The
story of the birth and development
To Dr. L.S. Pope and others in charge, this bold prediction was encouraging. It was January 1986. The time for change was at hand. The cookie fortune teller had pointed rightly to things to come.
During the early 1980's, the Texas Agricultural Extension Service had pondered the need for a new kind of adult leadership program, similar to those underway in a number of states. Already, the groundwork had been laid in the experiences of nearly two dozen states with leadership programs in progress.
Actually, it all started in 1965 when several faculties from Michigan State University approached the Kellogg Foundation in Battle Creek, Michigan, with a novel idea. Kellogg had a reputation for sponsoring farsighted educational programs. Along with numerous other leaders, they could sense the vast seismic changes underway in global agriculture. A new kind of decision-maker was needed for tomorrow, one that could see the broad panorama, be aware of social and economic factors beyond the fence line. Shifting world trade policies, environmental problems and federal impacts, to name a few, were making themselves felt. It was time to arm the next generation of leaders for battles yet to be won.
Kellogg came through with funding for a Farmers Study Group at Michigan State. More than 30 enterprising young agriculturalists were chosen. Interestingly, the figure of 30 participants per group came about, according to Dr. David Boyne, now director of the Ohio State program, because 30 was the capacity of the available bus!
It is also interesting to review again what the Kellogg/Michigan State group saw as the outcome of their efforts: "To alter the self-image of prospective leaders in agriculture; to increase self confidence; to increase communication skills; to sharpen critical thinking; to strengthen the motivation to serve; to enhance commitment to agriculture; to create a pool of skilled and dedicated agricultural leaders for farm organizations, local-state-federal positions as well as service groups, churches, government agencies and rural communities, and to enhance their global perspective." All one can add: "Mission accomplished."
Further grants to Land Grant Universities were made by Kellogg and more than 20 states received start-up assistance of substantial proportions. Unfortunately, by the time the Texas program was underway, Kellogg had moved to other areas of concern. Thus, Texas missed a golden opportunity to capitalize on early financial support.
But talking about a new program and actually setting it in motion is another matter. Although the need was there, the financial picture in the mid-80's for the Texas Agricultural Extension Service was anything but favorable. Outside support would be vital before such a program could be launched.
DESIGNING A NEW PROGRAM
Starting in 1984, Dr. James Mallett of Agricultural Economics and Dr.
David Ruesink, Extension Sociologist, caught wind of the opportunity. They
attended a national planning session in Little Rock, Arkansas, and developed
for the Extension Director, Zerle Carpenter, a proposal modeled after several
successful programs in other states. But the price tag was high: more than
$330,000 for a two year, 14-session program!
While their proposal was lying on the desk for want of funds, it was fortunate that Dr. L.S. "Bill" Pope, a longtime friend of Dr. Carpenter, approached him at the Denver meeting of the National Land Grant University Association in 1985. Ready to leave his position as Dean of Agriculture and Home Economics at New Mexico State University, Pope offered Dr. Carpenter a simple proposal. "Let me see what I can do, without cost to Extension, and seek outside funding for a new leadership development program."
Pope had extensive experience in three states, Oklahoma, Texas and New Mexico. Further, he had served as chairman of the National Council of Deans within the Land Grant Association and had experience on numerous national and international boards. He had gathered a broad array of contacts and experiences in the southwest. This background would stand him in a good stead in designing the program. Director Carpenter wisely appointed an able assistant, Dr. Ken Denmark, Staff Program Specialist in the Extension Service. The two would work hand in hand to build a successful program for Classes I and II.
In addition, Pope was well acquainted with both Oklahoma and Texas agriculture, having served as department head of Animal Science at OSU, and as Associate Dean of Agriculture at Texas A&M University. Fully as important, he was a close friend of Dr. Bill Taggart, the former Associate Director of Agricultural Extension at OSU, and a person with actual experience in directing a successful program. Pope could draw on his rich experience, his solid advice and counsel, so vital in getting a program underway. To better acquaint himself with the details of the new project, Pope attended session of the Oklahoma Agricultural Leadership Program in Enid, Oklahoma, in September of 1985.
Further meeting with Texas Extension administration followed in the fall of 1985. Texas looked ripe for a leadership educational thrust. The support of Dr. Carpenter was essential. Taking a bold step, during a time when dozens of Extension positions were yet to be filled, Carpenter gave the green light. It was now a matter of selling a new and unique program to loyal, but somewhat skeptical, leaders of the agricultural industry.
There followed, in 1986 and early 1987, a vigorous sales effort. Hardly a large foundation or association, an eminent agricultural leader, a farsighted philanthropist existed that was not contacted for financial support. The results were modest, to say the least. But in an address to the South Texas Farm and Ranch Club of San Antonio in midsummer, 1986, there was a glimmer of hope. LeRoy Smith, a longtime member of the club, wrote out a $100 check to support the program. Pope's letter of gratitude wisely pointed out that this first modest contribution would stand as a landmark gift, someday to be regarded as the icebreaker (see Figure 1).
An early estimate of cost by Pope - $180,000 for a 30-member, 12 session offering - was optimistic indeed, given the bleak financial outlook at the time. It was apparent that while nearly every Texas leader or organization thought it was a great idea, money simply wasn't there for a major contribution. It was nickel-and-dime all the way for Class I.
STRONG SUPPORT FROM AN OLD FRIEND
Finally, lady luck and a fortunate conversation with one of Texas' agricultural greats entered in. Eugene Butler, Editor Emeritus and a major stockholder of Progressive Farmer magazine, a person always interested in advancing young people, came to our aid. During a motor trip to Austin, Del Deterling, Associate Editor in the Dallas office, saw the opportunity for a breakthrough.
"Mr. Butler," Del said at just the right time, "we all know that you
are deeply interested in good causes, and especially those that will benefit
Texas and southern agriculture. There's a new program being planned in
the Texas Agricultural Extension Service that should be of real interest.
Why not take a look at it?"
Imagine our surprise when a note for Mr. Butler appeared in the mail,
with a $25,000 check (see Figure 2). Several other gifts and bequests had
been logged, but a really strong contribution was needed to gain the confidence
to move ahead. Mr. Butler's contributions have continued every year until
his passing, and he was far and away the major donor to the program. And
all made while more than 90 years of age - with the latest contribution
made at the age of 100 years!
One of Dr. Taggart's first pieces of advice to our fledgling program: "From a statewide support group, a council of eminent agriculturalists from a wide array of disciplines. Let them front for you in raising funds and moving the program into the action phrase." Thus, began the search for a leader from industry. In a state like Texas where there were many to chose from, one individual stood out.
It was Charlie Scruggs, then editor of Progressive Farmer, a noted Texan in agricultural circles and widely recognized for leadership in the effort to eradicate the screw worm, that offered the suggestion: "Get Dolph Briscoe to help out. He has the stature to give overall visibility and gain support for the program."
Former Governor Briscoe was an ideal choice. A man of impeccable integrity, state and national leader in the beef industry, prominent rancher and banker, public figure and twice governor of the state, he could give an immediate boost to program recognition. But would he be interested in taking some new responsibilities, in the midst of a busy personal schedule?
