GENEX Herd Consultancy Introduced Internationally

Herd management consultancy is a relatively new concept outside of the U.S. GENEX has begun to bring this successful practice to Europe and Latin America, with the hire of two Progressive Herd Consultants, to better serve our customers.

David Ellis, GENEX Progressive Herd Consultant in Europe, recently wrote about his experiences. “We listen intently to the farms’ potential areas of opportunity, helping to find solutions to improve productivity and proficiency,” he said. “Every farm is treated on an individual basis, understanding the farmer’s needs and preferences is of paramount importance when suggesting possible management changes and solutions. We need protocols and targets in place to help optimize cow performance, while keeping a lid on costs.”

A success story David shares occurred on a farm in Germany that had transition issues. Cows were not milking well, and they had low conception rates until about 100 days in milk. Fresh cows appeared to have sunken eyes with poor rumen fill and a high number of retained placentas. After a thorough examination of every aspect of the current management strategy, David presented several suggestions for changing the transition/fresh cow management protocols. At a return visit six months later, he saw marked improvement. Second lactation and greater cows were peaking at 42 liters instead of 30, and the herd owner was extremely happy with how they were transitioning. Implemented changes also resulted in an increased conception rate of 21% from days 50-69 and pregnancy rates increased from 15% to 20%.

Oftentimes, an extra set of trained eyes is all it takes to identify areas where small changes can lead to large improvements. Ask your GENEX representative about herd management consultancy.  We are committed to being the industry-leading supplier of science-based cattle genetics and customized reproductive solutions. We are committed to earning your trust each and every day.

10 Questions with GENEX Vice President of Production Kristi Fiedler

Recently I had the chance to get a few minutes with one of our newest company vice presidents. She heads one of our largest and arguably most critical departments-production. Spend a few minutes getting to know Kristi Fiedler.

1. How long have you been in your current position? A little over a year.
     
2. What did you do prior to your current job? I have worked several jobs at CRI since my MOET (multiple ovulation and embryo transfer) internship in Fall 2005, including about 1.5 years in milk testing for AgSource. I came back to GENEX as a dairy consultant in eastern Wisconsin.  After earning a master’s in management I was hired to oversee the U.S. Technical Services team. In that role I managed the national team of strategic dairy consultants and the dairy support programs used by GENEX field staff.
   
   
3. How did you get your start at GENEX? See paragraph above.
   
   
4. How many employees are on your production team? There are 134 employees between production and distribution.
   
   
5. What areas does production encompass? Production is everything from the time a bull is identified as a genetic outlier to the moment his frozen semen leaves distribution. The team manages health testing, animal pickups, young bull rearing, bull handling, collections, lab processing, cryopreservation, research and more.
   
   
6. How many locations do you oversee? Production is located in five locations: Ithaca, NY; Tiffin, OH; Shawano, WI; Strafford, MO and Billings, MT. 
   
   
7. What has been the biggest challenge of your new position? The biggest challenge in production is that GENEX is in a transition phase, as is the industry.  Bulls don’t stay in stud very long before their genetics are obsolete, on average 2.5 years. So it is crucial for bulls to qualify for CSS and EU as quick as possible, and then they need to be in a collection barn. Our facilities were built for housing long-term bulls in waiting, so we need to invest in facilities to get more bulls in production stalls to increase availability of sires for marketing.
   
   
8. Is there any new development on the horizon you can tell us about? The young sire teams in both the livestock and lab side are doing an excellent job preparing bulls for collection at an earlier age. They accomplished this goal by using research in calf nutrition and lab technologies to lunge us forward in reducing the generation interval.
   
   
9. What do you enjoy doing on your time away from GENEX? My time away from GENEX is spent with my family. My husband, Brian and I have two children, Allyson (4) and Hudson (2). When we get a break from them we can be found in the woods hunting, on the water fishing or on the volleyball court.
   
   
10. What advice do you have for people just entering the job market? Set goals and hold yourself accountable to achieve them. Take time to go to seminars, take extra classes, gain experience and knowledge. GENEX has been a wonderful in helping me and others advance in our careers, but ultimately it is your responsibility to keep up with new skills, change and information.  

Pendergrast Celebrates 50 Years of Providing Service

It all started with Midwest Breeders and the magic wand, and 50 years later Gary Pendergrast of Polo, Missouri, is still providing artificial insemination (A.I.) service.

Throughout this time, he’s seen many changes from ampules to straws and the innovation of sexed semen. A highlight of his career was working on the Lutalyse® trial many years ago; 115 heifers from a herd in his service area were used in this trial.

