether that community is our neighborhood, our city, the region or our in-dustry,” said Mills, a fourth generation farmer and owner of LGM Consulting. “Giving back is very important, and contributing time and knowledge is just as important as contributing financial or other resources.”
Mills’ first significant volunteer effort was the Salinas River Channel Coalition (SRCC), which she helped establish in 1995 following disastrous flooding that destroyed some of her family’s farmland. She wanted to help bring to-gether growers, landowners and local, state and federal agencies to work on the improvement and continued maintenance of the river.
For 13 years Mills was an SRCC board member and also served as chairperson, secretary and consultant, helping the coalition become a suc-cessful partnership between diverse stakehold-ers. SRCC honored her with a Special Recog-nition Award in 2008 for her service and dedication to the coalition.
“I took a lot of what I learned with SRCC and applied it to the various efforts I work on now,” said Mills. “I’m most passionate about efforts that involve stakeholders with diverse backgrounds, opinions and inter-ests.”
Mills has donated her time and expertise to a dozen industry and local groups. She currently serves on the Yuma Safe Produce Council, the Grower-Shipper Association Food Safety Advisory Committee, Hartnell
College Food Safety Advisory Committee, and California Leafy Greens Marketing Agreement Technical Committee. She has also been in-volved with Ag Against Hunger; the Indepen-dent Growers Association; National Steinbeck Center; Produce Safety Alliance; Monterey County Water Resources Agency; and the Farm, Food Safety and Conservation Network (FFSCN).
With much of her volunteer and consulting work centered on food safety and environmen-tal matters, Mills is accustomed to tackling challenging issues.
“California’s food safety and environmental regulations are particularly challenging because of a lack of understanding on behalf of buyers (retail, food service, etc.),” she said. “Many have their own food safety requirements that they’ve put into place, and often these requirements put the growers in conflict with compliance for food safety and environmental regulations.”
Education is key. Mills said FFSCN is an exam-ple of people working together to support ef-forts to reduce food safety risks while co-man-aging on-farm conservation practices through education, training, research and outreach.
“We’ve succeeded in educating policymakers in California and D.C. Now we want to deliver our messages to produce buyers to help them understand the challenges growers and ship-pers face.”
One volunteer experience that stands out for Mills focused not on a challenging issue, but on a remarkable individual. She said a memo-rial luncheon for local ag leader Jim Manassero (1) was one of the most gratifying and special events she’d ever participated in.
“Jim didn’t want a memorial service upon his passing, so my husband and I thought about organizing a luncheon to remember him,” said Mills. “We were overcome by the response. It was a very special gathering. The room was alive. Jim had touched all of us in some way and we wanted to share our gratitude. Jim did things because it was the right thing to do. He was an inspirational leader and mentor to men and women in and outside the industry.”
Like her mentor, Mills is a proven leader who exemplifies the leadership skills that she said are essential for work and volunteerism: hon-esty, integrity, respect and appreciation for others, a positive “can do” attitude, listening
and communicating. In 2010, she received the Salinas Valley Chamber of Commerce Agricultural Leadership Award for show-ing commitment to the betterment of the agricultural industry, as well as leadership, ethics and integrity.
Mills said that the most fulfilling aspect of working in agriculture is being part of an industry that produces safe and healthy food for our nation and world. “I thor-oughly enjoy working alongside ag indus-try families – people who are passionate about agriculture and stewards of the land. It’s in our blood.”
Laura Giudici Mills Committed to Giving Back
“Giving back is very important, and
contributing time and knowledge is just as important
as contributing financial or other
resources.”
On Ag Leadership
“Ag Leadership better prepared me for industry leadership and community advocacy. It taught me about the commitment to giving back and lifelong learning. It strengthened my communication skills, whether with media interviews, recognizing personality styles or debating controversial issues. An important life lesson is, ‘How can we educate people outside of our industry so they can better understand us?’ Ag Leadership is extremely valuable for personal and professional development.“
AG LEADERSHIP >> Alumni Spotlight
AG LEADERSHIP >> Guest Column
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Stephen Patricio Leading by Example
“Learning about an seeing how the ag industry flows, and becoming a part of that flow, has been very fulfilling. People and ideas make the industry what it is.”