A visit to his office in San Antonio by Scruggs and Pope in August 1986,
yielded a swift and positive response. Yes, he would be proud to serve
as the first chairman! This was the break needed, the major step forward
at a rather difficult time. With Dolph's stature, and the positive image
he displayed, we now had the visibility and confidence so necessary for
the start-up phase. It was characteristic of Governor Briscoe to rise to
the occasion, to lend support and encouragement to yet another worthy cause.
RALLYING STATE SUPPORT
Next on the list was the formation of a statewide advisory council. A meeting was scheduled for Austin in September 1986, at the Farm Credit Bank to formally garner the support needed. More than 25 outstanding agriculture leaders from across the state showed up. When Governor Briscoe asked, after considerable discussion: "Should we go ahead?" the answer was a unanimous "YES." TALL had the firm backing of state leaders.
Director Carpenter sent out the official word to Extension Area Directors, County Agents and Specialists signifying that all systems were go and that TALL was a high priority. Drawing heavily on the Oklahoma program, a broad outline of the Texas effort was prepared. At a National Directors meeting in Washington, D.C., Pope had gathered further details from the best source available - other directors with long, hands-on experience. Their cooperative response has been the hallmark of U.S. and Canadian directors.
But selling the idea to influential leaders or organizations in the state was another matter. In retrospect, it might have been predicted that they would have little "feel" for this new approach to leadership development. There was no "track record" in Texas of a similar project to use as a sales pitch. Besides, the economic environment for agriculture was not the best. Banks were in difficulty and traditional sources of funding such as foundations and agricultural organizations were having a hard time. Although they were sympathetic and longtime friends of the University and Agricultural Extension, they felt financially strapped. What was needed was an on-site example, a successful first effort with measurable results.
It is to the credit of a long list of friends of Texas agriculture that funds began to appear on the books. Among the early believers, in addition to Mr. Butler, Charlie Scruggs and Dolph Briscoe were: Houston Livestock Show and Rodeo with Dan Gattis as general manager; Jerry Lucy, prominent rancher and BET leader in east Texas; Billy Connor of Texas Ag Cooperative Council; Dennis Engelke of Texas Rural Electric Cooperatives and Dr. Jim Grumbles of DowEnlanco.
Also there was strong support from Marcus Hill, president of Ag Workers
Auto Insurance Mutual; Norman Vestal, County Extension Agent in Bexar county,
San Antonio; Bob Murdock, president of the East Texas State Fair; Bill
Powers of the Texas Poultry Federation; Clemon Montgomery of Texas Cottonseed
Crushers Association; Norman Moser, rancher and banker in DeKalb; Huey
Whitehurst, research director at the Dallas Texas A&M Center, and Roddy
Peeples, always a loyal friend from VSA radio, San Angelo.
Added to this list were: James Powell, prominent rancher and leader
from Fort McKavitt; Bill Nelson of the Texas Wheat Producers Board; John
Armstrong of the King Ranch; Anne Anderson of the Texas Beef Industry Council;
Charlie Ball of Texas Cattle Feeders Association and Bob Whitson, Frost
Bank in San Antonio - all enthusiastic and farsighted backers of the new
endeavor.
It was a gamble! The initial budget presented to Director Carpenter in January 1987, outlined an ambitious goal of 12 meetings, but with an on-hand budget of only $41,000. Hanging in there, he cast the deciding vote: Move ahead, do the best job possible! It was an act of faith, built on the belief that once underway, other donations would follow.
SEARCHING FOR THE BEST
With a major assist from Extension area directors and county agricultural
agents, and friends in the farm press and radio, the word went out. Applications
were received from a wide array of promising young leaders, both men and
women. Basically, the qualifications were the same as those of other states
with successful programs. The age range of 25-40 years was set to encourage
relatively young and potential leaders, and they must be associated with
agriculture in some manner. Unlike several other states, no quota was set
for farm and ranch operators. Rather, the net was cast broadly to encourage
a wider mix of participants, each contributing in a special way from his/her
own experience.
Following an early screening to ensure that they had met the minimum requirements, a series of interviews were scheduled in September 1987, at College Station, the Dallas Research and Extension Center, and the Center at Lubbock. A three-man committee held a face-to-face interview with each candidate. Unlike other states, an early effort was made to encourage spouses to get to know the program. For each married candidate at the interview, the spouse was interviewed privately to ascertain the necessary support and interest.
The fate of the program hinged on the quality of the first class. Had they failed to live up to expectations, the entire program would have been in jeopardy. Twenty-four applicants were carefully selected, with two ladies in the group. Many in Class I were not quite sure of the nature of the program and what was expected of them. This was understandable since there was no previous experience of its kind to draw on. It is to their credit that they had the nerve to give it a try.
For several reasons, it was decided to charge for the privilege of membership. An enrollment fee of $500 each was established for Class I. This has been increased to $1,500 in subsequent classes. In addition to this contribution to offset program costs, the investment is vital to the member's feeling of ownership, of commitment to the cause.
For the most part, the original selection criteria used for Class I
still holds:
1. Applicants must be associated with Texas agriculture. Employees
of Texas A&M or other state universities, the USDA or
vocational agriculture teachers are not considered. Other opportunities
are available.
But what to call the program? A number of states have fetching acronyms that fit their particular circumstances. In working with a member of the Agricultural Communications staff, the words Texas Agricultural Leadership was obvious. But that, and Texas Agricultural Leadership Program (TALK), certainly were not fetching titles. Texans have a national image as being "Tall" and this seemed an obvious fit. But what words to use?
As often happens, serendipity played a role. While driving to a restaurant in San Antonio with Mrs. Pope one evening, and mulling over the possible word combinations, the phrase Texas Agricultural Leaders for a Lifetime came to mind. From this brief encounter with a title, it was but a quick shift to "Texas Agricultural Lifetime Leadership" - hence a perfect fit for "TALL."
To many, it might seem that a title or acronym is hardly essential to the success of the program. However, in the maze of programs offered by Extension, and given the image and simplicity of a simple phrase, "TALL" was a plus. It clearly identified the program and its goals. It was in sync with Texas and easily recognizable. Not a great feat of mental gymnastics, but a necessary opening shot in the build-up campaign.
As the word went out, applications began coming in. There were days of anxious waiting to see what the quality might be, so much depended on the first class. When the interviews were over, 24 young men and two women were selected. They were to be the forerunners, the "first team" in the new venture. Fortunately, within the group was a wide array of talented individuals coming from backgrounds that insured good interaction. While the early evaluations showed that they were somewhat uncertain as to the nature and expectations of the program, they were ready and eager.
Starting from a thin base of financial support, funds
began to grow as state leaders saw the quality and potential of Class I.
