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hori zons
California Agricultural Leadership Foundation Magazine
APRIL 2012
CALIFORNIA’S PREMIER
LEADERSHIP PROGRAM
We Grow
LEADERS
who make
A DIFFERENCE.
BARBARA WIGHT
Successful Business
Leadership –
From Agriculture to Music
HORIZONS MAGAZINE
is published quarterly by
the California Agricultural
Leadership Foundation for
alumni, donors, supporters
and friends.
Phone: 831-585-1030
www.agleaders.org
Class 43 Application Deadline is May 14
Ag Leadership is seeking growers, farmers, ranchers and individuals working in allied businesses and
organizations to apply for Class 43. The phase one application is due no later than May 14. Spread the word!
Detailed program information and the phase one application are available at www.agleaders.org
We grow leaders who make a difference.

PAGE >> 2
CHAIR MESSAGE >>
A message from Loren Booth and Bob Gray
Leadership at Every Level
CLASS 41
INTERNATIONAL TRAVEL SEMINAR
Competent leadership at every level of our lives creates harmony,
finds mutually beneficial solutions to problems, and
makes our world a better place to live. In this issue of Horizons,
some of our distinguished alumni are highlighted for
their business and industry leadership. Reading about their
experiences and accomplishments will make you very proud
to be affiliated with the California Agricultural Leadership
Program.
A wonderful example of leadership within our CALF board
of directors is demonstrated consistently by David Krause
of Paramount Farming. He leads by example with a calm
demeanor and assuredness – and he gets it done! Whether
chairing our CEO search committee or challenging the
board for a fundraising match, David is a great role model. He is stepping off the board
this month to focus on his new role as chair of the United Fresh board of directors. We
wish him all the best with his new endeavor. He will be greatly missed. As Bob Gray
said, “David exemplifies what a leader is, and he taught us more than we taught him.”
The CALF board of directors is excited and honored to welcome our newest member:
Joe MacIlvaine of Paramount Farming, another respected and longtime leader in
California agriculture. Joe’s bio is featured on page 3. We are thrilled to have his strong
business acumen and positive leadership.
Our world is constantly evolving and we will continue to face complex challenges.
There are emerging leaders poised to help chart our paths, so please encourage these
individuals to apply to Class 43 of the Ag Leadership Program!
Best,
Loren Booth (27)
Chair, CALF Board of Directors
Page 7
CALF BOARD OF DIRECTORS
Chair/ Loren Booth
Vice Chair/ Jeff Elder
Secretary - Treasurer/ Mary-Ann Warmerdam
John Colbert
A.G. Kawamura
Ejnar Knudsen
Joe MacIlvaine
Chris Nelson
Rod Stark
Pierre Tada
Dr. Neal Van Alfen
Deanna van Klaveren
Rob Yraceburu
CALF STAFF
President and CEO / Bob Gray
| bob.gray@agleaders.org
Director of Education / Dr. Michael Thomas
| mthomas@agleaders.org
Director of Development / Rick Vorpe
| rick.vorpe@agleaders.org
Program Advisor / Dr. Charlie Crabb
| ccrabb@agleaders.org
Finance & Human Resources / Teresa Straub
| tstraub@agleaders.org
Program Coordinator / Judy Sparacino
| jsparacino@agleaders.org
Enterprise Coordinator / Emily Clark
| eclark@agleaders.org
WRITER/EDITOR
Meredith Rehrman Ritchie
mritchie@agleaders.org
DESIGNER
TMDcreative
California Agricultural Leadership Foundation Magazine
April 2012 • www.agleaders.org
COVER STORY
4 Barbara Wight (35): Successful Business
Leadership – From Agriculture to Music
FEATURES
7 Class 41 International Travel Seminar
10 Leadership Lessons: Dr. Stephen
Randolph
12 Leadership Focus: Dr. Sara Daubert
14 Guest Column: Rocky Saunders (14)
16 Alumni Spotlight: Laura Giudici Mills (29)
17 Alumni Spotlight: Stephen Patricio (19)
DEPARTMENTS
2 Chair Message
2 Calendar of Events
3 Foundation News
13 Program News
15 Alumni Council News & Events
18 Alumni/Fellows News
19 Donor Recognition
CALENDAR OF EVENTS
MAY
7 Region 3 event and Class 41 presentation,
UC Davis
7-9 Class 41 seminar, Davis/Sacramento
10-12 Class 42 seminar, SLO
14 Class 43 phase one application due
JUNE
4-6 Class 41 and Class 42 seminars, Pomona
6 Class 41 Commencement
6 Alumni Council meeting
6 Education Team meeting
6 CALF board of directors meeting
AUGUST
4-11 Washington, D.C. Educational Fellowship
Program / Regions 3, 4 and 5
>> Donations
Five Decades of
Support
As the application deadline approaches in a few
weeks for Class 43, we are reminded again of how
important it is for alumni, friends and supporters to continue their
generous financial support for our premier leadership program.
