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Finding Focus and Connection: AgOne Cohort 5, Session Two
By: Laura Davis
Walking into our second AgOne session, the energy felt different. The first-time jitters were gone, replaced by a real sense of excitement and comfort. There’s something special about walking into a room full of friendly people who not only share your passion for agriculture but are also growing right alongside you.
We started by revisiting Simon Sinek’s “Discovering Your Why,” which pushed us to think about what truly drives us. It was a reminder that our why—the thing that fuels how we lead and serve—usually takes shape early in life and doesn’t really change. That reflection helped me see more clearly how my purpose shows up in both my personal and professional life.
Our next session, led by Paul Murphy-Spooner of the United Soybean Board, focused on vision. His examples of agricultural organizations using clear, inspiring visions gave us a helpful framework as we began to write our own mission and vision statements. It wasn’t about crafting perfect words—it was about defining what matters and where we’re headed as leaders.
The afternoon with Dr. Jeff King was a highlight for me. Emotional intelligence is one of those topics that sounds abstract until you really dive in—and Dr. King helped us do just that. We took assessments, discussed our results, and later had one-on-one conversations with him to dig even deeper. That conversation was powerful for me.
Here are my biggest takeaways:
Leveraging Strengths
- Positive Outlook: I want to keep leaning into my positive attitude, especially during challenges, and help my team stay focused on solutions.
- Self-Awareness: I’ll keep reflecting on my reactions and seeking feedback to strengthen communication and relationships.
Areas for Growth
- Delegation: I’m intentionally identifying what I can hand off to empower others - and making sure I set expectations clearly while giving space to do the work. My goal is to delegate at least one task each day.
- Adaptability: I’m working on being more open to new ideas and flexible in planning—saying “yes, and…” instead of “no, but…” and allowing small-scale experiments to test new approaches.
Dr. King also introduced us to the concept of mood elevators—a reminder that our emotions influence how we think and lead. It’s simple but so important: being aware of our emotional “floor” helps us show up better for the people around us.
As a cohort, we’re really starting to click. We’re learning about each other’s passions and areas of growth, and we’ve started sharing opportunities that tie into both. It’s becoming less like a group and more like a team.
If I had to sum up my biggest takeaway from this session, it would be this: Capability is not equal to capacity. Just because we can do something doesn’t always mean we should. That’s a leadership lesson I plan to carry forward every day.
I’m really looking forward to what’s next—more time with this incredible group, more chances to learn from new leaders, and more growth through the online workshops offered by The Ohio State Leadership Center. Each session reminds me how much there is to learn and how valuable it is to be surrounded by people who want to grow, too.
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Recently, we marked the inspiring kickoff of the 5th Cohort of the AgOne Leadership Program—a pivotal initiative designed to transform leadership across Ohio’s agriculture sector through powerful training and personal coaching.
Program Purpose and Sponsorship
AgOne brings together leaders to grow their individual capacity for industry influence and boardsmanship. I’m honored to participate through the sponsorship of Bayer CropScience, which empowers me to elevate my impact as a Sales Leader, DSO Squad Facilitator, and advocate for Ohio farmers.
Cohort Camaraderie & Shared Momentum
I’m in great company—there are four other passionate Ohio agriculture leaders in this cohort, and from the very first session, we connected deeply through shared experiences, aspirations, and values. That sense of camaraderie echoes the collaborative spirit fostered in AgOne and sets the tone for a mutual journey of growth.
Leveling Up Leadership with Dr. Tracy Kitchel
Our first session with Dr. Tracy Kitchel of The Ohio State University challenged us to think about what it truly means to level up our leadership. Leadership isn’t just about what we can do—it’s about discerning what we should do. That distinction pushes us to lead with clarity and purpose rather than simply capability.
He also asked us to reflect on a powerful question: “What do you want your tombstone to say?” That perspective reframes leadership beyond the day-to-day into a legacy mindset—reminding us that the impact we make today will echo in the lives of others long after we’re gone. At its core, this reflection comes down to values—what do we want to be remembered by, and where do we choose to put our energy each day? For each of us in the cohort, defining leadership on these terms brought new depth to how we think about influence, service, and the legacy we hope to leave.
Strengthening Public Speaking with Jennifer Coleman
We also had the privilege of working with Jennifer Coleman of The Directions Group, who brought tremendous energy and insight into the art of communication. Public speaking is a critical skill for leaders—yet it’s often under-taught in America. Jennifer challenged us to move beyond the traditional frameworks and think about presentations in fresh, powerful ways.
She introduced us to tools like the “Magic Number 3” and guided us through enhanced presentation styles—problem & solution, compare & contrast, cause & effect, repetition, and many more. Each style opened up new ways to connect with audiences and drive a message home.