Among the most faithful supporters in the critical start-up period: Texas
Agricultural Cooperative Council, Texas Rural Electric Cooperatives, Farm
Credit Banks of Texas, Texas Ag Workers Insurance Mutual, Houston Livestock
Show and Rodeo, Texas Cattle Feeders Association, Texas and Southwestern
Cattle Raisers Association, South Texas Farm and Ranch Club, Dow Chemical
Inc., Pilgrim Pride, Coleman Enterprises, Briscoe Ranches, Welder Wildlife
Foundation, Texas Citrus Mutual and Texas Rural Communities. Their vote
of confidence through cash donations was a clear signal to "go ahead, full
steam."
JITTERS AT MEETING NUMBER ONE
With any new endeavor of magnitude and promise, there's always tightness, a case of jitters. Will it go well? Is the program really worthwhile? Will these talented young people respond and think its worth their time and money?
It was enough to cause heart problems, which seemed to coincide with the first meeting in College Station. Two days prior to the opening session, Dr. Pope went in the hospital for a Cath Scan! The results were reassuring, but the tension was there.
However, at the end of session I, November 2-5, 1987, from the evaluations of speakers and program content, it was apparent that TALL was on target. A few of the comments of Class I participants are worthy of recording. Incidentally, they mirror to a striking degree those voiced in later classes.
"The program exceeded expectations . . . I learned
more in two and a half days than in many semester long classes . . . Coming
into this week, TALL was a big question mark - now I honestly could not
have imagined a better meeting . . . Meeting other participants was a big
plus . . . It gives me a good feeling to be able to say that I am in agriculture
. . . All segments of the program had a great impact on me personally .
. . Meeting and listening to speakers was a highlight of the session .
. . Boy, did I underestimate how very super it was going to be."
THE PAYOFF . . . THE BOTTOM LINE
Looking back, its hard to identify the best and most informative sessions in each TALL offering. Obviously, the impact varies depending on individual need and experience.
For some in Class I, it could have been the trip to the lower Valley, projecting the dryland agriculturalists into a new world with the sight of 80 acres of sugar cane being fired before harvest. A close look at environmental problems near San Angelo may have been the highlight for others. An excursion down the busy ship channel at Houston certainly was an eye-opener for many from mid-Texas. A sawmill operation near Tyler, or 50,000 cattle on feed near Amarillo, surely caught the attention of those from other parts of the state.
But visitations and local scenes, popular as they are, may miss the main purpose of TALL. Looking back, alumni may have learned more from the comments of speakers - each an outstanding individual and a skilled professional. Sharing in the give-and-take sessions in an informal atmosphere was mind-stretching to many. A remark from an industry leader might be long remembered. From these brief encounters, future leaders often gain the insight and perception needed to meet real world challenges.
Best of all, as has been true continually in TALL, is the interaction that takes place among members, thus making it a true lifetime experience. This may have the greatest lasting impact. The young leaders accepted for membership in TALL are themselves, well-informed in their own special fields. Sharing ideas and information, often in an informal setting after hours, may well be the best of all educational experiences. For spouses, who were invited to attend three sessions, a better understanding of the objectives of the program and what is required may have helped avoid conflicts at home.
Exposure to controversial issues via the best minds
of invited speakers, debating issues that normally would be foreign to
a focused mind, is one of the great legacies of TALL. Some of the topics
are deliberately selected to be completely outside the realm of everyday
experience. They might never be considered otherwise, given the demands
of daily life. But without this mind-stretching exposure to critical social
and cultural issues, the knowledge-base of many leaders is ill-suited for
combat with a better informed adversary.
OUT OF STATE -- OUT OF COUNTRY
One thing sets the TALL program apart is the agenda that calls for trips out of state or country. Nearly every state with similar leadership programs has this as a high priority. But it is not without concern and criticism. Often the statement is made: "With so much going on at home, why spend the time and money away?" And the cost of travel and a foreign exposure alone may absorb over 40% of the total budget.
But without such an experience, many supporters had their doubts. Even in a state as broad and diverse as Texas, there is still an outside world. Exposure....that's the name of the game throughout the TALL experience. And the U.S. and the world are changing rapidly. Few industries are likely to feel the impact more than agriculture. Gone are the staid and stable days of yesteryear, where our livelihoods were dictated by our own doings. An understanding of global agriculture, trade and politics are essential.
First, there was a look at the state itself, the politics and government that drives the system. The meeting in Austin with state government officials, legislators and agency heads was an ideal start. From this, the complexity of the decision-making process was apparent. Class I tip to Austin, and following one to Washington, D.C., was in the capable hands of Dr. Ken Denmark, ably assisted by TALL members in the vicinity. The reason: Dr. Pope was again in the hospital, this time in earnest -- for open heart surgery to repair a mitral valve!
As in subsequent visits to Austin, TALL members were recognized in the Senate gallery, met with the Governor's aides, dialogued with a member of the Supreme Court on legal issues and procedures, and listened to various agency heads. Charlie Scruggs and others joined them for an evening to ponder state government and the tentacles that spread out across Texas.
Then on to Washington, D.C., a new adventure for most. Again, with Dr. Denmark in charge, it was an experience of a lifetime. Dr. Ron Knutson, Extension Agricultural Economist, gave an invaluable assist in shaping the program, based on prior Washington experience. USDA officials briefed the group on current programs and future directions. A good review of the budget process and a White House perspective helped TALL members understand the mechanisms involved in decision-making.
And there was a special thrill in the opportunity to exchange views with Senator Lloyd Bentson and Phil Gramm, with Congressmen de la Garza, Larry Combest and Charlie Stenholm.
And, of course, the sights of Washington! From the perspective of a young adult who is able to appreciate its historical significance, there is nothing like it. Subsequent groups would also get at least a feel for the seamier side of Washington itself, of the homeless situation and low-income pockets in the city. It was fitting that two veterans of the armed forces could lay a wreath on the tombs of the Unknown Soldiers.
Spouses were invited to go along, paying their own
way. In this day of "teamwork" where couples must work closely together,
sharing ideas and responsibilities, it seemed prudent to bring the spouse
up to speed on current developments. In Washington, D.C., they followed
their own agenda, free to explore the capital city at will. Accommodations
at the National 4-H Center, while somewhat Spartan, provided an economical
way to obtain meals and lodging. Bus trips to downtown Washington and sights
in the vicinity were economical and convenient.
ANOTHER PART OF TH E WORLD
A dream come true! One of the rare adventures in TALL is the foreign travel experience. Its also common in other state programs to feature a trip out of the country. Frankly, its value has been debated in other states on the basis of cost. As stated previously, the foreign travel/study session may well absorb a significant share of the total budget.
But from the first, it has been the firm belief of the majority of directors that (a) a travel/seminar trip to another global location is essential to round out the learning experience, and (b) the out-of-country experience sets Leadership Programs apart from the general run of the mill.
Early on in Class I, it was necessary to carefully hoard a slim budget and even more difficult, to select the travel experience that would really count. There were few options. A trip to Mexico was considered, but set aside in favor of an overseas venture. But where to go on very limited resources? TALL members joined in the decision, with wide diversity of opinion. John McDowell of Shamrock finally broke the ice with a logical conclusion: "Take whatever money is available...go as far as we can...learn as much as possible."