AG LEADERSHIP >> Alumni Spotlight
On Sept. 9, 2011, Stephen Patricio (19) got a phone call about a devastating listeria outbreak linked to cantaloupes. Even though the source was Colorado-grown melons, the tragedy would have a major impact on California’s can-taloupe industry, which produces about 70% of domestic cantaloupes.
As chair of the California Cantaloupe Advisory Board (CAB) and president and CEO of West-side Produce, a major grower/packer/shipper of melons in California and Arizona, Patricio’s leadership skills kicked in. The situation called for crisis management, communication, col-laboration and problem solving.
“When something like this happens, you have to have a strategy,” said Patricio. “We were in-formed of the outbreak at 11 a.m. and we had our crisis management team together by 1 p.m. We were in the heart of harvest season and needed to get as many facts as possible. Our cri-sis team was quickly getting the messages out to sales people and others.”
The crisis brought intense media attention and Patricio was interviewed by countless media outlets, including the Wall Street Journal, New York Times and Christian Science Monitor. During the early days, and for months following, he dealt with regula-tors, researchers, produce buyers, health of-ficials and industry groups.
Said Patricio, “The most important les-sons I learned were to stay calm, stick to the points, combat your own bias, and be an effective communicator. You need to be sharp, knowledgeable and fully prepared for questions. You also have to put yourself in the victims’ shoes, since they’re the ones who have the real problems.”
At the time of the outbreak, Patricio was just beginning his first term as chair of the Center for Produce Safety (CPS) at UC Davis. CPS was formed as a result of another food safety crisis: the 2006 E. coli outbreak in spinach. “It was extremely unfortunate that the melon crisis happened to our industry, but we were fortu-nate that CPS was in place when it hit and that we were able to respond so quickly.”
CPS is a great Ag Leadership example, said Patricio. “We have academics and researchers, as well as representatives from the ag industry, regulatory agencies, food service and retail sec-tors. It’s an incredible coalition of stakehold-ers in produce safety who work collectively to identify and fund science-based research that will enhance the safety of fresh fruits and veg-etables. It’s a very engaging group.”
Aside from his unique leadership role with the melon crisis, Patricio has made a differ-ence with many groups. In addition to CAB and CPS, he currently serves on the California
Melon Research Board, Western Growers As-sociation board (chair, 2007) and Monsanto’s Vegetable Seeds Advisory Council. He has also served as chair of Monrovia Nursery. In his community, for many years Patricio has volun-teered for schools, his church and the Ken An-derson Cancer Foundation.
Patricio said leadership is indispensable, whether in business or in a community. “People want to see a confident person leading them. A leader must have a quality that people will want to follow you and believe you’ll do the right thing. It speaks to character. Those who lead from a plan are not as strong as those who lead from character. It’s about leading by example. It’s also important to keep others engaged and excited about your mission.”
A CPA by profession, Patricio entered the produce industry 37 years ago with few ties to agriculture. “Learning about and seeing how the ag industry flows, and becoming a part of that flow, has been very fulfilling. The people
and the families – they’re what keep me involved. I enjoy watching the generations. People and ideas make the industry what it is.”
He added that working in the produce world, one must be versed in many ele-ments of the business. “You need to know about labor, marketing, food safety, laws and regulations, international issues. Some trends and practices come back in. An old issue might come up again and we’ll have to come up with a new solution. It’s chal-lenging, but also very exciting.”
On Ag Leadership
“Ag Leadership changed the way I think about every part of my life. As much as it is an education, it is a self-reflective soul searching journey that brings you to a point where you have a better understanding of yourself. You learn how you must relate to the world around you. You have a role to play, and you better play it. It teaches you about balancing time, crisis management and communication. You learn so much. A week doesn’t go by that I don’t grab someone and tell them about applying. I feel very strongly about the program and can’t speak more highly about what it did for me.”
CLASSES 1-9
Class 4 had a mini reunion on Jan. 3 at the Herzog Winery in Oxnard. Those present were Shirley and Bob Dempel, Nancy and Lloyd Stueve, Brianne and Tom McGrath, and Ronnie and Richard Russell.
Nat DiBuduo (6) received the Grower of the Year Award from the California Association of Winegrape Growers.
