They are keen observers and are not afraid of criticism.
from warm-season grazing plants to those that grow in the cool season. This shift often infl uences livestock and forage production. A clear, measurable and attain- able goal could be to initiate a brush control program before the 30 percent threshold is reached. The goal indicates specifi c outcomes and has measurable trig- gers for action. Measurements are often the mainstay of a monitor-
ing program and entail more than simply weighing grass. Most successful producers continually monitor production factors such as rainfall. They keep records on the amounts and distribution in relation to grass production. Available forage is measured by quantity and quality in each pasture. Body condition scores are estimated by class of livestock and their reproductive stage. Markets are constantly monitored for futures, tendencies and opportunities. Successful grazing-land managers act on monitor-
ing triggers. These triggers are a response to a pre- determined threshold. For instance, if I don’t have at least 18 inches of precipitation by June 1, I reduce my stocking rate by 10 percent.
#7 Conservation ethic “We abuse land because we regard it as a commodity
belonging to us. When we see land as a community to which we belong, we may begin to use it with love and respect,” said Aldo Leopold, in A Sand County Almanac. A conservation ethic involves an inner conviction
to be a responsible caretaker of the land including soil, water, plants and animals. Most successful grazing-land managers want to leave their property for the next gen- eration in better condition than when they received it.
#6 Big picture thinking Successful grazing-land managers look at the big
picture and don’t get caught up in the weeds. Where others tend to fi nd problems, they try to fi nd opportuni- ties. They structure their business to decrease risk and be positioned to capitalize on opportunities inherent in turbulent conditions. Successful managers understand how all the pieces of their ranching business are inter- related and fi nd leverage to change the system for the good of the entire operation.
tscra.org September 2016 The Cattleman 101
#5 Life-long learners Successful grazing-land managers stay abreast of
new techniques and technologies. They remain active in professional development organizations and have the ability to not just hear, but also listen. They all un- derstand that they can learn something from anyone.
#4 Inquisitive and passionate mind Since they are inquisitive, successful grazing-land
managers question tradition. They continually evaluate everything, and persistently search for new solutions to complex issues. This requires a creative and innova- tive mind that is always at work. Successful managers reject the clichés, “that won’t work here” or “this is how we’ve always done it.” TSCRA Director Frank Price, who ranches near
Sterling City with his son, Sims Price, frequently uses the term RC factor. Resistance to change (RC factor) is human nature and is often the reason that new ideas are not accepted. Successful managers have a low RC factor. Successful grazing-land managers are keen observers
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