A swing through northern Europe seemed a good possibility. Other states had taken this route and could help immensely in planning. A network of agricultural attaches was available, a valuable resource. It would be an eye-opener to see world trade and agricultural operations in this vitally important consumer area, to say nothing of the very real problems with urban sprawl, environmental impacts, farm subsidies and global trade. From the decision-making level, strongly backed by Director Carpenter and the administration, the "go signal" was set for the fall of 1989.
Subsequent travel seminars for TALL have involved trips to Argentina, Indonesia, Brazil, New Zealand and China. The results are much the same. First, it is interesting to note that probably half in each class have never been out of the U.S., except a few to Mexico. Thus the matter of vaccinations, passports, visas and minimum luggage were new experiences, probably to be repeated a number of times in later years. The bonding that occurs during the foreign trip is substantial. The realization that there are other nations, other people with similar problems and desires is impressive to the young mind. The world shrinks as long-standing views are set aside.
Suffice it to say that the 9-day, four nation trip through the Netherlands, Belgium, France and a brief glimpse of Germany was a success - exhausting but highly satisfying. Among the many lifetime memories: The worldwide flower auction at Alsmeer near Amsterdam, huge freighters offloading African peanut meal at Rotterdam, and a Belgian farmer with 140 acres (considered big for that country). Then there was the very sophisticated French vegetable producer and his family with their own processing operation right across the line of trenches of World War I, as evidenced by a pile of rusty grenades and armaments stacked in a corner of the yard. And, of course, there was a brief glimpse of Versailles, a Paris vegetable market, a champagne cellar with millions of dollars worth in store, and a late night extra - a visit to the cathedral at Cologne, miraculously spared the ravages of World War II.
But as in all TALL out-of-country experiences, it
was the contacts with key leaders that counted most. Their knowledge of
world trade, even of our own agriculture and finance, and their willingness
to reach out and participate in business relationships with other countries
was most impressive. The experiences of a businessman from AT&T, in
charge of Belgian operations, on how to survive and prosper in another
country was a rare insight into problems of doing business in a foreign
environment. For TALL members who considered Texas to be a world of its
own, it was a global lesson indeed.
A LIFE AFTER TALL
Graduation of any class is always a moving experience, full of hope for the future. But for those who direct TALL, it's the post-graduation performance that counts. If the time, money and effort goes into the active phase is not followed by eager participation in local, state and even national affairs, then the TALL experience comes to naught.
It is well to remember, however, that once the active phase is over, alumni continue on their own career paths, often changing jobs and moving up the ladder. Gone may be the "pumped up" feeling that characterized the active phase. Growing families and other matters of importance often take precedence. And also important, the well-organized and planned structure of TALL and the direction and mission-oriented that come with it, is now their own responsibility.
With this in mind, the administration decided early on to help formalize the post-graduation experience. It was recognized that the limited number of alumni and the spread in location and occupation would be a challenge. A structured organization was needed. And while the number of alumni would be limited for the first three classes, it was obvious that it would grow with time.
TALL alumni also were aware of the obstacles, but determined to renew the TALL experience, continue the close bonding and become a recognized force in Texas agriculture and rural communities. First, it was important to form an association. After several starts, the outline was formed. Gary Don Boyd of Austin was elected first president, followed by Charles Elk of Dallas, Charles Cammack of San Antonio, Lorie Woodward of Austin, Jim Perry of Comstock, Barry Evans of Kress and currently Mike Petter of Pleasanton. Mostly under Elk's direction and with his prodding, a draft of the Charter and By-Laws came into being. It was formerly approved by members present at the annual meeting at Lubbock in February 1994.
The TALL Alumni Association (TALL-A) is now firmly in place. Regional and annual meetings are scheduled, and even informal social get togethers are planned. A real hit has been TALL panels of 3-5 alumni, appearing in public meetings in Tyler, Houston, Abilene, Waco and San Antonio. A receptive audience is always delighted to hear from the alumni.
An obvious necessity is to acquaint new alumni with older graduates of each class. A challenge indeed! Although they may come from like backgrounds, the close relationship that binds each class together must be expanded. There in no substitute for meetings that develop a one-on-one relationship.
Informal channels for sharing useful information have been established between TALL-A members. An example is the frequent linkage between alumni in different jobs or disciplines, sharing vital information and advice. Often this may be the most reliable and pertinent information available.
Alumni have found new ways to give a valuable assist to each on-going program. They extend a helping hand with plans and arrangements for local meetings of TALL. Also, they round up outside support to help defray the cost of meetings in their area - a marked benefit to the operating budget. They also contribute scholarships to each class. The search is underway for other avenues of service, expanding the TALL experience.
Several in TALL-A have reached state and national
positions of importance, as will be detailed later. They extend from the
Governor's office to the staff of Congressmen and Senators in Washington,
D.C. Others have been appointed to the state and national Board of Directors
of various associations. Still others have worked at the local level, bringing
their TALL experience to bear on the challenges facing rural communities.
Several TALL alumni have coached grade school youngsters in the Texas Agrifood
Masters program. By serving the public in a myriad of ways, they build
the solid reputation for TALL.
GETTING THE MOST FROM STATE LEADERS
From the beginning, it was apparent that if TALL were to succeed, it would require the backing of top leaders in Texas agriculture. Accordingly, one of the first moves was to establish an advisory council. The first formal meeting was held in Austin, August 20, 1987, at the Farm Credit Bank, with former Governor Dolph Briscoe as chair. Two dozen of the top leaders of the state were there and enthusiasm ran high. Subsequent meetings have been held annually. A more formal TALL Advisory Board has been in place since 1992.
The advice and council that top drawer leaders bring to TALL is vital in many ways. One of the most valuable contributions comes from years of experience in the real world. They have the background to readily identify the important issues and concerns, and thus help to shape the program and review progress.
Viewed from the national level, the most serious challenge to Leadership Programs is the lack of dependable and adequate funding. TALL shares this problem. It tends to be a high cost program when evaluated on a per person basis. Often it takes an advisory group to front for leadership programs, and they can give a major assist in the solicitation of funds. Currently, the enrollment fee paid by each participant counts for less than 12% of operating costs. Thus, outside support is vital to a successful program. Bear in mind, however, that this enrollment fee does help assure continuing interest and involvement by the TALL participant.
In order to get the most out of each program, an
on-campus advisory committee was set in place by the Director. Their mission
was to lend a hand with program development, identify speakers, help with
arrangements and garner outside support. Thus the Coordinator had the backing
of Extension Specialists in building the best program.
A NEW CLASS -- A NEW CHALLENGE
Putting together a new group - building on past experience! Every two years the challenge is renewed. Class II of TALL was approached with more confidence, a better feel for what was needed. For subsequent classes, a pattern has been established. The first step, of course, is to select an outstanding group of potential leaders. Fortunately, the word is out and there is a good understanding of our goals and mission. TALL has taken on a life of its own!
With announcement of each class, county Extension agents and Specialists, the media and especially the farm press are of immense help with publicity. The response is encouraging. Applications are carefully reviewed by a committee, and individual interviews scheduled. Twenty-four or more top candidates are selected. The quality has been high for this "once in a lifetime" experience.