“I became an early proponent of synchronization due to my first-hand experience with that trial,” states Gary. “Synchronization was a gamechanger for the A.I. industry. I can breed so many more in one day than I even dreamed of 50 years ago.”

Over the years, he’s kept meticulous records of every breeding he’s ever done. In total, 71,000 cows and one buffalo make the list. “One buffalo?” you ask. Gary says he’s agreed to every A.I. project anyone has called him for, even when it was a buffalo.

Last May, Gary had open heart surgery and received strict doctor’s orders to not breed cows for 90 days. This marked the longest period in his life without breeding cows. Rest assured, he was back on day 90.

Gary is a self-proclaimed cattle engineer and thoroughly enjoys his work.


“By far, the best part of this industry is working with the people,” states Gary. “And as long as I’m able, I’ll continue to breed cows.”

And with a smile, he adds, “I think I should be good for another 20 years.”

Gary, thank you for your dedication to the A.I. industry.

Employees Are the Heart of Every Business - The GENEX Difference

Today is National Employee Appreciation Day. I have spent time in past posts giving you ideas on reducing your employee cull rate and ways you can show your employees how thankful you are for their hard work. Today I would like to highlight the heart of GENEX, our dedicated staff. We can say we don't need affirmation of our work, but, let's face it, it sure feels good when your boss lets you know how great you are! So today I bring you Huub te Plate, COO, in his address to the Annual Meeting on why GENEX is different.

Thank you for being service-oriented, reliable and down-to-earth and for possessing integrity and loyalty. You do make a difference to your customers. I routinely have people post on our Facebook page about the excellent service you provide. Phrases such as, "going above and beyond," "I've watched her work, and she is amazing at it" and "we consider him a friend" are commonplace when talking about GENEX employees.

Happy Employee Appreciation Day. I am honored to call you my co-workers!

Knowledge is Power

As a kid, I remember watching a show called School House Rock. The opening jingle had a character who would yell out, "Knowledge is power." (Sorry if that jingle is now stuck in your head, child of the '80's!) The individuals responsible for creating the seven cooperative principles understood the enormity of knowledge and what those with it were capable of accomplishing. That is why principle number five is education, training and information.

GENEX takes this principle to heart and strives to be a source of information for our members and customers in both the dairy and beef cattle industries. I talked about some of the ways GENEX is currently educating members and customers in my last blog post Education Isn't a Four Letter Word.

Today I would like to spend a little time talking about training for GENEX employees, delegates and board members.

Employees

GENEX employees, along with others working for other Cooperative Resources International (CRI) brands, have the opportunity to participate in the cooperative's professional development program called REACH. Employee enrichment is important as the industry we work in changes quickly. To ensure a rapid response, employees also participate in webinars, listen to podcasts, are provided with internal newsletters and belong to a GENEX employees Facebook group. 

Many employees take their learning and teaching to the next level, such as the experience below, where Dairy Sire Procurement Specialist, Dan Bauer, spent time in Brazil in partnership with the American Jersey Cattle Association, AgSource and the USDA to study the emerging Jersey industry in the country. Dan was able to share some insight into our Jersey industry, while networking with Brazilian farmers.

Delegates

Delegates are the very heart of GENEX. They provide GENEX with the grass-roots direction it requires to operate from year to year. Over 150 delegates and alternates gather each year at one of eight delegate meetings to learn about the cooperative and industry, as well as to provide the GENEX board and senior management with recommended changes for the coming year. 

In addition, delegates and alternates attend the annual meeting each January, where they have the opportunity to network with other delegates and attend break-out sessions. Session topics vary from year to year and can include titles from Cooperatives 101 to Using Social Media on Your Farm/Ranch to Brazil Beef (below).

Board Members

GENEX is governed by a 13-member board consisting of dairy and beef producers from across the U.S. A policy exists to encourage structured participation in programs designated to enhance director knowledge and experience. Three days of basic training is provided for all new directors, and three to five days of education and training is expected of each director yearly. This is in addition to their regularly scheduled meetings. There is also the opportunity for more advanced training, if a director should choose to receive it. These learning experiences are in business management, cooperative education or other agricultural topics associated with GENEX, with many of them being graduate-level courses. Below, past GENEX Board President, Paul Greene, addresses the delegates during the 2017 Annual Meeting.

Education is not just a buzz word at GENEX. The cooperative truly believes knowledge is power. By providing learning opportunities to everyone involved with the company, GENEX can ensure its purpose of being the trusted provider of world-class animal genetics, progressive reproductive solutions, value-added products and innovative services to members and customers.