Now in its fifth decade, the California Agricultural Leadership
Program is 100% donor supported. The future of this transformational
leadership experience for California agriculturalists depends
entirely upon gifts from those who know and understand the importance
of the program – worthy of an investment.
Investing Made Easy
It has never been easier to make an investment! With just a couple
of clicks of your mouse at www.agleaders.org you have access to
all of the gift fund choices – annual operating and general endowment,
as well as a variety of specific endowment, fellowship, memorial
and major gift funds. You can designate your gift as a one-time
gift or an amount to be made monthly, quarterly or annually. Each
gift, regardless of size, is very important and greatly appreciated to
advance the mission: We grow leaders who make a difference.
Of course, you can always make a gift by sending a check made payable
to California Agricultural Leadership Foundation, P.O. Box
479, Salinas, CA 93902-0479.
WOULD YOU LIKE TO CONTRIBUTE?
If you would like to make a gift of securities or other non-cash asset,
discuss a planned or estate gift, establish a named fund or have
any questions, please contact CALF Director of Development Rick
Vorpe at rick.vorpe@agleaders.org or 530-400-5702.
Thank you for your support!
GET TO KNOW
CALF’s New Board Member
Joe MacIlvaine
Joe has been president of Paramount
Farming Company since May 1987. He
is responsible for general management of
the company’s operations, including the
management of 100,000 acres of agricultural
properties. The company’s primary
crops are almonds, pistachios and pomegranates.
With each of these products,
Paramount is the largest grower in the
country. Joe has served as chair of the
Almond Board of California and chair of
its Production Research Committee and
International Marketing Committee. He
has also served as treasurer and director of Western Growers Association
and as a member of the USDA Advisory Committee for
Trade. Joe is currently the chair of the Administrative Committee
for Pistachios, a federal marketing order for pistachios. He earned
a bachelor’s degree from the University of California, Berkeley, an
MBA from UCLA, and a Ph.D. from the Massachusetts Institute
of Technology.
AG LEADERSHIP >> Foundation News
Remo L. Matteucci Memorial
Endowment Established
Evelyn Matteucci and her husband, CALF
Director of Development Rick Vorpe,
have generously established a memorial
endowment to honor her father, the late
Remo (Raymond) Matteucci.
The Matteucci family farmed in Gilroy for
more than seven decades.
“Rick and I feel that establishing a memorial
endowment is a wonderful way to
honor the agricultural legacy of my father
Remo and his brothers,” said Matteucci.
“Their vision, entrepreneurship, and passion
for farming in California are consistent
with the ideals of the Ag Leadership
Program.”
An Agricultural Heritage
The Matteucci family’s agricultural history
in California began in the late 19th century.
Evelyn’s grandfather, Luigi, came to
New York from Italy in 1889 when he was
20 years old. He made his way to California
and determined that Gilroy would be a
good location to establish a farm.
Luigi traveled back to Italy in 1901 to marry
Filomena Bigotti and they returned to
Gilroy in 1902. Luigi operated the Gilroy
“home ranch” on a rental basis until 1913,
when he was able to purchase the property.