One of the real challenges in making a final decision on who to pick for TALL is the interview and selection process. Given a limited time with each candidate, even with an extensive application form, it is often difficult to truly assess merit and, most of all, leadership potential. Strong emphasis is placed on the recommendation of employers, Extension administrators and others who are well acquainted with the strengths and weaknesses of the candidate. Failure to be selected does not disqualify promising young leaders from applying again.
Another area of concern involves the balance of ethnicity among the candidates. More than a matter of qualification, there have been problems in obtaining applications from potential leaders that could profit greatly from the experience. They can contribute much toward a better understanding of the cultural environment that is changing rapidly in Texas. For example, demographic data show that today, 25% of all Texans are Hispanic, 36% of Texas youth are Hispanic and 51% of Texas school-age children are from minority groups. It is imperative that TALL assist in developing the leaders this ethnic mix will require.
That tomorrow's leaders, representing the minorities,
would profit enormously from TALL goes without saying. The question: Where
are they? How can they be identified and encouraged to apply? Experience
shows that when candidates of different minorities apply, they fare will
during the selection process. The best hope is that through our educational
system, youth groups, 4-H and FFA, we can identify them early. The talented
ones will surface, continue to improve their own capabilities and assume
leadership roles.
MAKING THE BEST OF NUMBER TWO
Armed with the experience of the first class and full schedule, it was possible to better hone in on topics to be covered in Class II. As always, time is a limiting factor. The selection of broad topics and issues to be considered is not taken lightly.
In building the most effective program, and selecting the most pertinent issues, it is well to recognize that about 60% of TALL participants are actively engaged in farming or ranching. Since the remainder represent a wide array of disciplines and jobs tangential to agriculture, it requires extreme care in shaping an agenda that will stretch the horizons of a majority of members. Further, the vast geography of Texas and a tight time-frame are highly important factors in fashioning the most opportune schedule and best location for meetings.
From the list of available topics and issues, the
12 session itinerary for TALL II emerged. It is typical of the agenda for
subsequent classes.
Session 1 - "Getting to know you" - introduction, aims and goals, overview of the entire program, improving leadership skills (College Station).
Session 2 - Rural Texas and farm families under stress, opportunities for value-added local industries, laying the necessary groundwork for leaders (Tyler).
Session 3 - From field to consumer - the story of intensive modern agriculture, farm organizations, marketing strategies (Lubbock).
Session 4 - A look at California agriculture - structural problems, urban sprawl, political impacts, processing and marketing a broad range of products (Travel Seminar).
Session 5 - Visit to the Border country, lower Rio Grande vegetable and high-value crops and processing, trip into Mexico to view maquiladora plants, agriculture near Monterrey and Saltillo (Study Seminar).
Session 6 - A look at state government, dialogue with legislators and agency heads on vital issues, visit with Supreme Court Justice, evening panel with prominent state leaders (Austin).
Session 7 - The national scene - trip to Washington, D.C., meetings with USDA officials, Congressmen, Senators, Association leaders, Argentine Embassy visit, the sights of Washington by day and night (Washington Seminar).
Session 8 - Financing modern agriculture, the global scene, agribusiness opportunities, terminal elevator tour, busy seaport activities (Houston).
Session 9 - Livestock industry progress, water and waste problems from intensive agriculture, beef feedlot industry, IBP beef processing plant, Pantex Nuclear Energy site and problems (Joint meeting with Oklahoma Leadership group at Amarillo).
Session 10 - Natural resource use...and abuse, conservation practices and range improvement, wildlife management and endangered species (San Angelo).
Session 11 - A look at Argentine agriculture, impact of political turmoil, inflation, future competition from their crop and livestock production, conserving natural resources, the beauty of Argentina (International Study Seminar).
Session 12 - High - Tech agriculture - today and tomorrow, fault lines in our educational system, social problems and prisons, the international view. GRADUATION! (College Station).
It all adds up to a busy two years - about 55 days of time away from the farm or ranch, business or office! The time required, in addition to travel to and from meetings at the member's own expense, can be substantial. It is to credit of TALL members that, with few exceptions, they take the TALL experience seriously. Today the sessions have been consolidated into eight sessions. This hasn't changed the number of places visited or the amount of leadership experience, just the amount of time and expense. And as each new member is approved, a written statement from the employer is requested, verifying that participation is in line with their business schedules and objectives.
But conflicts do occur. An officer in a bank, for
example, simply must be on call if a state bank examiner arrives, despite
previous schedules. Consistent attendance is a must, however, if the participant
is to gain the maximum benefit from a costly experience. During the interview
process, much attention is given to probable conflicts.
HIGHLIGHTS OF A NEW EXPERIENCE
Count the miles...the number of speakers...the bonds of friendship forged during days spent together. Its all but impossible to pick out the most memorable meeting for any TALL member. It might be the remark of a speaker that stays with one over the years. Or the introduction to something completely new and different. These are the treasured experiences of TALL, never to be forgotten. Add to this the personal episodes and jokes that one would just as soon forget!
Most members of TALL will agree that the out-of-state trips were tops. In California, Class II was introduced to a very sophisticated and progressive agribusiness world. Meeting with alumni from their program, now in their 26th class, and sharing ideas on the future with producers and industry leaders was a rare experience. In addition to value-added products from over 200 commodities, and problems with urban intrusion, there was the political impact so evident in this huge state. The visit to the L.A. produce market during the early morning hours, interacting with a broker dealing in global markets, was unforgettable.
Crossing over into Mexico means leaving one world behind and entering another. A visit to a plant, fashioning plumbing products out of molten metal for an Indiana company, leaves a lasting impression. The vast difference between living standards was clearly evident. But in certain enterprises, as with dairy and vegetable production, improvements are obvious. Wealth and technology in the U.S. can be contrasted with cheap labor (including children), lack of concern for safety and poor infrastructure.
Although the international experience for each class
takes them in a different direction, the deep impression on plastic young
minds is much the same. They are literally transported to a different world,
exposed to leaders at local and national levels that would be otherwise
impossible. The evaluations by participants in each class tell the story
with remarkable consistency. Even members with considerable background
and travel experience seem to gain much from a glimpse of another part
of the world.
A LIFE OF ITS OWN
While many aspects of a leadership program follow the same pattern year after year, change is always on the mind of the coordinator. Fortunately, the International Association of Directors of leadership programs throughout the U.S., Canada, Australia and England cooperate fully in keeping directors informed. Dr. Pope works as Executive Secretary of the association and thus stays in close touch with developments elsewhere.
Looking ahead, several aspects of TALL bear close attention. Of primary importance is the progress of Alumni who have completed the program and are capable of taking their experience to the field. It stands to reason that if a large segment of the Alumni fail to take on leadership roles in their communities, or at the state and national levels, then the time and expense of the TALL experience comes to naught.
Alumni then are the key ingredient in progress. The active phase of TALL involvement is but a preparation for the real world. To keep Alumni fully informed, the association is served through the TALL Alumni Counselor's office within the TALL business location. Frequent personal contacts, regional and statewide meetings, special activities put on by Alums are vigorously encouraged. The Alumni meet annually to elect officers and directors and plot the strategy for the coming year. One of the great benefits for Alumni is the networking that takes place, the sharing of ideas and search for information that occurs almost day by day.