Co-ops Commit to Community

One of the seven cooperative principles is concern for the community. While focusing on member needs, cooperatives work for the sustainable development of their communities through policies accepted by their members. 

Last year, GENEX adopted a volunteer time off (VTO) policy which enabled its employees to take one day per year to volunteer in their communities. Many of our employees embraced this opportunity as a chance to find a new way to give of their talents to neighbors in need, while others were able to spend a little extra time contributing to organizations they are passionate about.

Chelsea Garrison from Idaho was able to spend time at an animal shelter because of the VTO program. "I absolutely find VTO worthwhile because it gives us a chance to give to the community, and separates us from our busy, hectic lives for a day to focus our attention on a place in need of our help."

A few of those who participated in VTO projects are shown above:

1) Sarah Nugent, Outreach and Solutions Advisor and Anne Davison, Director of Dairy Sales Support, assisted in the dairy birthing center at the New York State Fair.

2) Public Relations Assistant Shelly Swan helped sort Girl Scout cookies.

3) Vice President of Communications Terri Dallas chaperoned a 4-H club trip to the zoo.

4) Bob Stratton, AVP International Marketing; Jayne Gilge, Mailroom Specialist; Dean Gilge, VP Wholesale Markets and Dave Goedken, VP U.S. Sales and Service, used their VTO as part of a mission trip to Budapest, Hungary. They helped with building and painting projects and spent time at a foster home. 

5) Chelsea Garrison, Dairy Consultant, volunteered at the Twin Falls, Idaho, animal shelter.

6) Customer Service Representative, Heidi Heller, took five junior members to the National Brown Swiss Convention in Canton, Ohio, where they competed in several national events.

7) Executive Assistant Karla Braun organized Sun Drop Dayz in Shawano, Wisconsin.

8) Genetics Administrative Assistant Teresa Wachtel chaperoned a school trip to the state capitol in Madison, Wisconsin.

9) Morgan Kliebenstein, Dairy Procurement Specialist, helped set up for the Lafayette County dairy breakfast.

10) Accounts Payable Supervisor Connie Viergutz assisted the Shawano County dairy exhibitors set up for the Wisconsin State Fair.

With over 950 hours of collective VTO from the cooperative in the program's first year, employees are certainly finding ways to make a difference in their communities.  

"VTO is an exciting part of working for GENEX. It feels great to be able to volunteer my time and get involved in community events I am passionate about. It’s amazing to work for a company that supports and encourages employees to  give back to their communities. VTO is about not only living and working in a community but being a part of the heart of it," remarked Anne Davison.

Now I Can Retire

By: Doug Wilson, CRI CEO

After 49 years in the A.I. industry, it is time to move on to my second career and become a full-time farmer. One-half of my career was spent in direct cattle genetics work and one-half indirectly through general management.

Years ago, as the Director of Dairy Cattle Breeding at ABS, I had the opportunity to hire the late Morris Ewing as a sire analyst. Morris had been on the genetic staff at Curtiss Breeding Service and was the first industry sire person with a master’s degree in genetics. Morris was a great cow man, an exceptional educator, a Jersey lover and considered a giant in his time.

Morris and I often traveled together. He would joke that when we retire we should write an article that expresses our largest disappointment. His idea was to tell it like it is if, at retirement, it would not harm the organization we worked for. During my last 39 years spent with GENEX and its predecessors, I have kept that discussion in mind. I’m retiring next week, so thought now is the time to write that article.

As further background, it is important to know I love the show ring. I have shown horses, pigs, beef and homing pigeons at local and state levels. At the national level, I have exhibited dogs, sheep, and dairy. In fact, in 2017, I have been at 10 sheep shows and have five more to go.

Decade after decade after decade.

In 1979, linear evaluation of dairy cows was launched using a 50-point scale. This provided data for research so we could finally answer the long-debated issue of what the most profitable cow really looked like from a phenotypic viewpoint.

In 1985, GENEX predecessor 21^st Century Genetics and Dr. Gene Freeman at Iowa State University presented the first research clearly illustrating the medium stature cow (57 to 58 inches at the withers) was the longest lasting, most efficient cow. This was 35 years ago. During the five years that followed, eight other research papers were published, which all supported the medium size cow was best.

Equipped with this data, our cooperative launched a decades-long campaign to educate and sell the dairy industry on the goal of breeding for medium stature. We presented speeches at conferences, World Dairy Expo, state conventions, national conventions and around the globe. We developed many articles. The most controversial article was “The Cow in Fourth Place is Simply Too Tall.” During this time, we swam upstream in the sales world because of our stance.

