Entrepreneur
Thinking in all directions
Challenging times demand change and transformation. Everyone deals with them differently. The following always applies: being an entrepreneur means considering alternatives to your current actions.
To continue or to stop, to grow or to give way, to lease or to lease out, to develop business areas or to discontinue them, to keep your own farm or even to sell it? These are questions that many agricultural entrepreneurs ask themselves and to which answers are needed. Technical progress and the further development of production processes have played a key role for decades, with the result that increasingly efficient businesses are characterising the agricultural sector. And yet there has been a structural change in Europe since the end of the Second World War, with farms and families deciding to leave or partially leave active farming every decade. This process has led to other farms being able to realise corresponding growth steps.
Ambitions and reality are not identical in many areas
There are just as many social wishes as there are political visions when it comes to the reorganisation of agriculture. Time and again, conflicts of objectives emerge that illustrate how different the positions and interests of the respective stakeholders are. Over the past eight to ten years, it has become increasingly clear that the demands in environmental and animal protection, tourism and recreational areas, as well as the conflicting objectives regarding land for construction and infrastructure projects, are growing. Agricultural stakeholders are always involved in these areas, but are often not well integrated.
Objectively, the same external factors affect the companies
Land is scarce, capital costs are usually identically high (depending on the rating), labour is more or less available depending on the region. The political decisions affect everyone, even if the organisation may differ at national level. The market prices for the products are also identical except for nuances. In contrast, the natural areas are very heterogeneous, meaning that resources such as water and temperature have a significant influence on natural yields. Other opportunities such as renewable energy, direct marketing opportunities, property projects and other operational development areas vary greatly.
It is not only the perception and handling of current issues that varies greatly, but also the way entrepreneurs perceive and experience their daily work. The polarity ranges from total overload or burn-out to a cool and relaxed approach. Companies are organised and structured differently, just as people have very different typologies. This also means that the individual stress levels in the companies could not be more different. The view of identical situations varies widely, so that the image of the half-full or half-empty glass of water could not be more apt for individual perception.
Every business is different in terms of its capital and asset structure
In practice, the triangle of stability, profitability and liquidity can be found in all shapes and forms. And entrepreneurs deal with a tight liquidity situation or a high debt service differently and the perceived burden is individual.
From all of the above points, it can be concluded that entrepreneurs should react and even respond differently to current and future changes and challenges, both on the basis of operational resources and personal individuality, as there is no universal concept.
Agricultural entrepreneurs want to and must earn money with their activities, service their debt, make investments and build up reserves. This is the only way to fulfil the need for security and stability. In addition, they want to do a good job and identify with what they do. This is about identity and a sense of purpose. Furthermore, the people involved want to experience that they are perceived as competent in their ‘job’ and that their expertise is respected. This experience of competence is important. As everyone has a need for recognition and appreciation, the question arises as to who will give them recognition for their actions: the tax office, their neighbour, their employees, society, their partner or their advisor?
Change is a challenge
Needs of farmers have been met very differently in recent years. If these needs are not met or are only met in a rudimentary way over a longer period of time, this leads to discomfort, deprivation and ultimately stress. People in society who do not work in agriculture naturally also have needs for security (income) and recreation (in nature) that should be met. These are, among other things, in conflict with the needs of farmers. Often these are even identical but the interests are different, which leads to conflicts.
In many conversations with farmers, it shows that the handling of these aspects varies greatly and the perception of the current situation is subjective. The opportunities and risks, but also the strengths and weaknesses, are perceived, evaluated and addressed in a highly differentiated manner by the entrepreneurs. This also shows that there is no one situation and no one truth. Accordingly, it is difficult for both industry stakeholders and political actors to draw and realise a picture of the future of agriculture.
‘Nothing is more constant than change’ may sound trite to some. For some entrepreneurs, this phrase is commonplace and is put into practice. They recognise future opportunities, have organised the business and processes well, have good stress management and are able to direct and lead employees. They also have a good business analysis of the figures in conjunction with economic stability. However, this described proportion does not currently represent the majority.
For many other entrepreneurs, change is a challenge. It can be seen time and again that it is not easy to initiate change, despite the physical and psychological strain. Some share the feeling of running in a hamster wheel of too much work and too little time. In addition, farmers increasingly have the impression that they cannot please politicians and society and that they feel powerless. They often perceive a dilemma of injustice and excessive demands. There is a desire to improve their personal and company situation. However, they often don't realise that this requires them to act on their own initiative; instead, they want things to get better on their own and the situation to change. As we all know, hope dies last.

Get out of helplessness and into your own control!
It is absolutely understandable that this principle is not always easy to implement, especially as the people involved are often affected by other aspects such as family traditions or convictions. This is linked to the fact that it takes courage, strength and energy to change and adapt the situation. Old behaviour patterns save energy for our brain. New ways, different behavioural patterns or adapted structures are unfamiliar, cost energy and don't feel good at first. This is comparable to breaking a habit or, for example, getting used to a sporting activity. It is difficult!
The question very quickly arises as to what the alternative to the current actions is. As there is often no quick answer to this question and there is no time to examine and evaluate opportunities, the entire change process is not continued and the hamster wheel continues to run.
If the general conditions and everyday situations are persistently stressful and no improvement is recognisable, the first step should be for the people involved to allow themselves to think about all the alternatives. Thinking ‘out of the box’ is the appropriate motto here. It takes patience to realise that the perfect solution is not always served up on a silver platter. And it also requires the patience to recognise that this is a change process that takes time.
In addition to analysing the current situation through controlling and external consulting, this process also involves accepting that it is hardly possible to change the framework conditions and other people. As an entrepreneur, you can only reflect on and adapt your own actions and change the way you deal with the situation.
You also need to take a close look at your personal circumstances
These include the needs of the entrepreneurs mentioned above, but also those of their partners. This includes questions about individual worries and fears as well as questions about satisfaction and the individual definition of success. Farmers still make statements such as: ‘I can't give up, things have to get better again.’
Entrepreneurship has a great deal to do with responsibility towards the company, oneself and also one's fellow human beings and family. Entrepreneurship also has to do with facing up to the competition and developing the company and yourself. Entrepreneurship has to do with perseverance but also with letting go.
Entrepreneurship is definitely expressed by looking at opportunities and alternatives. It is crucial that entrepreneurs in the agricultural environment analyse and examine their opportunities. And right now there are some high opportunity costs. This also includes analysing their own personal resources and strengths, as people generally have a large number of previously unknown strengths.
It is also crucial to have an inner attitude in order to tackle and implement change. After all, anyone who develops their business in a new strategic direction has not failed, but has made a - hopefully - well-considered entrepreneurial decision. This decision should lead to an improvement on both an operational and personal level.
Conclusion
Necessary change processes require clarity in the current situation, an honest assessment of the past and future, an analysis of resources and, as a rule, support through guidance/counselling on both an operational and a human level. A solution can only be developed and designed individually and this solution should fit the needs of the entrepreneur - and be sustainable. Because only if the entrepreneurs are doing well will the company also do well!