TALL Alumni now number 113, with a new class of 30 coming on stream with the graduation of Class VI in April 1999. They have spread their wings, so to speak, in numerous business and professional organizations. It is of interest that the first two Agricultural Counsels to the Governor's office have been TALL graduates. Several TALL Alums have assumed national leadership positions, such as aides to Congressmen and Senators. Also, national organizations such as the National Beef Cattleman's and the National Cotton Council, as well as the Corn Growers and numerous others have TALL graduate in key positions.
Yet the continuing goal of leadership enhancement is not without difficulties. It is understandable that vigorous and progressive young adults are highly mobile, seeking new opportunities and changing positions. Some move out-of-state and that is commendable and TALL's contribution will still bear fruit elsewhere. It is estimated that probably half or less of TALL graduates move into key leadership roles, but still the TALL experience is useful to nearly every graduate.
Of prime importance is the strong and dedicated support
of key state leaders. One cannot say enough about their zeal for TALL and
its objectives. An Advisory Board was formed early and has functioned effectively
in many ways since. Not only are the Board Members outstanding individuals
in their own careers and professions, but they are cognizant of the vast
changes taking place in modern agriculture and rural living. They meet
several times during the year to scan TALL programs, stay aware of changes
taking place and of special importance, assist in finding and encouraging
donors to the program. They chose their own Chairman and tenure on the
Board is mostly for three-year terms.
OFF TO BRAZIL
Travel to the headwaters of the Amazon, to the great and bustling business centers of a vast country - the Brazilian experience left an indelible mark on memories in TALL - III. The wide array of sights and sounds in this fabulous country will remain forever: Families visited on the outskirts of civilization, making do with what they had; an elementary school in a low-income area, but with good teachers. In others, students crowded around to see the visitors. Each impression finds a place in the mosaic of the international experience.
The impressions remains -- the wide distribution in wealth, the rich and the poor with a struggling middle class. From the most primitive ways of life to the beauty of modern Curitiba, of the old and the new blended in public buildings and churches. Also featured was a welcome opportunity to spend a day with a Brazilian partner. No better way for TALL members to appreciate the contrast, meet people where they lived and worked, come away with a first-hand feel for their way of life.
And unforgettable will be the memory of fouled up airline connections - a stalled bus, deep in Brazilian mud, with TALL members figuring how to get it out. Or the deep feeling of the jungle all around, and the wild life that lived in harmony with it. In sharp contrast to small farms, making the best of what they had, a 3,000 acre cattle and soybean farm outside of Curitiba. The variety of operations visited, from a small dairy to a sugar mill to intensive tea production - each provided a snapshot of life in this huge country.
There is no substitute for the international experience.
Like Alice in Wonderland, one is transported into a truly different world.
Through the miracle of modern jet travel, TALL members get a glimpse of
the vast differences that exist across the globe. No one comes away but
with a strong appreciation for America, with a deeper sense of patriotism
and pride. The reflections of an international setting will remain when
other TALL experiences fade.
TO INDONESIA AND THE PHILIPPINES
An entirely different world! That's one of the reasons for the TALL international experience. "People everywhere" is how one Class IV member put it, after witnessing humanity on a massive scale. It was a case of observing human progress in crowded and struggling countries.
Economically, they seemed to have much potential, with vast natural resources, poised for economic growth. But its an awesome task that leaders face as they look to the future. As economic growth takes place, the environment suffers and each country must make a choice, especially Indonesia. In each case, economic growth seems to have the higher priority. Thus the class learned first hand the real dilemmas that face leaders who must fashion the economic and political strategies of the future.
When mixing with Indonesians and Filipinos striving to improve their lot in life, they came away with a better appreciation for the cultures and peoples of this fascinating world so far away. One class member pointed to the great love and devotion they have for their families. He realized that they are not so different from us as one might think. Some of the more memorable parts of the visits were not planned; such as stopping the tour bus and sampling some of the locally grown Durian Fruit (stinky fruit) at a roadside market. Though the countries appeared to be 20 - 40 years behind the U.S. in agriculture, they were impressed with the attempt to improve the incomes of local farmers, with emphasis on increased production, localized processing and better marketing.
OFF TO NEW ZEALAND
It was January when Class V left Los Angeles to travel half-way around the world. The destination -- New Zealand, the fascinating and beautiful land of the South Pacific. For two weeks, they concentrated on the nation and its future, an unparalleled opportunity to observe, learn and experience the life of approximately 3.5 million people. Only one-tenth the size of Texas in population, but progressive and determined, New Zealand is a land with 40 million sheep, surrounded by water from the rest of the world.
Of primary interest was their unique agricultural industry that depends on selling superior products abroad. They saw beef, sheep, dairy and even venison made ready for overseas markets, plus forestry products, wool and fruit crops.
Class V came away with a real appreciation for the land and most hospitable people. Of great importance was the cultural differences and political and social challenges as the country deals with its indigenous people. Another central focus was on New Zealand agriculture. In 1984, the government began a farm policy that has drawn the attention of many agricultural policy makers, worldwide. Because of their growing tax burden and non-competitive commodity prices, New Zealand put an end to all farm subsidies. Not only was this interesting from an economic standpoint, but it also afforded TALL the opportunity to witness the cultural and social impact that this policy has had on farmers, their life styles and their position in society. It was very informative to see how New Zealand agriculturalists have coped with this change and have become more resourceful, efficient and in many ways, more progressive.
To top it off was the opportunity to stay with New
Zealand families, and to visit first hand with the decision-makers of the
country. The natural beauty of the country left a deep impression on TALL
travelers.
A SHIFT IN LEADERSHIP
Following the graduation of Class II in May 1992, it was time to review progress and chart the future. It was also time to take a major step forward in administration.
A change in leadership is often desirable, bringing in new ideas and opening up new vistas. Fortunately for TALL, Dr. Carpenter and the administration were prepared to meet this challenge and thereby continue TALL on a positive course.
The future leadership structure would be simple, yet effective. Dr. Pope would take on a new role as Counselor to the Alumni. In this capacity, he would help organize and assist alumni in the critical post-graduate phase. A new coordinator would be selected. Thus TALL would be on a two-track course - actives and alumni - the two thrusts closely related. There would be no pause in program effectiveness.
It was fortunate, indeed, that John Sykes was available to take on the demanding duties of coordinator. He had followed TALL closely for several years, and was able to bring to this position a new look, based on wide experience with other leadership programs. A native of north Texas, John had been actively engaged in beef and swine production, thus could relate to producer needs. Further, he had served as chairman of the Texas Farm Bureau's Young Farmer and Rancher Advisory Committee, and was a graduate of the Leadership Brazos program.