We participated on committees and met with breed associates to encourage changes to reduce final score once a cow was above 58 inches. In 2014, we developed the Ideal Commercial Cow (ICC$) index to support our long-held belief.

My largest disappointment.

Perhaps we were simply poor communicators, but it took 30 years (three decades) before the industry began to change their attitude. During the last five years, the marketplace (driven by large commercial herd owners) has begun to penalize bulls that sire tall cows. Semen sales have shifted dramatically. Just the other week, I was informed the Holstein Association will be putting a slight negative weighting on stature in the TPI® formula.

A negative person might ask why it took three decades to change the industry’s opinion when it was overwhelming science that directed us. On the bright side, it is great the industry is now rapidly moving to a medium-sized cow to help improve profits at the herd level. We know it is right. We have known for a long time that it is right.

Now, while we know the show ring doesn’t always follow suit with the commercial side of the industry, the people who judge our shows hold an awesome responsibility. They greatly impact the goals and phenotypic direction of the breed. They greatly influence the global perception of U.S. genetics.

There is no doubt that judges have changed and are changing. Simply being tall does not win. This is great, but are judges doing enough when the science is so clear and the commercial dairy producers are sending such a clear signal? As a judge, you are an educator. Never underestimate how many people you influence. You can set a new standard. If the cow is above 58 inches, put her in fourth. There are plenty of great uddered, good foot and leg, open ribbed and balanced medium-sized cows. I have watched judges entirely change stature or frame goals in other species. Why not dairy? I am fairly sure breed associations will follow and reduce final score as cows get taller.

There it is, Morris. My biggest disappointment in a 49-year career is the length of time it has taken for the industry to realize the medium-sized cow is the most profitable AND the time it continues to take for the show ring to follow suit. Thank goodness it is changing, but it took way too long and cost far too much money. Now I can retire! 

About the Author:

Doug Wilson grew up on a dairy and beef farm near St. Charles, Iowa. While raising Guernsey and Angus cattle, he was active in cattle judging contests and was named the Iowa State Outstanding Dairy 4-H Member. Doug chose Iowa State University as his alma mater, and received a bachelor’s degree in dairy science.

He began his career in the dairy cattle breeding department of ABS. Later, he accepted the position of director of genetic programs at 21^st Century Genetics (a GENEX predecessor). He served as GENEX chief operating officer before becoming CEO of Cooperative Resources International (the parent company of GENEX).

During his 49 years in the agriculture industry, Doug has worked for the betterment of the industry specifically in the development of dairy genetic programs. He has become known worldwide as an industry leader and earned recognition as the World Dairy Expo Industry Person of the Year, Iowa State University Distinguished Dairy Science Graduate, University of Wisconsin-River Falls Distinguished Agriculturist and Dairy Shrine Guest of Honor. Doug is also a great advocate of youth in agriculture and has served on many committees that promote this mission.

GENEX Dairy Marketing Intern, Beef Girl in a Dairy World

Meet Kaylan Risacher, a beef girl in a dairy world - at least for the summer!

So how does someone who grew up on a beef farm in Wright, Minnesota, end up working as a Dairy Marketing Intern in South Dakota with GENEX? The answer is simple, really, Kaylan wanted to gain experience for her future career as a veterinarian. Let's learn some more about this hard-working junior at the University of Minnesota-Crookston!

What clubs/organizations are you a part of?

I am secretary of Dairy Club, an active member of the Pre-Vet Med club and am also on the campus dairy judging team. Outside of school, I am a member of the American Gelbvieh Association, American Angus Association and was involved in 4-H for 11 years.

Why did you choose an internship with GENEX?

I wanted to gain more experience with both the bovine and dairy industries. I hope to go to vet school after completing my undergraduate degree, and this experience will benefit me greatly. Because of my minimal experience with dairy cattle, I figured this would be a chance for me to learn a lot about the industry!

What have you taken away from this internship thus far?

I love being able to interact with the owners, workers and cattle on the farms we visit. My dream is to wake up every morning looking forward to my day at work, because I enjoy what I am doing. That is exactly what is happening with this internship!

We here at GENEX are wishing Kaylan the best of luck as she finishes up her internship. Hopefully this position reinforced your passion for an exciting and dynamic industry!

GENEX Distribution Center

Have you ever wondered what distribution looks like at a major cattle genetics company? Well, wonder no longer! Brian Brickle, Distribution Specialist, takes us on a quick tour of the GENEX Distribution Center in Shawano, Wisconsin. If you ever get the chance, be sure to ask Brian to show you his liquid nitrogen demonstrations. They are pretty amazing!

