From Parlor Data to People Power: What Actually Moves the Needle
Turning Numbers into Action and Building Teams that Execute
Peggy Coffeen sat down with Curtis Gerrits and Jim Moriarty of Compeer Financial to talk through what it really takes to create measurable progress on today’s dairy farms. From using data effectively to building teams that execute, the conversation centers on practical leadership, accountability and making decisions that improve performance.
Data Only Matters If You Use It
Gerrits makes it clear that data by itself does not create results. But he also points out that simply collecting numbers is not enough.
“You can’t manage what you don’t measure, he said. Data is only valuable if you actually use it to make decisions.”
The focus, he explains, should be on identifying the right metrics, reviewing them consistently and making adjustments when performance slips. Without follow through, dashboards become decoration instead of management tools.
Accountability Drives Results
Moriarty emphasizes that performance improves when expectations are clear and people understand their role in hitting targets.
“If nobody owns it, it doesn’t get done, he adds. You have to inspect what you expect.”
He explains that successful dairies assign responsibility and follow up consistently. That does not mean micromanaging, but it does mean reviewing progress and having direct conversations when standards are not met.
Clear communication and defined roles eliminate confusion and allow teams to focus on execution instead of guessing priorities.
Culture Is Built on Clarity and Consistency
Both guests point to culture as a performance multiplier. Strong culture does not happen by accident. It is built through consistent leadership behavior.
“Your team will only take it as seriously as you do.”
When leaders show up prepared, review numbers and reinforce expectations, teams follow suit. When leaders drift, standards drift with them. Moriarty adds that respect and clarity go hand in hand and defining success in measurable terms gives employees direction and purpose.
Progress Requires Tough Conversations
Improvement often requires direct feedback. Gerrits acknowledges that many leaders avoid difficult discussions, but that avoidance limits growth. He explains that high performing operations address issues early instead of allowing small problems to compound.
“Small problems become big problems when you ignore them.”
Addressing issues quickly protects morale and keeps performance on track. Dairy producers looking to tighten up performance, strengthen team accountability and turn information into action will find practical takeaways throughout this conversation.
This reinforces a simple truth. Strong systems matter, but disciplined leadership is what ultimately moves the needle on dairy farms.
To hear the complete discussion with the team at Compeer Financial, stream now on Apple Podcasts or Spotify, or watch the full conversation on YouTube.