Also, John had experience with the commercial pecan processing and marketing industry, and for several years had served as the agricultural liaison for the Texas Agricultural Extension Service of TAMU in Austin and Washington. In 1984-85, he was honored as the Outstanding Young Farmer in Texas and was a national finalist in 1985. He completed his B.S. in Animal Science at Texas A&M in 1977, graduating cum laude, and had been active in civic affairs in Bryan/College Station. A dynamic teacher, his enthusiasm for TALL has proved to be contagious. Taking over the reins in April 1992, he began immediately to launch Class III.
Other top administrators were to follow. For Class V, Dr. Dick Cummins was selected as the coordinator. He represented a different approach to TALL leadership development, one much needed in equipping the emerging young leader with the latest tools while working a complex world and with various audiences. A native of west Texas, Dick received his Ph.D. in Agricultural Education from TAMU, majoring in leadership development. With this academic background and other personal experienced, he brought to the program a new approach to achieving full leadership potential. Thus, Class V members were exposed to a new dimension in leadership training, sorely needed and one that has been continued since.
Starting with Class VI, another change in leadership brought Dr. Jim Mazurkiewicz to the demanding role of coordinator. A native of southeast Texas, Jim holds a B.S. and Ph.D. from Texas A&M University in Animal Science, and a M.S. in Agricultural Education from Texas Tech University. On graduation, he served with the USDA-FSQS Meat Grading Service in Chicago, then joined the Texas Agricultural Extension Service and has served 20 years in the role of Count Agent in four counties. He has received numerous awards for outstanding service. Among these are the Texas Agriculture Extension Superior Service and the National county Agents Achievement awards. Jim has been active in the Bryan/College Station Chamber of Commerce and has held a number of offices. He manages his own purebred beef herd in Brazos County and is nationally recognized as a beef cattle judge.
With this unusual background and wide range of experience,
he is in a unique position to move TALL ahead. Jim has shown great ability
to create and manage bold programs that call for leadership in complex
situations. He brings to TALL a rare blend of extension and personal experiences,
so valuable as a role model for young leaders. Of great importance, he
has the respect and admiration of state leaders which will garner recognition
and support for the program.
THE CHANGING WORLD OF TALL
In the dynamic world in which we live, change is the order of the day. Thus TALL continues to evolve, adding strength to existing programs and seeking new avenues to meet its goals. Let's take a brief look at some of the changes that have reshaped TALL during six classes.
..... The inclusion of a "ropes exercise" which is a unique bonding experience wherein each participant must overcome certain physical obstacles, but only with the support and encouragement of a "team." Now widely used as the introduction to TALL, it is highly beneficial in drawing the class closer together and creating a teamwork motif.
..... Much grater emphasis on personal development, including communicative skills, working with the media, preparing for the interview process, public presentations and even etiquette training as in "An Evening with the Governor" exercise.
..... A periodic newsletter to publicize TALL and attract attention to the program, as well as encourage candidates to apply. A wide mailing goes out to state agricultural leaders and agri-business executives. This keeps TALL on the front burner and aids in soliciting funds. The Alumni have their own "TALL TALK" which keeps them abreast of developments.
..... Increased emphasis on grants and bequests to support the program, so vital to TALL's success.
..... More attention to Mexico, with the passage of NAFTA, and the expanding opportunities for trade and cultural ties.
.... Greatly improved word processing and computer capability in the main office to assist with records, details, program information, correspondence and vital information. Additions to the staff have expedited business and expanded services.
..... Strengthening the TALL Advisory Board by expanding the membership, improving communications, and with more scheduled meetings.
..... Continual review of programs, with each session the content is explored, analyzed and improved. Personal journals kept by participants and evaluation of programs and speakers assure continual update and improvement.
..... Much improved office space and storage of important records and information.
..... Greater support by Alumni, with regional meetings and substantial support when TALL meets in their respective areas.
..... Interchange of ideas with Directors of other state and international programs. They area rich source of new ways to gain more from the TALL experience.
Of special importance has been the increase in donations and funding through the years. Associations and other organizations, plus key leaders, have marshaled significant support for TALL. Initially, the support of Eugene Butler, Editor Emeritus of Progressive Farmer magazine was absolutely essential in getting TALL off the ground. The same was true of the constant financial support and encouragement from the Houston Livestock Show and Rodeo. Together with a host of other donors, they provided the a strong financial foundation, especially in the early years.
And the list of donors continues to expand. This reflects their full confidence in TALL and the well-informed and capable young men and women who have profited from this "once in a lifetime" experience. The results, in other words, speak for themselves.
OPENING THE DOOR TO A NEW WORLD
What's it like to be a member of TALL? The two-year experience yields a host of memories and a refreshing new look at the world outside of the traditional realm. For example, take the "midnight ride" with city police in Houston as they patrol the inner city. No better way to learn, first hand, what crime and apprehension are all about!
For several sessions, the Police Department has agreed to allow one or two TALL members each to accompany them in their squad cars in what is billed as "a typical evening." While some members are a little apprehensive, most are game for the exercise. Some of their comments:
"A once in a lifetime experience! Wouldn't hesitate to do it again."
"An adrenaline rush the whole time! I have a newly found respect for the job the police have to do. High Tech is evident everywhere. But one gets the feeling that parts of our society are out of control! We don't need to be at war in Bosnia or Kosovo; the war is in our own back yards."
"Opens your eyes to concerns in urban areas and how these problems are seeping out the rural regions."
"A new picture of real people and real problems -- challenges us to get out of our little ruts and realize there is another world of right and wrong, of life and death."
And for one participant, it was a most unique experience in the delivery of a baby during his stint with the nighttime patrol.
Or take the Mexican experience of Class III, providing a sharp contrast to the social and economic structure of the U.S. and Mexico. It was a true-to-life experience on the eve of NAFTA. They were exposed to the vivid examples of environmental problems in the Mexico City, now the world's largest. And a startling prediction by Senor Javier Bonilla, Minister of Agriculture, that Mexico must have a massive reduction in people involved in production agriculture, from the current 27% to 4%, if they wish to become an industrialized nation! This was in sharp contrast to the farms and small factories. But they also saw a vertically integrated dairy and cheese plant, and a swine operation with 10,000 head capacity, bearing our his prediction.
And there were fun times, too. An after midnight
reception at Guanajuarto, with a parade for the visitors. Other eye-popping
contrasts pointing the future: a shoe factory manufacturing items for the
States at a fraction of the cost here. A grain and hay operation, owned
by the Mayor of Tepatitlan, together with 600,000 laying hens, feed processing
and elevator facilities, and even the rearing of fighting bulls! A new
appreciation, far beyond the printed page or TV image, is felt as TALL
visitors mix with the real people and gain a new appreciation for their
way of life.
LOOKING DOWN THE ROAD
It is in the nature of programs of this kind that, under strong leadership, they take on a life of their own, adopt a self-sustaining mode. Within the groundwork laid and the pattern set, TALL is constantly changing in curriculum and approach. Many features remain essentially the same, and even trace back to the original Kellogg model. But new ideas constantly emerge and with each class, the successful elements of the previous one are scanned, and replaced by newer opportunities and program content.