Reducing Your New Employee Cull Rate

There goes another one down the road. It seems to be more and more difficult to keep them with your herd. No, I'm not talking about your cows. I'm talking about your new employees.

As farms have grown from small dairies to large businesses, they have increasingly had to rely on employees with no previous agricultural experience. In some cases, farm workers never had a desire to be a part of the rural environment, but it was the job available when they needed work. These entry-level positions are often in the milking parlor where the work is seen as hard, dirty and unglamorous with low pay. For those reasons, it can be difficult to find good help and often even harder to keep those you do find. But after the individual is hired, it’s your turn. It’s your responsibility to make employees believe they made the right job choice and to help yourself by reducing the turnover rate among newly hired staff.

So, how do you make a new employee feel they made the right choice? A new employee requires five fundamental things in a new job:

1. Explanation: What is my role? Why is it important?
At the interview give the applicant a clear job description (including working conditions) and help them understand the importance their job is to the operation of the dairy farm.  It is critical to let people know the schedule has to be filled every day of the year.

2. Education: What knowledge or skills do I need?
Prospective milkers often do not arrive with a great deal of formal education, but that does not mean we should not take initiative to educate them. If you start the new employee with the idea this is a place where you learn and expand yourself, they are more likely to stay.

One common fear is educated employees will take their new skills and move on to another job. The reality is, if you don’t teach people they will quickly get bored, and you will lose them anyway. It is important to encourage the new employee in the education process to help them feel part of the team.

3. Training: How do I carry out my role?
I have seen dairies take someone with no cow experience and throw them into the parlor to see what happens. That is not training! The situation leaves people feeling lost, intimidated and frustrated. Now, more than ever, our dairies are under scrutiny. You have an obligation to the industry to make sure employees are properly trained and know how to handle a cow. There are good training resources available. Be sure to use them.

4. Evaluating: How will my performance be measured?
Everyone wants to be seen as doing a good job. Therefore, everyone needs to know how their performance is measured and what performance level is acceptable. It has to be a simple evaluation method conducted on a very regular basis. Performance milestones are also critical to ensure employees are on track for success and should be celebrated when reached.

5. Reporting: What feedback will I receive?
Keep lines of communication open. Employees can feel in the dark about their job performance because they do not receive feedback about their quality of work. Or if they do, it may not be constructive feedback. This creates unease in the workplace. Feedback needs to be informational and instructional for the employee to improve. If someone is not reaching their defined objectives, it needs to be brought to their attention immediately with a clear direction of how they can improve and how long that improvement should take. Employees also need to know what the ramifications are if they do not start reaching their objectives.

Company policy should be for each person to introduce themselves to new employees, so everyone is aware when a new person starts. Plan a welcome for the new employee. Assign one person to greet the new employee, show them around the farm and give them insight into how the team functions.

Assign someone to answer the new employee’s questions and listen to his or her concerns and suggestions. Entry level does not translate into unimportant. Take time to really acknowledge how much you value this new employee. Work with them and mentor them. You can quickly become an important part of the person’s life – giving them more than a job, giving them a place to belong.

Provide the new employee with the tools needed to succeed. Then give them time to succeed. Dairies frequently look at cull rate in the first 30 days after calving and adjust management to keep that number as low as possible. In the same way, measure turnover rate in staff in the first 30 days. Consider the training and other resource cost to the dairy. Be willing to adjust management
to keep the employee cull rate low as well.

It's Quite a Production

Follow along on a recent trip our Audio Visual Coordinator, Todd Moede, took to our GENEX facility in Tiffin, Ohio. I think you will agree, collecting quality bull semen is quite a production.

I recently had the pleasure of traveling to the GENEX location at Tiffin, Ohio, to video their semen collection process with Dr. David Brown, GENEX AVP Veterinary Services and Education. I was curious and excited to see the old bull stud where much of our industry has its roots. I have been working for Cooperative Resources International for 28 years, had met Ken Wallin from the old Badger Breeders and I knew this was the spot where the National Association of Animal Breeders had met for the first time, long ago. I knew of Max Drake, the first Manager at Tiffin. Keith Heikes the current COO of GENEX was the Manager of NOBA (GENEX predecessor) in Tiffin, before he came to Shawano. I figured this was pretty hallowed ground here in Ohio, as far as our industry and our cooperative was concerned, if you know what I mean.