CLASSES 10-19
Maxwell Norton (12) assumed responsibility as county director of the UC Cooperative Extension office for Merced County. He continues his existing assignments as county director in Mariposa County and as a tree fruit and winegrape farm advisor.
CLASSES 20-29
James Ahlem (20) was elected treasurer of the California Milk Advisory Board.
Dan Souza (20) was appointed to the Dairy Council of California board of directors.
Beth Brookhart Pandol (25) was one of four recipients of the 2012 Common Threads Award, which recognizes women for their agricultural, philanthropic and community service. She received
the award at a luncheon on March 29 at Fresno State.
Tara Brocker (28) was selected as a member of the 2012 Leadership Farm Bureau class.
Craig McNamara (28), founder of the Center for Land-Based Learning, was one of five recipients of the 2012 James Irvine Foundation Leadership Award. The award recognizes and supports California leaders who are implementing innovative and effective solutions to significant state issues.
Scott Stone (28) was named chair of the California Rangeland Trust board of directors. He has been a member of the board since 2002.
Burt Bundy (29) was honored with the Farmer of the Year Award during the Tehama County Farm Bureau’s Farm City Night dinner on Nov. 7, 2011.
CLASSES 30-39
Jeff Post (32) has joined the sales staff at Ippolito International, a grower and shipper in Salinas. He will focus on developing national retail and foodservice accounts.
Jakki McDonald Pucheu (35) in March 2011 formed
Pucheu Law, which provides specialized legal services in water law, agricultural resources and environmental law. Website: www.WaterLandLaw.com. Michele Laverty (37) was one of the recipients of the 2012 Outstanding Women of Stanislaus County Award, which honors women who have demonstrated exemplary service to the community.
Raymond Van Beek (37) and his brothers received the Farmer of the Year Award by the Kiwanis Club of Tulare. They were honored at a March 28 banquet at the International Agri-Center Heritage Complex.
James Rickert (39) was named to the Redding Record-Searchlight’s 20 Under 40 class of 2011. Individuals are chosen for demonstrating initiative, innovation and leadership that contribute to business and community success.
IN MEMORIAM
Ernest Righetti II (3)July 15, 1936 – Feb. 21, 2012Ernie was a well-respected leader and fourth generation cattle rancher. During his life, he was involved in numerous civic and agricultural organizations, including 4-H, Santa Barbara County Cattlemen’s Association, National Cattlemen’s Association, California Cattlemen’s
Association, California Wool Grower’s Association, Santa Barbara County Farm Bureau, Santa Barbara County Advisory Commission, Santa Maria Elks Lodge, Western Fairs Association, Santa Barbara County Fair and the Cachuma Resource Conservation District. For 38 years, Ernie was the barbecue chair of Cattlemen’s Day at the Cow Palace. He was also a founder and director of the Community Bank of Santa Maria. Ernie served in the California Air National Guard and the U.S. Air Force, and in 1958 received the California Air National Guard Airman of the Year award. Among his many other awards are the 4-H Alumnus Award, Santa Maria High FFA Appreciation Award, Santa Barbara County Fair Livestock Man of the Year, and Santa Barbara County Fair Livestock Auction Hall of Fame inductee. Donations may be made in memory of Ernie to Blue Jacket Bonanza/GAATE Foundation, P.O. Box 1846, Buellton, CA 93427 or Ag Leadership Foundation, P.O. Box 479, Salinas, CA 93902 or Calstar HQ, 4933 Bailey Loop, McClellan, CA 95652.
AG LEADERSHIP >> Alumni & Fellows News
Donor Support Nov. 16, 2011 – Feb. 29, 2012: thank you
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WHAT’S HAPPENING IN YOUR
LIFE?