And yes, she even put me on the spot—challenging me to become a Squishmallow salesman and pitch on the fly! It was equal parts fun and uncomfortable, but exactly the type of stretch moment that sharpens leadership presence.
One of the most valuable parts of her session was the peer review of our 3-minute speeches. With her feedback, we quickly realized that no matter our starting point, we all had room to grow—and we did grow. Those lessons weren’t just theory—they’ll be critical as we develop and deliver our final projects later in the program.
Mission, Vision, and Values with Director Jenny Cox
We also began important foundational work with Director Jenny Cox, who led us through the early stages of crafting our mission, vision, and values as a cohort. These guiding statements will serve as the compass for our work together and the impact we hope to have individually and collectively in Ohio agriculture.
The process was both reflective and energizing—forcing us to think about what we truly stand for as leaders and how those principles should shape the way we lead. While we made significant progress, we’ll finalize these at our next meeting. It’s clear that the mission, vision, and values we define will not only guide this program but also echo in the ways we serve our teams, our farms, and our communities for years to come.
Carrying a Growth Mindset with Dr. Emily Buck
Another highlight came from Dr. Emily Buck, Co-Director of the OSU Leadership Center, who reminded us of the importance of carrying a growth mindset throughout this journey. Her message was simple but profound: leadership development is not about arriving—it’s about continually learning, adapting, and stretching yourself in new ways. That mindset will be crucial as we lean into challenges, support one another, and maximize what this program has to offer.
Gratitude for Partners in Leadership Development
Finally, none of this would be possible without the strong partnerships behind AgOne. A special thank you to The Ohio State University College of Food, Agricultural, and Environmental Sciences, the Department of Agricultural Communication, Education, and Leadership, the OSU Leadership Center, and the Max M. Fisher College of Business. Their investment in this program equips us to influence and impact not only our own careers, but also the future of Ohio agriculture and the communities we serve.
Looking Ahead: Impact, Influence, Service
As I embark on this AgOne journey, I’m grounding myself in these key commitments:
- Grow in leadership presence and impact, building on the foundation this program provides.
- Serve Ohio agriculture more deeply, using insights from AgOne to strengthen connections across the state.
- Support fellow cohort members, fostering collaboration and long-term peer leadership.
- Own powerful communication, delivering clarity and inspiration in every conversation—whether in the field, in team forums, or in public settings.
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Leadership is a journey, not a destination. I am grateful to participate in the Ag One Leadership Program as part of the pathway on my journey of ongoing development. Throughout the AgOne sessions to date, we have focused on the importance of having a clear vision and setting SMART goals. We have assessed our leadership strengths and weaknesses using the BUILD Assessment. Gaining insights into our Emotional Intelligence to enhance our Self-Awareness has been valuable. Additionally, developing a personal Sphere of Influence to ensure accountability has been instrumental.
This past recent session has been the most pivotal in my personal development journey. We delved into Intergenerational Communication, assessed our tendencies using the Myers-Briggs Type Indicator, and explored 'The Five Dysfunctions of a Team' by Patrick Lencioni. Reflecting on the session, I found the content incredibly valuable as it applies to every aspect of my life—professionally, in community organizations, and personally at home.
As I think about the team I lead at work, the members span across three generations. Understanding how each generation has been shaped, their worldview tendencies, what motivates them and how they prefer to communicate varies vastly between Baby Boomers and Generation Z. This is important to consider when fostering a cohesive team, yet each person has been shaped with unique values, motives and communication styles. Additionally, recognizing my own generational tendencies and comfort level is crucial to evaluate how they influence my leadership style.
Within the community organizations I am part of, I will challenge myself to pause and appreciate that each volunteer brings their best intentions, even if they manifest differently. I also recognize that the diverse skill sets from each generation contribute to a well-rounded organization.
When it comes to parenting young children, it's crucial to recognize how different their upbringing is today compared to when I was growing up. We can't rely on 'the way it was when I grew up' for effective parenting. The accessibility to technology, communication, and relationships has changed dramatically.
The Myers-Briggs Assessment helps us develop a deeper sense of self-awareness and awareness of others. It reveals our core personality preferences, highlighting what makes us similar, different, and unique. Understanding that everyone varies in how they receive energy, gather and process information, make decisions, and interact with the world is crucial. Recognizing my own preferences allows me to consciously develop additional skills tailored to each situation I encounter.