At the start, bulls were tied up around the arena and were allowed to interact with each other. Production Manager, Mike Landers, then had a group meeting where his entire crew got their assignments for the day, addressed any questions or problems that might have come up and made sure everyone got their morning cup of coffee and peanut butter granola bar. The way I look at it happy workers are good workers and Mike certainly did a great job with that.

My first day in the collection room did not start too well. It only took me about 10 minutes to be talked to by one of the guys. I had slipped into the collection area with my camera between two young sires that were tied close to the opening I went through. Al Wagner, Livestock and Grounds Superintendent, quickly got my attention and informed me of the difference between a safe tie off distance and an unsafe distance. I had apparently gone through the unsafe zone. I have videoed many bulls before, and I figure I'm still pretty quick for a 60 year old, but Al was right. A person might get away with that 1,000 times but the time you don't, might be quite painful. Point taken and received. 

As I videoed, things seemed to fall into a definite pattern. Mike kept track of sires and steers tied off around the arena. Al stayed close to the lab area and made up artificial vaginas (AVs) so they were ready when the guys needed them, and Ron Wise, Head Herdsman, and Kraig Lease, GENESIS Operations Transportation and Maintenance Assistant, were doing the collecting.

When bulls had a sufficient time in the arena they were worked with a steer. The bull would false mount and he would be diverted by the handler. Sometimes it would take one false mount and with others it might have taken three or four, every bull was different. When Mike nodded that the bull was ready, the handler would walk to the AV area, get the warm AV and the bulls tag off of the door, put on a new glove and go out and collect the bull. After the collection, Mike and the collector communicated the name and sire code of the bull and the collector checked the AV to be sure semen was in the collection vial. He then went to the AV area, removed and capped the collection vial while making sure things were clean, filled out the paper work and gave the collection to the lab. 

After working behind the camera for a while it began to dawn on me that I wasn't really watching four guys collecting semen, but instead, I was watching four guys working as one. It seemed to me that no one really ever needed to be told what to do, they just knew and did it. If a steer was relieving himself and missing the five-gallon pail meant to catch it, the closest guy would move the pail. When manure hit the ground, the closest guy to the shovel would pick it up and put it in the wheel barrow. When a steer needed to be cleaned, it was quickly noticed and got done. If Al was busy and an AV needed to be made Ron or Kraig would be right on it. No one was ever asked or told what to do, they just knew and out of mutual respect for each other, the jobs got done, and done well. Heck, by the second day even Doc Brown was shoveling in the arena without being asked!  I guess good stuff like that seems to rub off.

All the while they worked, the radio would be playing old classic tunes. The older guys liked the fact that the youngster, Kraig, never heard of a lot of the groups playing. At my age I was not bad at knowing who the groups were until the tune "A World Without Love" came on. Obviously British, I said it was Herman's Hermits, good guess I thought. I was later corrected ... that's Peter and Gordon. One of the guys looked it up on their phone, no fair.

All in all, the trip was great. I got to see the old barn where sire code 1H started. I got to admire the work of the collection, lab and barn crew and got a real sense that everyone involved in the process owned their small piece of it. I also got to see how four people can actually work as one. Oh yes, and I managed not to get hurt.

Cooperatives Build A Better World

I recently got the chance to screen a PBS Visionaries documentary celebrating 100 years of cooperatives. Can I just say I smiled through the whole hour? Watching the seven stories of cooperatives both in the U.S. and abroad made me swell with pride, pride for belonging to something that is committed to helping one another as a part of the very principles that make up their business model. (Click here to learn about the seven co-op principles.) 

I am blessed to be not only employed by a cooperative, but also a member of several through our farm. In both of these capacities, I have seen the hard work put in by members, delegates, board members and employees to make an impact, not only in the communities they live in or serve, but across the globe, from little things that multiply to become big things, like Operation Round Up at my local electric co-op, to the amazing list of community organizations my credit union supports, to the work Cooperative Resources International (CRI) conducts through its Cooperative Development and Emerging Markets Programs.

CRI has been working in global outreach for nearly 20 years. A recently completed project in Nicaragua spanned five years as part of a $5 million, USAID funded, Cooperative Development Program (CDP). The project aimed to transform household-level dairy producers and their cooperatives into small scale commercial firms. Dean Gilge, AVP of Global Development for CRI notes, "It is heartening to hear someone such as Norman Montenegro, General Manager for Nicaragua's Asogamat Cooperative, describe the tremendous value the program has made in their operation. Norman credits CRI's help in strong governance foundation, designing a strategic plan and coaching them to success."

Dean Gilge (left) and Dan Diederich, CRI Board Member (right) learn about Quesillos, a tortilla with white cheese, cream cheese and onions, from the Quesillo store manager.