Of obvious importance is funding. Historically, across the U.S. this has been the biggest obstacle to leadership programs. TALL, from its beginning, pursued a strong and vigorous attempt to gain funds outside the Extension Service, as it must to survive. Nearly all the operational costs of TALL are bourne by outside donors - key leaders, organizations and associations serving agriculture, and foundations. These funds are wisely used to support TALL sessions and as the program moves around the state, much local help is enlisted by TALL Alumni. Funds taken in during the year are held in a TALL Foundation Account, earning interest until needed. As TALL has grown and proved itself in its mission, funding has followed and a host of generous donors are dedicated to its future.
TALL has also sought a close working relation with institutions within the system, and with other universities such as Texas Tech. This provides a rich resource of outstanding professionals in their fields. No other state can match the extent of the TAMU System which is available to TALL for the asking.
What about the age limits for TALL participants? A range of 25 - 40 years has been followed since its inception. This was based on the belief that young adults below this limit would have had the opportunity to prove their potential in leadership roles, and that above this level, the time remaining to accomplish great things would be shortened. However, many states have widened this range and now accept older individuals. After all, age is somewhat a matter of the mind and the right leader, fortified by years of experience, can well make a significant contribution. Thus the age range may well increase in the future.
Should participants pay more for TALL experience? A few states charge a much higher fee, up to $4,500 per individual in one case. The cost of participating in TALL, as compared to other states, is quite modest. While there is the feeling that members should share some of the cost, there is the concern that too high an entrance fee might prohibit some potential young leaders from becoming part of the exercise in leadership. This may change, and even increase, with time.
What about the makeup in terms of men and women in TALL? To date, the participation by women in TALL has been less than in many other states, with only 2 - 4 per class. This is certain to change as more women enter the business world and assume places of responsibility. In some states, such as Wisconsin, women make up 40% or so of the class. One of the problems with TALL has been the lack of candidates. The number of young women, for various reasons that seek membership in TALL has been less than it should be. Again, this is bound to change with time.
Also, what about minorities? A somewhat similar pattern
is evident. The number of minority members is far less than it should be.
And there are a number of reasons. With each class, a vigorous attempt
has been made to recruit minority candidates and establish a reasonable
distribution. Hopefully, with the improved employment of capable ethnic
and minority candidates, the pool of potential candidates will greatly
enlarge. Extension can play a major role in preparing and encouraging young
African-Americans and Hispanics to apply. The records show that they compete
well, give the same opportunity.
WHO MAKES UP TALL?
Where do TALL members come from, and what are their occupations as they enter the program? A summary has been prepared showing the entry positions of the 187members in the first seven classes. From this, it is apparent that they come from a wide array of locations in the state, with proven records of accomplishments and representing a host of different enterprises. That each class forms a cohesive group is a marvel in itself. But since they represent a certain age group with strong agricultural interests, shared family values and ideals, plus willingness to learn, it is not surprising. Thus bonding within a class occurs early on and carries long after the TALL experience has dimmed.
Let's take a look at data from the first three classes to gain a better picture.
Positions held or occupations as the candidate enters the program:
Farming or Ranching 45 %
Banking or Finance 16 %
Owner/Manager of Agribusiness 11 %
Agricultural Press and Media 5 %
Business Allied with Agriculture 12 %
TDA/Government Agencies/Student 11 %
Of 74 participants, 15 % were females.
How many are currently in a different occupation than when they enrolled?
Have changed occupations: 39 %
How many have advanced to prominent state or national positions since joining TALL?
Advanced to prominent position of leadership: 8 %
How many now hold important positions with organizations, agencies, or the community in which they live? 47 %
It is often tempting to read too much into a small amount of data, yet from this and other information, the following trends stand out: In the years ahead, probably less than half of TALL members may come from production agriculture, and this may diminish as unit size increases. One might expect a wider array of occupations among future TALL members and reach outside agriculture as it now exists. This will increase as food production, processing, business and government involvement broadens and outside opportunities gain recruits. The number of women participating in TALL will likely be modest due to several economic and social factors, but those who enter will be of high quality.
Better than one-third of TALL can be expected to
change occupations within several years after graduation. Only a limited
number of TALL graduates may gain positions of state and national prominence
shortly after graduation, but this should increase with advancing age and
accomplishments. Many of those exposed to TALL will find useful roles in
local communities and with Ag organizations; others will find a niche outside
agriculture. Yet the TALL experience will be of great benefit wherever
they go. Realistically, one can expect a number of graduates to fail to
rise to the top due to circumstance, lack of zeal or opportunity.
TOMORROW.....GAZING IN THE CRYSTAL BALL
There is need to constantly evaluate programs of this nature. A national study was launched by Kellogg Foundation in 1984, with a good report on the leadership programs then in progress. As part of TALL, there is on-going evaluation by members with the close of each session. This gives the short-run view. But the real test comes after graduation -- with the positions of importance realized and the contribution of TALL members.
Although time will pass before true progress can be judged, the early results from TALL are promising. Already, a number of graduates have advanced to positions of state and national leadership. Judging from other states with longer records, the results will really become apparent in 5 to 10 years.
What's the role for TALL in the next century? It is apparent that there is strong and growing interest in developing better trained and informed leaders at all levels in agriculture. Many of today's leaders, effective as they are, will soon pass from the scene. A new infusion of skilled leaders will be vital to progress.
Among the broad array of leadership programs now available through Extension, the university or even in certain communities, TALL is unique in its mission and the clientele it serves. The future for leaders will be demanding. One has only to look at the challenges ahead: the sharp decline in number of Ag producers and the growing size of those remaining, the increasingly complex issues facing leaders at all levels, lack of public appreciation and even tolerance of agriculture as we now know it, to name a few.
All of these point to greater emphasis on building rather than searching for leaders! This contrasts sharply with the past where Ag leaders were coaxed, often forced, to accept decision-making roles. In a state as dynamic and ever-changing as Texas, failure to bring along new and vibrant leaders will be costly indeed. As for TALL competing with other leadership programs, this should be welcomed. There can never be a surplus of top-flight leaders to serve our state well into the next century.
The progress that TALL has made in little more than a decade has been remarkable. It resulted from the firm commitment of TAEX administration, and broad support of the state's agricultural leaders. It is remarkable how well accepted, how admired, TALL has become. While we still are considered "newcomers" to other states such as Illinois, Washington or Nebraska, the national recognition and stature given to TALL is well-deserved. And most important, this has been achieved because of the quality and dedication of young men and women that dared to enter the program and succeed.
The great enthusiasm that builds with the TALL experience, and with the administrators of the program, is reflected in outstanding results. Few exercises are more demanding in personal responsibility. But also, few can match the zeal and devotion it elicits among the members. Great pride is taken when sessions are well planned and executed. And to the Coordinator, great pride is evident in the accomplishments of Alumni that vault into leadership roles.
As the name implies, TALL stands foremost in providing
Texas with modern agribusiness leaders and rural communities with the with
the men and women they must have to survive and prosper. Simply stated,
its LEADERS FOR TOMORROW!
ROLL CALL OF ALUMNI
The following list shows the original names and occupation
of TALL participants.
CLASS I
CLASS III
Class VII
Class VIII
Class IX