PLEASE SEND ANNOUNCEMENTS OR NEWS TO:
$40,000Dean Brown Leadership Foundation
$25,000Western Growers Association
$10,000Capital Insurance GroupC.H. Robinson Worldwide, Inc.Farm Credit Marketing AllianceKevin Grizzle Farms, LLCLagomarsino GroupGeorge and Kathleen MyersOlive Hill, LLC
$7,500Rabobank, N.A.Reiter Affiiated Companies
$5,000Bowles Farming Company, Inc.Class 39Errotabere RanchesGreenleaf Farms, Inc. (John Colbert, Bob Kolberg, Nick Hill) Saticoy Lemon AssociationThe Norton Foundation ( John and Lillian Norton)
$4,000-$4,499Charles Buchinger Memorial Endowment
$3,000Richard Pidduck (Santa Paula Creek Ranch)
$2,500-$2,999CK Farms LLCGary and Diana CusumanoJames and Kristen FinchEnjar and Beth Knudsen Tom and Brianne McGrath (in memory of Mel Oneto and Brian Davie)The Passport FoundationVista Livestock Co. (Benina Montes) Vista Livestock Co. (Rose Marie Burroughs)Rick Vorpe and Evelyn Matteucci
AG LEADERSHIP >> Thank You
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$2,000-$2,499Blue Diamond GrowersRick and Lynne CosynsMelissa DuflockRobert GrayJim HansenLeavens Ranches
$1,500-$1,999 BSSC/Sysco ProducePierre Tada
$1,000-$1,499Kevin AndrewJames BeecherBerry Pack, Inc.Caroline and Fred BerryJeff and April BitterEd and Rosa BoutonnetPhilip BowlesBen and Denise CarterKimberly ClaussRichard ClaussCrown Packing Company, Inc.Doug and Alison DeGroffDel Pueblo (Donna Farmer)Dole Fresh Vegetables, Inc.Elkhorn Packing Co, LLCRoberta FirovedJohn and Sharon GarnerKevin and Diane HermanGeorge and Janice HigashiLarry and Jeana HultquistA.G. KawamuraKing & Gardiner Farms, LLC (Holly King and Keith Gardiner)Charles KosmontRonald KruseJohn and Edyth LedbetterLomo Cold StorageMicheli Family Farms Inc.John MicheliMIXTEC Group, LLC (Chris Nelson)Nelson Irrigation Corp.Sam NevisSteve NicholsPeggy PerryPidduck Ranch Partnership Jacqueline PucheuRoll Giving and Paramount Community Giving Gerald and Elaine RomingerLeland RuizJohn SalmonsonRichard and Claudia SmithRosemary TalleyJohn TaylorTriCal, Inc.Valley Pride ( Joe Pezzini)Western United DairymenMarcia Wolfe
$700-$799Western Precooling Systems
$500-$599AnonymousRandall AsadoorRobert and Anne AtkinsArthur BarrientosBeth Brookhart-PandolRichard and Kandi BurnesBlake and Lisa CarlsonMichael and Barbara ChrismanSandra Creighton
D’Arrigo Bros. Co.John DeRuiterDouble E Farms (Russel Efird) Margaret DuflockDV Custom Farming, LLC (Catarino Martinez)Fanciful CompanyFilice Farms, LPBart FisherSusan and Bart FisherMike and Jeanette FitchJonathan GravesJohn GretherEdward and Susie GrossiHenry Avocado CorporationFrank HillikerHuntington FarmsDale and Mary HussMark and Isabella JacobsAnn JohannessenSarb JohlBuck and Hilda KleinEd KuykendallLisa LeondisStan LesterMann Packing Co.McCune FoundationMark and Megan McKeanB. Chris McKenzieKathryn and Kent McKenzie Craig McNamaraPaul NewtonOcean Mist FarmsBen Olson (Olson Engineering)Mona and Pete PankeyJean PhillimoreJosh and Tori PinkertonJohn PucheuKim RoginaRoll Giving and Paramount Community Giving (Anthony Davis)Roll Giving and Paramount Community Giving (Michael Mendes)Ruben RuedaSan Joaquin Grower ServicesSarah B Reynolds FarmingTim SherrillMark SorensenThe Growers Company, Inc.The Nunes Company, Inc.Lindsey and Dana ThomasCraig UnderwoodVal Mar Farms, LLC (Catarino Martinez)Ray and Katie Van BeekScott and Susan Van Der KarVisalia Citrus Packing Group, Inc. (Randy Veeh)Jacquie Williams-Courtright and Tom CourtrightRoger WoodJohn and Teresa Zonneveld