After their parents passed, Remo and his
brothers continued the family farming
Jim, Louis and Remo Matteucci - circa 1955
operation as the Matteucci Brothers. They
expanded the original home ranch to 115
acres, which included 70 acres of prune
plums, as well as garlic, beets, tomatoes,
beans, walnuts, cucumbers, watermelon,
and zinnias for seed. A newspaper article
in the 1950s stated, “Two good size dehydrating
plants and 115 acres of highlyproductive
land have made the name,
Matteucci, synonymous with the orchard
business in Gilroy.”
Remo died in 1961, and at the age of nine,
Evelyn moved to San Francisco with her
mother, two sisters and brother. She still
has very fond memories of farm life and
her father’s hard work and dedication to
agriculture.
“We are grateful to Evelyn and Rick for
their generosity and their desire to invest
in Ag Leadership’s future,” said CALF
President and CEO Bob Gray. “The Remo
L. Matteucci Memorial Endowment is a
special tribute to a loved one, and it will
make a lasting impact on our program.”
>>
DONATIONS
To contribute to the Remo L. Matteucci
Memorial Endowment or any other fund
to support CALF, visit www.agleaders.org
or call 831-585-1030.
PAGE >> 3

AG LEADERSHIP >> Cover Story
AG LEADERSHIP >> Cover Story
BARBARA WIGHT DETAILS THE
IMPORTANCE OF LEADERSHIP AND
HOW SHE’S APPLIED THE LESSONS
LEARNED AS AN AG LEADERSHIP
GRADUATE IN HER NEW ROLE.
Recognizing Your Strengths
PAGE >> 4
Barbara Wight:
from
Agriculture
toMusic
Barbara Wight (35) is the chief
financial officer at Taylor Guitars, an
industry-leading acoustic and electric
guitar manufacturer. She spent 18 years
in the irrigation industry as the chief
operating officer and chief financial
officer of T-Systems International, a
global water irrigation company that
was acquired by John Deere in 2008.
Wight oversees Taylor’s financial
and legal affairs and holds numerous
professional affiliations, including
director for the San Diego County
Water Authority.
Sometimes, it’s hard to be objective about
your own strengths and weaknesses
and those of the organization you
lead. When I was at T-Systems, one
of our biggest challenges was that the
agricultural industry fluctuates due to
many external variables. For us, there
were years that were great and years that
weren’t so great. Some years the farmers
would have money and some years they
would not; it was out of their control.
We quickly saw the need for strategic
planning that recognized we were not
going to grow the same amount every
year. We made necessary allocations
for future profitability and, as a result,
sustainability.
To do this, we collectively knew that
we needed to move our product to the
international level. If there was growth in
one part of the world with farmers, we
needed to be there, although it proved
to be a somewhat rocky challenge.
We expanded into France, Australia
and South America with large-scale
manufacturing plants for plastics
production. Immediately we found
ourselves facing the unanticipated
challenges of how to import
equipment; find personnel; learn
the culture, laws, tax code and local
customs; and find employees to train
and hire. Our will to persevere was
tested, but with time and patience,
we ended up being successful in
these countries and continued our
expansion into South America.
As a result of our global success,
T-Systems was acquired by John
Deere Water Technologies Division.
The company was one of three drip
irrigation companies purchased at the
time. I was a member of the executive
team that oversaw the assimilation of
the three companies into John Deere,
working with the expectation that as
they assimilated, I would transition out
of that role. Transitioning from one
industry to another, unrelated industry
helped me to learn more about my
strengths and weaknesses. Some of my
prior experience, like knowing how to
work internationally, applied to my new
role at Taylor Guitars. Other aspects, like
understanding the agriculture industry,
did not provide immediate help in the
new role.