I firmly believe that individual success stems from being a great team player. Whether it's with a peer team, a team you lead, a project team, a sports team, a family team, or a close-knit group of friends, showing up for your team is crucial. According to Lencioni, trust is the foundation of all effective teams. Team members must communicate openly, be vulnerable enough to admit weaknesses, and be willing to ask for help. Once trust is established, teams can navigate conflicts productively. All great relationships require productive conflict to grow, engaging in passionate and sometimes emotional debates, as long as they avoid destructive fighting or interpersonal politics. A committed team with clear directions and priorities is essential. Commitment doesn't always mean consensus, but it does require productive conflict to create buy-in from the group. After a team is committed, it's important to hold members accountable to their performance standards. Ultimately, the true test of a great team is successful results.
I intend to leverage these skills to advance my leadership journey, aiming to enhance my self-awareness, understanding of others, and ability to be an exceptional teammate in all situations. Thank you, Jenny Cox, for your leadership in this program and for your dedication to develop each of us into better versions of ourselves!
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In a world that is constantly moving, where productivity and results are often front and center, emotional intelligence (EI) can feel like a quiet, invisible force. However, EI is a pillar of personal and professional success, shaping how we interact with others, make decisions and navigate life's challenges.
Dr. Jeff King joined us to discuss EI and how it increases our ability to lead, ourselves and others. We received the results from our EI assessment, which examines four key dimensions of leadership: authenticity, coaching, insight and innovation. We were then tasked with reviewing our results to gain a better understanding of what areas of strengths and opportunities to leverage and focus on.
For lunch, AgOne was invited to join the many leaders within the ag industry at the Ohio Ag Council meeting and luncheon. This was a time for networking and learning. We heard from the executive directors of Ohio 4-H and Ohio FFA. They provided conversation around the programs that are available for the youth of Ohio. I know that without these programs and the mentors in the agriculture industry, I would not be where I am today.
Upon returning from lunch, we heard from Devin Fuhrman with Nationwide to discuss strategy and goals. The points of why it is important to have a mission and vision statement with goals that align to those and to revisit them often and to realign when needed.
Our afternoon concluded, with conversations around the sphere of influence and establishing our board of directors. AgOne program director, Jenny Cox, described to us the impacts of influence and the effects it has on our character as a leader. Along with the importance of creating a personal board of directors, those individuals that you can count on to be around the table as a resource and supporter of you, either as a peer, expert, connector, sponsor, cheerleader or coach.
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Olivia Rinesmith
The AgOne Program through Ohio State’s Leadership Center has inspired and encouraged every member of the cohort to grow.
Within our third session together, we kicked things off by reviewing our Emotional Intelligence Assessment with Dr. Jeff King. The Emotional Intelligence Assessment (EQ-i) links your leadership development and emotional intelligence. It provides insights into how your EQ-i compares to other leaders, leadership strengths, and potential areas of development. The assessment examines four key areas: Authenticity, Coaching, Insight, and Innovation.
Within the EQ Model, there are six categories with three sub-scales. From there, based on the assessment, you receive where you are on the leadership bar compared to other leaders. Being a young professional and being in tune with my emotional intelligence at a young age, allows me to recognize all aspects of my strengths and how to work towards turning my weaknesses into growth opportunities.
We took a field trip to the Ohio 4-H Center for the Ohio Agricultural Council Luncheon for an opportunity to network with professionals within the agricultural industry, eat lunch, and listen to members from the Ohio FFA and Ohio 4-H staff give more insight on the impact of the programs. It was such a great afternoon to meet like-minded professionals and see familiar faces while remembering my experiences with these special youth organizations that helped shape who I am today.
We closed the day with a presentation from Devin Fuhrman, Chief Agriculture and Sponsor Relations Officer at Nationwide, for insight and coaching in creating a business model and vision statement.
As a cohort, we are all working towards creating our own personal goals, vision statements, and board of directors. I feel confident in the progress I have made thus far, and cannot wait to see where I am when the cohort is over. I cannot thank Jenny Cox, the OSU Leadership Center Team, and Stratovation Group enough for allowing me to have this opportunity. Let’s keep working!
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Stacy Irwin
When I was applying to the Fourth Cohort of the AgOne Program the main thought in my mind was using this opportunity to grow in my role as a Leader. From looking at my true self, to building my own personal legacy and learning to be a stronger leader, I found the topics inspiring and thought provoking.
We started off the day with introductions and this introduction had to include your own “Hype” or “Walk up” song. I immediately knew that mine had to be from the 80’s (as an 80’s kid), and settled on the song “She Works Hard For The Money,” by Donna Summer. Throughout the day there were many opportunities for sharing, initial networking, and making friends. We explored this journey that we will be taking throughout the next year, discussing mindset, motivation, vision, and core values. This led to some internal reflection, and asking ourselves what our personal vision statement is.
We were introduced to the BUILD Assessment, a Leadership Assessment tool that provided us with feedback from our peers, allowing a personalized look at how you and others perceive your leadership. This tool will allow us to start looking at our relational skills, self-leadership, and stewardship all work together. We all agreed that the results were very interesting and valuable.
