MINNEAPOLIS — Within the food system – and in many other industries – leaders are often quick to find answers to problems, but often, a critical step that’s overlooked is how to find meaningful solutions to resolve the broader issues.
This shift in thinking requires leaders to evolve to a systems-thinking approach that will help break boundaries by broadening their knowledge and opening up understanding and solutions outside their given area within the food system. This holistic approach to problem-solving requires strong partnerships, collaboration, and the curiosity for continuous learning.
Minnesota AgriGrowth Council provides a great example of a non-partisan, non-profit member organization that advocates and convenes leaders within the food and ag sectors by challenging them on how solutions are developed to resolve broader issues. As the Executive Director at Minnesota AgriGrowth Council, Tamara Nelsen is well-versed on breaking down boundaries to advocate across disciplines for their member companies and associations with policy makers at the state and federal level.
Tamara is sharing her expertise as an influencer within the food and ag industry to students enrolled in the University of Minnesota’s Integrated Food Systems Leadership program in her role as an Industry Advisor. We sat down with Tamara to learn her perspective on the importance of collaboration between private and public partnerships and how her fearless approach to continued learning helped propel her career growth.
How does the food system benefit from private and public partnerships?
Within the food system, meaningful change occurs when stakeholders develop a deeper knowledge on issues, take the time to listen and learn on varying perspectives, and take collaborative action.
Minnesota is the fourth largest exporting state in the nation. Minnesota AgriGrowth Council plays a meaningful role in in convening various stakeholder groups – both private and public – to tackle relevant issues for the future growth and prosperity of our sector.
From permitting to farmers to ag lenders, we learn about the many different perspectives and the needs of each of our organizations. We can then bring that broad knowledge and unbiased perspective to our members. We are viewed as a central hub for the food and ag sectors’ pressing topics, and we connect the dots across private and public groups to collaborate and problem solve.
It’s through collaboration that sustainable solutions are developed–otherwise each group is tackling issues in their own silo.
Who are key stakeholders in public/private partnerships, and what do you view as the key factors in ensuring productive partnerships?
There are many essential players within the public sector: the USDA, FDA, federal and state governmental agencies, doctors, chemists, and biologists, to name a few. Public affairs and regulatory agencies are also a very important public stakeholder group. At the private level, we need food and ag businesses to bring products to the marketplace.
An essential factor for productive partnerships and policies is effective communication – not just championing for one side or a narrow end result – but also these groups coming together so there’s an understanding why decisions are being made.
For example, a critical process for safe food production is regulation—for proper handling, weight and temperature limits, etc. Private groups should be informed about why regulations are being changed so they don’t view them as mandates or unnecessary change simply to raise fees, for example.
The operations of private and public groups are critical, but in order for the system to function properly and continuously make improvements, it’s important for both sides to come together and collaborate.
How does an industry association, like MN AgriGrowth, facilitate these relationships?
At AgriGrowth, we strive to convene a larger discussion and connect dots with stakeholders on food and ag issues impacting Minnesota. We have the advantage of hearing all points of view by being present on advisory boards and creating forums for leaders to discuss pressing issues.
For example, AgriGrowth is part of a coalition called MNBOLD, which convened ag and food CEOs from General Mills, Ecolab, Cargill, and others, to meet regularly to discuss pressing topics. We devote time and resources to act in an advisory capacity to connect dots between members of this stakeholder group and other stakeholders who are AgriGrowth members.
At AgriGrowth, we can be a sounding board to inform various stakeholders that there are many ways to solve issues. From climate change policies to water quality improvements, we encourage members to take the time to meet with partners outside their discipline; for example, farmers interacting directly with government agencies. This collaboration allows them to weigh pros and cons across differing audience groups and see the impact of their decisions and policies.
As an IFSL program advisor, can you share the necessary knowledge and leadership skills needed in your profession?
Within my role as the Executive Director at Minnesota AgriGrowth Council, I witness daily the curiosity and desire for improvement and collaboration that’s necessary for change, so I’m encouraged by the progress in our industry.
The IFSL program is exactly what’s needed for food system industry leaders: an understanding that leaders need to broaden awareness on the problems facing our global food system and the need to problem-solve across silos.
Within the food and ag sector, we can do better at exercising empathy; active listening, coupled with the desire to find solutions. As leaders, we need to embrace the interest that people clearly have in our industry. We can take this as an opportunity to learn how better to serve the food system as opposed to being reactive to criticism.
Another important trait I encourage leaders to carry with them, no matter where they’re at in their career, is a desire to continuously learn. Be open to explore the many areas you don’t yet know about. You may surprise yourself and stumble upon a new passion.
I learned this early in my career and it continues to serve me now – a fearless approach to learning unique perspectives and from varying avenues. Without this, impactful change can’t occur, but thanks to public-private partnerships and the passion I see daily with industry leaders, we’re headed in the right direction.
For more information about the University of Minnesota’s IFSL Program, visit https://ifsl.umn.edu. IFSL Program applications are accepted on a rolling basis for the next cohort which begins in September 2020. Download a program brochure or schedule a consultation call for more information.
— Tamara Nelsen, AgriGrowth Council, Executive Director
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