Leadership with Impact
I was accepted into Class 35 in 2004,
and the intensity of leadership training
was felt immediately. Each seminar
presented a different aspect of leadership,
sometimes found in the least likely
places. We actively learned from former
gang members, AIDS victims and others
from all walks of life about leadership
that had an impact. It wasn’t tied to
status, title or affiliation, but instead
focused on the ability to have vision
and effect change. Being immersed in
these different worlds, which couldn’t be
further from agriculture, demonstrated
the theory of leadership not just in
business, but also in the overall world.
It allowed us to tackle bigger leadership
issues that included social responsibility
and sustainability.
During our national trip to Washington
D.C., I learned about advocacy and how
to work with elected officials. I think it
was a revelation for many in our class to
discover that members of Congress are
real people who want to listen and effect
change. From there, we found ourselves
in Arkansas, speaking with one of the
Little Rock Nine. We heard firsthand
about this event of national importance,
and that leadership does not always
mean being front and center. Instead, you
need to be able to leverage the resources
available to you to get the most advantage
out of those resources – whether it’s for
business, social responsibility, or helping
a particular cause.
I apply these lessons daily in my role
at Taylor, as we are active advocates
for music education in the schools and
intellectual property protection against
counterfeit products. In addition, I have
been Taylor Guitars’ primary contact
PAGE >> 5

AG LEADERSHIP >> Cover Story
AG LEADERSHIP >> International Travel Seminar
“I WAS ACCEPTED INTO CLASS 35 IN 2004, AND THE
INTENSITY OF LEADERSHIP TRAINING WAS FELT IMMEDIATELY.
EACH SEMINAR PRESENTED A DIFFERENT ASPECT OF
LEADERSHIP, SOMETIMES FOUND IN THE LEAST LIKELY PLACES.”
POLAND
RUSSIA
PAGE >> 6
for our business in Cameroon and I have had
to implement an anti-corruption program
there working with all levels of government.
Without the Ag Leadership experience, I know
that the job in Cameroon would be much more
daunting.
Leadership for All Needs
Our Ag Leadership theory work taught
the different styles of leadership: What’s
situational leadership? How are you going to
pick the role you’re going to take based upon
what’s happening at the moment? As a class
we learned that sometimes you need to be
authoritarian and sometimes you need to build
consensus. There are times when you’re busy
building consensus and the house is going to
fall down, so you need to be authoritarian.
Sometimes if you’re authoritarian when you
should be building consensus, you’re not going
to get a good long-term sustainable result. All
of these things prepared me to feel comfortable
in any environment and role I’d find myself in.
For the international trip, our class went to
Thailand, Vietnam and Cambodia, and it
taught me the most about servant leadership:
>>
feeding the soul
that the one true purpose of leadership there
was to give back in order to empower people to
define their own destiny.
Arriving in Phuket shortly after the 2004
tsunami had hit, we visited an orphanage
of children left by the tsunami. We also
built houses in the Khmer Rouge region in
Cambodia for landmine victims and poverty
stricken rural citizens. In Cambodia, the
impact of servant leadership hit me the most.
I asked a woman from Tabitha House (an
organization that builds homes for those
affected by landmines) how she works with
such a dictatorial government. She said, “I do
not take sides in the government. If I do, I do
not get to do my work.” She wouldn’t talk about
it further. She recognized that there are some
things you can change and some you cannot.
By recognizing which is which, she was able to
effect change in the lives she served through her
leadership.
Using Leadership for Social
Change
The leadership lessons I learned through Ag
Leadership prepared me for a completely
different chapter in my career: the musical
instrument industry. One of the reasons I love
this business is that Taylor Guitars is a company
that encourages leadership. Its value system is
one that adds value to our relationships. That’s
a conscious decision the owners have made, and
the employees understand that no matter what
we’re doing, whether its refining processes,
investing in our community or in those in the
areas we work in, it’s about improving.
A good example of this is found in our wood
sourcing, as we procure woods from all over
the world. Many are precious, and while not
necessarily endangered, are certainly desirable
and in demand for their unique tonal properties.
