by : lacylit10 Farming, Leadership

The Middle.

During my United Fresh Produce Industry Leadership Program (#class24 💕), we had an incredibly smart, talented, and beautiful lady guiding us.  Her name was Julie, and she was fabulous.  (Still is!)  She had a very polite and kind way of telling you some honest truths.  She was blunt and funny.  She said a lot of memorable things during our time, but the one that keeps coming to my mind in the midst of this coronavirus pandemic is this: “Get the hell out of middle management as fast as you can.” (Her words exactly.)

Middle managers experience compression by those they lead and those who lead them.  It’s a tough place to be.  As we try to operate as an essential business providing food for millions of Americans who are sheltered in their homes, the amount of pressure and responsibility being placed on our societal function and our team has increased tenfold.

When the CDC first released guidance on preventative measures, it wasn’t anything we weren’t already doing.  Food contact surfaces are routinely cleaned and sanitized, employees frequently wash and sanitize their hands; they are supposed to cough into their elbow, and they are not permitted to come to work sick (among many other good health and hygiene best practices).  But the existing measures we had in place were not enough to protect the health of our employees and the safety of our products, additional measures had/have to be taken.

While our senior leadership is in direct communication with other business executives, regulatory agencies, and trade associations, the role of our middle managers has become even more critical in our day-to-day operations.  The information and guidance we receive changes by the hour.  We are scrambling to keep up, inform our middle managers, train our employees, and enforce many new policies – on top of an already full workload, and entering our busiest season 🥬.

“Middle managers have a complicated relationship with power because power is activated and experienced in the context of interpersonal relationships. When interacting with our superiors, we naturally adopt a more deferential low-power behavioral style. When interacting with subordinates, on the other hand, we adopt a more assertive high-power behavioral style. Failure to conform to these role-based expectations can lead to social conflicts and confusion, so people are very good at learning how to play the part that is expected of them.”

Erin M. Ancich and Jacob B. Hirsh (HBR)

Research shows that there are cognitive, emotional, and behavioral effects to power.  As middle managers navigate between high power (leading) and low power (being led), it becomes psychologically challenging to engage and disengage from one power level to another, often many times throughout a typical workday.  These conflicting roles cause feelings of stress, anxiety, and tension leading to physical risk factors such as heart disease and hypertension. In a study from Columbia University and University of Toronto, they found that mid-level employees have higher rates of anxiety and depression, adding to the long list of why middle managers are so unhappy.

Humans are inefficient when it comes to switching tasks, and it creates a negative mood spillover as we move from one task to another or one power level to another.  Middle managers are victims and carriers of change as they receive strategy instructions from the top and have to implement those strategies with those who work beneath them.  We’ve had to institute at least 10 new policies over the past 2 weeks in response to this pandemic – a taxing feat for anyone, let alone already worn down middle managers.

Most people believe that their time in middle management will be short-lived, but reality is that these employees are classified as just “stuck in the middle of everything.” They have an undergraduate degree, but not a graduate degree. They are 5-10 years into their careers, and they’re just good performers (not excellent, but not terrible either). I would also venture to guess these are the people in the midst of raising a family as well. They are considered a “neglected but critical” group.

But the #1 reason middle managers are unhappy is that they are led ineffectively. Again, middle managers stuck in the middle: expected to be good leaders when they’re not being led well.

True colors come out in times of crisis.  As Brené Brown says, “We can be our worst selves or our very best, bravest selves.”  We have a lot at stake right now, not just in health and economics, but also in business and society.  Strong leadership is essential, always.  We need to choose to be our best, bravest selves. We need to lead as we wish to be led! So, let’s lean on each other, support each other, and lift each other up. ✨💖 

by : lacylit10 Leadership, Travel

Capitol Visit.

The United Fresh Washington Conference recently ended, and I am so bummed to miss it. Last year was my first year attending with Class 24, and it was an awesome experience. I had been to Sacramento to speak to our legislators before but never to DC.

My first trip to DC was in 8th grade, and it was a terrible experience for reasons I won’t get into now. But also, I just did not appreciate the history and magnitude of what I was witnessing and experiencing.

As a Mass Communication and Media Studies major, one of my favorite parts of visiting DC was the side stop I made to visit the Newseum. There were so many moving galleries, like the 9/11 gallery that exhibits newspaper headlines from across the world (photo right).

Of course, another of my favorites was “First Dogs: American Presidents and Their Pets”. Because, well, dogs. Need I say more?

But if I had to name just one favorite, it would be the Pulitzer Prize Photographs. On the wall as you exit, you see a quote by Eddie Adams:

If it makes you laugh, if it makes you cry, if it rips your heart, that’s a good picture.

The photos in this gallery were so moving that I’m pretty sure I cried half my way through it. I’ve always enjoyed photography, but I have never been able to capture moments like the professionals. It amazes me how some images, even in their simplicity, can be so powerfully touching. One that comes to mind as an example is The Falling Man.

My inner journalist continued to geek out when we had dinner at the National Press Club and listened to Bob Woodward speak. (If you don’t know either of those things, then we can’t be friends.)

I admire journalists of the past, who actually reported non-biased information and delivered facts. When your biases are so deeply engrained in your values and morals, it’s very hard to report objectively. (Also, don’t even get me started on journalism today. Oy vey.)

But the main reason for visiting DC was to advocate for agriculture among our legislators – something I thoroughly enjoy doing. It’s when hundreds of produce leaders converge on Capitol Hill to address some of the industry’s most pressing matters.

My first time advocating for our industry was during the Legislative Visits Statewide Meeting for California Women for Agriculture in Sacramento. My eyes were opened to the many lobbyists who are daily in the ears of our leaders urging them to vote for harmful ag bills. Our leaders need to hear it straight from the producers. There’s a lot more passion in persuasion when you are directly affected by what’s on the table. (Just ask Jordan Cunningham. 😂)

by : lacylit10 Life Lessons

Leap.

When I first applied for the United Fresh Produce Industry Leadership Class 24, we were asked why we wanted to be part of the program. I essentially said that farmers have a story that needs to be told, and if no one else is going to stand up for what we do, then I want to be the one to do it.

It’s kind of funny, because almost everything I’ve worked for personally and professionally has set me up to be that person. And for as much as I want to be the one out there shouting from the rooftops about how important it is to preserve our farming heritage, it terrifies me to be the one in the spotlight.

Over the past few years, it seems that I had been so focused on doing what felt right in my career and developing my leadership skills that I had slowly broken into that storyteller role and didn’t even realize it. And for as much as I’ve unknowingly embraced it, I’ve consciously been fighting it.

I’m not sure who first said that if your dreams don’t scare you, then they’re not big enough. Well, I have dreams, and they freak me the F out.

I know what I need to do to achieve those dreams, but it’s that first step that has been the hardest. And this is that step. It’s exposing my insecurities in order to face my fears and no longer hiding the things that bring me joy.

So, here’s to taking the leap of faith. Please be kind, my armor is down.