The OSU Department of Agricultural Communication, Education, and Leadership (ACEL) team will be leading us on this journey, and having them as a resource for this program is a rare chance that we are excited to have.
So many of us never take the time away for ourselves to work on leadership growth. I am looking forward to the time that this program will let me put into my own growth and personal development as well as the opportunity to grow as a leader, and I am also looking forward to seeing where that song pops up in the future!
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In our very first meeting of Ohio State’s AgOne Leadership Program, we jumped right into exploring what leadership truly means to us. In the hustle and bustle of our daily lives, it’s easy to get swept up in our never-ending to-do lists, often neglecting our personal growth and self-reflection. However, this program provided a much-needed pause, inviting us to step back and evaluate our core values, passions, and areas for improvement. By focusing on what brings us joy, both personally and professionally, we began to discover our individual leadership styles.
One of the highlights of our meeting was the opportunity to complete OSU’s BUILD Leadership Assessment. This unique process allowed us to self-reflect while also receiving feedback from our colleagues. In some cases, it was eye-opening to discover that our perceptions of our leadership styles sometimes differ from how others view us.
Jenny Cox and the rest of the OSU team bring many years of experience and new perspectives on leadership to the group. I learned so much in just the first session and I’m very excited for future classes with this great group!
~ Jenna Gregorich
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“Your ability to work on cross-functional teams, in matrix organizations, or across organizational boundaries is enhanced by knowing lots of people. Part of working in an organization demands that you find time to create and maintain the relationships you need to be successful.
With today’s hurry-up pace, we’ve lost the notion of making time for other people. Events designed to get employees together after work no longer hold the same interest. We eat at our desk, decline invitations for coffee, and rush to get off work.
There is something about an invitation to have coffee that signals genuine interest in connecting with the other person. And those connections forged over coffee, tea, or lunch impact your ability to get things done in the organization.
I’m not talking about a huge time investment here. Thirty minutes, once a week, and you could make new connections or deepen your relationship with fifty colleagues in a year’s time (p. 57-58).”
From: Axtell, P. (2015, 2020). Make virtual meetings matter: how to turn virtual meetings from status updates to remarkable conversations. (eBook) Naperville, IL: Simple Truths.
Questions for reflection:
- How can you make more time for others in your daily life?
- Why is maintaining these connections important for personal success?
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“For years now, groups have sought to forge culture by filling offices with ping-pong tables, beanbag chairs, and happy hours. Despite this, engagement levels in these places barely budge. But there’s a better way, and it’s built on a simple distinction: Fun comes in two varieties, shallow and deep.
Shallow fun is the sugary, amusement-park enjoyment of doing pleasurable things together: games, laughter, and music. It affects groups like an adrenaline shot: It adds energy, then quickly wears off.
Deep fun, on the other hand, happens when people share ownership over the experience of group life. That is, they have power, make decisions, and hold responsibility.
Deep fun happens when you design your own workspaces, when you get involved in rethinking your group’s onboarding process. It happens when your project team organizes its own off-site retreat, and when team members are given the freedom (and the funds) to give colleagues $25 gift certificates in appreciation for a job well done. And deep fun pays off: One study found that organizations that commit to deep-fun methods achieve more than four times the average profit and more than two times the average revenue of companies that focus merely on shallow engagement (p. 66-67).”
From: Coyle, D. (2022). The culture playbook: 60 highly effective actions to help your group succeed. (e-book) New York: Bantam Books.
Questions for reflection:
- Have you seen shallow fun in your career?
- How have you seen deep fun represented in your career?
- Why is deep fun important for building teams?
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- “What distinguishes the best-performing teams from the poorest-performing teams is a climate in which people feel safe in being open.
- Creating more openness on your team starts with you opening up to your team.
- When you are willing to admit mistakes, you are often seen as more capable, intelligent, and even more credible. People relate to and are more connected to people who seem more human.
- Admitting mistakes, saying you are sorry, asking for help, asking for input, and asking for feedback not only improves your relationships with those you lead but also gives permission for others to humbly do the same.
- Team norms give those you lead permission to take risks and respectfully express how they feel; to passionately disagree, to provide bold, direct, and honest feedback; and to courageously contribute ideas.
- Supporting, encouraging, and mining ensure that openness is embraced and adopted by those you lead (p. 125-126).”
From: Rogers, M. G. (2020). Do you care enough to lead? a 5-part formula for creating loyal and results-focused teams and organizations. (e-book). Hoboken, NJ: John Wiley & Sons, Inc.
Questions for reflection:
- What can you do as a leader to create a space in which your team feels safe in being open?
- How can being open improve your reputation as a leader?
- How could more support and encouragement improve your overall team dynamic?
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