In lieu of simply writing a check to procure
this wood, we actively travel to the forests and
meet with suppliers, mill workers and local
stakeholders to understand their business,
both from an ethical and sustainable point of
view. In the community of Copen, Honduras,
Taylor Guitars has been the source of local
economy for this area for over 10 years. By
working with the community to harvest timber,
teaching and training in milling techniques, and
building a unique model in social forestry, we’re
able to ensure a sustainable and ethical supply
of tropical American mahogany. In Cameroon,
we recently partnered to purchase an ebony
mill, Crelicam. We involve ourselves on the
forest floor and work to demonstrate servant
leadership by imparting skills and knowledge
so that our employees’ great-grandchildren will
also find economy in their natural, sustainable
resources. Along with this, we follow our core
vision of creating sustainability at all levels – by
being good stewards of natural resources and
by securing the necessary resource of wood we
need to make guitars.
Leadership for Sustainability
For us to be socially responsible, we have to be
profitable, and you have to make a profit to be
sustainable. If we’re profitable, we can be agents
for social change, and we can share this lesson
with our employees. Sustainability translates
not only to harvested resources but also to
leadership. The lesson is that you don’t have
true leadership if the vision and fulfillment
of that role do not go on without you. We
work to instill this level of commitment and
performance in our employees, and ask the
same of the vendors we work with.
Feeding the Soul
Much like in the agricultural industry, people
do not enter the musical instrument industry
because they are looking to earn a high salary,
but rather, because it fuels a passion. You want
to produce, whether it’s consumables or art.
You want to have a natural relationship with
your tools, your land and your audience, and
there is a deep desire to share your resources
with others. Every farmer I’ve ever met was a
steward of their land and understood the value
of protecting it for the future. Musicians are
the stewards of our hearts: they have a message
they want to share that, just like the food we
eat, resonates with us and feeds our souls.
>>
LESSONS LEARNED
IN EASTERN &
CENTRAL EUROPE
THE 2012
INTERNATIONAL
TRAVEL SEMINAR
HAD A PROFOUND
IMPACT ON EACH
OF THE CLASS 41
FELLOWS.
They spent 15 days exploring the cultural,
economic, political and historical aspects
of Russia, Poland, Ukraine and the Czech
Republic. The fellows have much more
to process in the weeks and months
ahead based on observations of a region
CZECH REPUBLIC
UKRAINE
with a long and rich history, yet currently
navigating through complex times with
infant governments formed since 1989.
Throughout the intense educational
journey, key themes emerged and myriad
leadership and life lessons were learned.
>>
PAGE >> 7

AG LEADERSHIP >> International Travel Seminar
AG LEADERSHIP >> International Travel Seminar
PERSPECTIVE
PAGE >> 8
INTOLERANCE, TOLERANCE
AND RESILIENCY
Unfortunately, war is a significant part of the history of
the region we visited. Fellows had a close-up view of
cruel injustices, particularly at Auschwitz and Birkenau.
Says Laurence Rees, author of Auschwitz: The Nazis and
the ‘Final Solution’: “The name Auschwitz is quite rightly
a byword for horror. But the problem with thinking
about horror is that we naturally turn away from it. I
feel passionately that being horrified is not enough. We
need to make an attempt to understand how and why
such horrors happened if we are ever to be able to stop
them occurring again.” Fellows gained significant insight
regarding the how and why of the tragedy, while also
gaining a deep respect for the resiliency of people who
lived through the horror.
>>
RESOURCES AND
ECONOMIC POWER
Oil and natural gas resources that supply much of Europe are found in
remote areas of Russia. Russia, therefore, has the economic clout to
control the supply and pricing in all of Europe. In contrast, Ukraine has rich
agricultural resources. Dominance of this vast asset does not seem to impart
much economic or political influence in the region.
VIEWPOINT OF RICK BURNES
“As we moved west from Russia you could feel and observe each country
trying to grasp the notion of freedom. But the large looming shadow in the
background was energy. As we talked to officials in Ukraine, Poland and
the Czech Republic, we got the sense that the clock was ticking for them
to find their own energy independence and Russia was the timekeeper.