$400-$499Class 40
$300-$399Jonathon BeckettLisa BodrogiJohn BoyesRobert CherensonGus CollinNoelle CremersJerri and Bryan FoleyRobert Goodwin, Jr.Soapy Mulholland
Todd RehrmanMeredith Rehrman RitchieNicholas Ustin
$200-$2995th Generation Farming (Ryan Schohr) 5th Generation Farming (Tracy Schohr) Dennis and Beth AlbianiChris AmbleSteve BarnardTheresa BecchettiBarry BedwellScott BeylikJeff and Brenda BoldtWilliam and Jennifer CarriereBill ChandlerNorman ClarkVernon CrowderLes and Cindy CrutcherRalph and Dondu De LeonSusan DiefenderferDarlene and Ed DinDuda Farm Fresh Foods, Inc.Bonnie FernandezTerry Fleming DucatoFour Little Devils Farms, Inc.John and Mary Ann FryePam and Henry GiacominiAshley GillGlenn Yenni and Sons, Inc.Todd and Isabel HansenChris HurdDeborah HurleyCade Johnson (Leafworks)Jones Flying Service, Inc.William JonesTracy KahnNomie KautzJ. Link and Sally Leavens LoBue CitrusLeo and Susan McGuireEd McLaughlinMDM Properties (Maurice and Marie DiBuduo)Jeff and Lori MerwinEric MerzJohn MullerJoanne NissenPasquinelli Produce Co.Steve and Mary PastorS. Garrett PatricioDoug PhillipsMike PoindexterMike RichardsonDonald RobertsHal and Courtney RobertsonRural Ag Insurance Services, LLCDouglas RuddLeanne RutherfordJoseph and Jill SabolSan Miguel Produce, Inc. John SchaapRoxanna SmithLance and Audrey TennisJoe TurkovichDeanna and Roger van KlaverenAnthony Van RuitenRobert and Karen Van DykeWaymon Farms, Inc.Stuart Yamamoto
$100-$199Nina AmesEmily and Tony AyalaYissel Barajas
Rick and Nancy BarnesWilliam BennettLewis and Barbara BlairRobert and Nancy CadenazziPierre CamsuzouDikran and Christa ChamlianThomas ChandlerTyler and Mary ChristensenNed CoeDarrell and Norma CordovaPeter DeGrootJohn and Jane GibsonJoe and Lori GraingerRich and Kay GreerMica HeilmannBenjamin HenryArch HoffmanJana and Joshua HuntsingerAdam and Christine IcardoJoe Panziera FarmPatricia JohannessenMatt JonesMary KimballKirschenmann Farms, Inc.Lapp, Fatch, Myers & Gallagher Phil LempertLeo LynchPaul and Jill MartinRichard MorgantiniJulie MorrisDaniel and Nancy NelsonCynthia NobleStephen and Elaine OlsonOro Del Norte, LLCBrenda OuwerkerkTom and Kelley ParsonsPohl & Holmes, Inc.Bradley PollockRichard Henderson (Rabo AgriFinance)Robert RathbonePatricia ReynoldsRianda BrothersRincon Farms, Inc. Clifford SadoianWilliam ScottDavid and Charmaine SilvaJohn SlinkardJeff StephensMary-Ann WarmerdamJohn WeilerMary Jane WhitneyYuba-Sutter-Colusa Alumni
Up to $100Khatchik AchadjianWoody BarnesMelissa BorelSusan CohenBob and Shirley DempelSue DiTomasoChristina FischerCathy HaasBart HillErik JertbergJeff KoligianPhilip and Michele LavertyTom and Kim LucasRoz McGrathKathy NielsenMark QuisenberryMelissa VarcakErik VinkPaul Violett
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HORIZONS MAGAZINE is published quarterly by the California Agricultural Leadership Foundation for alumni, donors, supporters and friends. Phone: 831-585-1030 www.agleaders.org
Class 43 Application Deadline is May 14Ag Leadership is seeking growers, farmers, ranchers and individuals working in allied businesses and organizations to apply for Class 43. The phase one application is due no later than May 14. Spread the word!
Detailed program information and the phase one application are available at www.agleaders.org
We Grow
LEADERS who make
A DIFFERENCE.
CALIFORNIA’S PREMIER LEADERSHIP PROGRAM