Milk arrives at the central milk collection center in Nicaragua via several modes of transportation.

Recent projects have also taken us to South Africa where CRI has worked with the beef cooperative Inkephu and the dairy cooperative Seven Stars. These businesses were chosen because of their accomplishments in showing an interest and desire to grow as sustainable cooperatives. Genex Board Member, Terry Frost had this to say upon returning from his time working with the co-ops, "While improvements need to be made, the cooperatives' hope for the future is evident. I feel the cooperative members want to improve for their community. These people are very proud of their culture and heritage. They just need the guidance and training the CDP can and is providing."

Genex Board Member, Terry Frost (front) inspects a feedlot with the Chairman of Inkephu Cooperative in South Africa.

Last year, a CRI Emerging Markets Program, with funding from the USDA, brought a delegation of 29 beef industry representatives from China, Kazakhstan, Pakistan and Russia to the U.S. The participants were key dicision makers from large beef operations, universities, agriculture ministries and processing facilities. The tour showcased the U.S. beef industry "from semen to cellophane."

And the CRI commitment to global development is far from over. With current projects in South Africa and the Dominican Republic, we hope to continue to make a difference in agriculture and communities world-wide. 

By the way, if you get a chance to check out the documentary coming to a PBS station near you this November, watch it.  You won’t regret the hour you spend!

Cooperatives Build Leaders

A productive cooperative depends on its member-owners to lead it forward. Indeed, the cooperative model of governance requires democratic member control. Where do cooperatives find these leaders? I believe it is the cooperative system itself that fosters the leadership development by giving them the opportunity to experience unique situations and network with others in their industry.

I recently spent some time at Ruedinger Farms Inc., in Van Dyne, Wisconsin, talking with our Cooperative Resources International (CRI) Board Chairman, John Ruedinger. His first-hand experience echoes the cooperatives build leaders message.

Perhaps you are interested in getting involved with cooperative governance, but worry you don't have the experience or time to be a delegate. Two of our current delegates, Alexa Kayhart and Scott Erthum, took a few moments to share their stories. Read how they balance farm/ranch life with being a delegate and the benefits they are receiving from the process.  

Just as cooperative delegates and board members build their leadership skills, employees of cooperatives, and in particular CRI and its subsidiary employees, are given many opportunities to shape their management skills as well. A big portion of this initiative includes our own REACH Leadership Courses. In addition, employees are supported in endeavors to enrich their leadership experiences outside of our cooperative as well. Programs such as Leadership Wisconsin and Leadership Shawano County are two examples where CRI employees have honed their leadership skills. In addition, CRI employees are encouraged to join groups and volunteer in their communities as a part of our company’s value of stewardship.

Genex Production Training and Education Specialist, David Lee Schneider (second from right), received the Alva Rankin Award. This memorial award is given to a graduating Leadership Wisconsin Fellow who exemplifies Al’s strong leadership and personal skills.

Members of the CRI Information and Public Relations team spent time assembling weekend meal packs for children from area schools who are in need.

Genex employees receiving National Association of Animal Breeders awards: Jim Cumming 1 Million Unit Sales (Georgia), Jim Engle 1 Million Unit Sales (Idaho), Doug Westenbroek 3.5 Million Unit Sales (California), Bill Casey 1 Million Unit Sales (Wisconsin), Jan Longacre 1 Million Unit Sales (New York) and George Shue 100,000 First Services (Pennsylvania).

Tom Lyon, former Cooperative Resources International CEO, accepting the National Association of Animal Breeders Pioneer Award for long-term distinguished service to the A.I. industry.

Stan Lock (left) was honored with the Service to the Beef Industry award at the Applied Reproductive Strategies in Beef Cattle workshop.

CRI prides itself in its people, and we know that the cooperative model of business has allowed us to become the company we are today. From our Board to our delegates and employees, we have the people who are willing to put in the time and effort, because cooperatives build leaders!

From Office Attire to Farm Boots: All in a Day’s Work

By: Brooke Schultz, Communications Coordinator, CRI

I recently spent some time with Genex Territory Sales Manager Tim Lynch (a seasoned Genex veteran) to see what life of a Genex sales and service employee is really like. I don’t have an extensive background in agriculture, so having this opportunity to see what goes on behind the scenes (or in my case, what goes on outside of the office) was exciting and intriguing.

Starting with a 4:30 a.m. wake up, I was already beginning to experience the life of an A.I. sales rep (and my admiration for all they do was already increasing). I sluggishly got ready, grabbed my coffee and headed towards the mid-part of Wisconsin.

Upon arrival of our meeting spot, Tim greeted me graciously and we hopped in his Genex van to begin our adventures.

My lovely ride for the day. And yes, the pink jacket is mine, not Tim’s ;)

As we drove towards Tim’s first stop of the day, I couldn’t help but think what a great day it was going to be. I can’t think of many things that beat driving down county backroads, winding around corners, listening to Packers talk radio (in true Wisconsin fashion, of course). About a half hour later we arrived at our first stop.

As we rolled up to the farm, the muddy tracks from the tractors, sound of machines whirring, and the smell of corn silage and manure let me know we were definitely at the right place. The moment Tim and I walked through the door, I could instantly tell the kind of relationship Tim has with his members and customers. Tim talked with the manager a bit about some of the new sire releases and which bulls he thought would work well in their breeding program. After the manager agreed to purchase a few units, Tim didn’t just close up shop. He continued the conversation, asking how the farm was doing and if everything was going well. It was apparent Tim wasn’t about making a sale – he was about our members and customers.

That became more and more apparent at each stop. Tim greeted nearly all of the producers as if they’d known each other forever (which, I suppose they pretty much have since Tim’s been with the company for over 25 years). Tim was well aware of each farm’s breeding program and what they were looking for. Nearly every stop we made there was a purchase – not because Tim pushed the sale but because he knew exactly what they wanted. He only had to show them four or five bulls, and the producer would typically pick about three bulls he’d like semen from.

Tim preparing an order for a customer

Since Tim and I work in two completely different settings, we took time between farm visits to better understand each other’s job responsibilities. I filled him in on what it’s like to be a Communications Coordinator, and he filled me in on his tenure with Genex. He has worked in nearly 30 different Wisconsin counties and has put many, many miles in, making around a dozen stops per day. I also couldn’t help but notice his form of GPS. When asked about it, he was not shy to tell me that he does a few things “old school.” I believe his exact wording was, “If it isn’t broke, why fix it?” His GPS was a cork board with a map, and each stop was marked with a pin or thumbtack. After he makes each stop, he pulls the pin out to see what stops he has left for the week. (And although there’s probably a 30-year difference between us, I could relate. While I’ve grown up in a technologically advanced era, I still find something satisfying about physically writing out reminders, making to-do lists and crossing off each item as it’s completed.)

Tim’s trusty GPS

As we continued on our adventure of cruising back roads to the next farm, Tim showed me another important aspect of his job: it’s all about teamwork and doing what you can to help your co-workers and company be successful. He had made a phone call to Ken, a member of his team, to let him know he’d be going past a few of Ken’s customers and he’d be more than willing to stop and provide them with the semen they needed. I also learned that a few of the stops we made that day weren’t Tim’s typical stops – he was helping out another member of his team to make sure Genex members and customers were taken care of. (That is one part of our jobs we have in common – both his and my team are always more than willing to help each other out. The comradery within Genex is truly uplifting.)

We only had a couple more stops before we were done with our day, so I squeezed in the last few questions I had. Me being the competitive person I am (although I like to think you can’t tell), I asked Tim if he ever runs into competitors on the same farm. He gave the answer I would expect from someone as professional as Tim (and as professional as Genex itself): “Yes, once in a while I’ll see a competitor’s vehicle in the driveway. I usually just drive by and let them have their time. Then I circle back later.” (C’mon, Brooke. Did you really expect any other answer from such a standup guy? And let’s be real, those competitors are just trying to do their jobs the same as we are. We just have to go to that farm and prove why Genex is the best choice.)

Considering I help with the resale product marketing and advertising, I asked him if he sold quite a bit of any particular resale products. He mentioned he sells quite a bit of our NuLife® ReBOUND™, NuLife Oral Electrolytes, Push™ calf nutritional paste and Milking Gloves. (He also sold a few of our Calf Coats that day as well, which, by the way, Genex has a promotion on right now, along with a few other resale product promotions. Be sure to ask your Genex representative about it today!)

As we made our last stop and headed back, I felt accomplished (although Tim did all of the work). I felt like I had learned a few new things and had a much better grasp on what our sales and service employees do (and a much bigger appreciation for them along with our members and customers who bust their backs day in and day out). I really couldn’t have asked for a better experience on a better September day with a better person. Tim, although I doubt you’ll read this (because you’re “old school”), I appreciate you letting me tag along to be your shadow for the day (or bodyguard as one producer put it). And I may or may not be biased, but I definitely think our Genex employees are about as top-notch as you can get ;)

Thumbs up to a successful (and windy) day!