When all is said and done the common dominator for all countries (including
the United States) is the need for energy. And if you do not have your
own source of energy, or at least a strong negotiation chip, your days
of independence are numbered. For Russia, their abundant resources are
clearly their weapon for future growth and power.”
>> >> VIEWPOINT OF MATT TOSTE
VIEWPOINT OF JORGE SUAREZ
“Visiting the sites where more than 1.2 million
innocent men, women and children were
mercilessly massacred gave us an unvarnished
insight into evil. Words alone cannot describe
the barbarity of what these ordinary people
suffered. Without tombs, graves or even stones
as markers, the ghostly camps stand as stark
reminders of atrocities that humankind must
never forget. Let the world not submit to credos
and ideologies that undermine human dignity
based on mere differences in language, race,
color or religion.”
“To see the economic potential for the
region’s agriculture was exciting. However,
it was disappointing to see many obstacles
to the region’s full potential. The trip helped
many of us contrast different government
leaderships and see how they can affect
progress and change on many levels.”
This region has a rich history of law and governance. This includes
Magdeburg law, which dates back to the 13th century, in areas like
Krakow. Magdeburg laws were used as founding principles for British
law and some concepts worked their way into the U.S. Constitution. Even
with a depth of lawful experience, there seems to be a common thread
of corruption and disregard for law that runs through the countries we
visited. The fellows explored aspects of change and challenged the ideas
surrounding the evolution of political and social drift.
>>
>>
>>
VIEWPOINT OF ELISABETH SILVA
“Magdeburg law is important because it is the foundation by
which medieval independent city-states were linked by a common
set of governing principles. The city-states were important trading
centers, exempt from feudal laws. Together, they gave rise to a
new class of powerful merchants who controlled shipping and
commerce. These cities were answerable directly to the emperor,
not the underlying nobility. Commerce created opportunities for
upward mobility regardless of a person’s status at birth and it
linked social status and wealth. Somehow, the deeply ingrained
idea of hard work leading to civic and personal betterment
seems to have twisted as it evolved, allowing the public to
tolerate a great deal of personal enrichment by their leaders
– corruption – so long as the country is functional. Many of us
were shocked to hear from the locals, especially in Russia and
Ukraine, that ‘things weren’t so bad’ so long as their leaders kept
the electricity flowing, there was enough food to eat and there
was some visible progress toward a better life.”
VIEWPOINT OF DAN RODRIGUES
“The basis of law prior to the Soviet Union in these regions
was based on a set of laws that cultivated local law and
trade. During the Soviet Union rule, these countries were made
into a central form of government. This led to an increase of
cronyism and corruption through the Soviet era. These countries
are redeveloping leadership skills of self-rule that were long
forgotten.”
VIEWPOINT OF TODD SNIDER
“After a meeting at the U.S. Embassy in Ukraine, I was very
cynical (about the corruption). But then our next meeting was with
a group of well-educated students at the Economic University in
Kiev. It was there – in a rundown classroom – that it really clicked
for me. This younger generation has the education, and with the
Internet and social media, they have access to information. It truly
is up to them to take their country to the next level and to take the
initiative to change the political landscape.”
>>
>>
>>
SELFISH VS. SELFLESS LEADERS
Since the breakup of the Soviet Union and presumed fall
of communism, the region has changed significantly. As
leaders emerge to fill a power vacuum, much is learned
watching the different leader-types that step forward to
fill the void. Fellows observed retreads or old-style leaders,
with the appropriate connections, assuming leadership
roles. If only a selfless leader would emerge!
VIEWPOINT OF ALI ELHASSAN
“With freedom comes responsibility. There are many
opportunities here, but leaders have been more
concerned with what they can do to elevate their own
standing or enrich themselves. Where is their George
Washington?”
VIEWPOINT OF VERNON PETERSON
“During the seminars and travel of the second year, I
began to realize that all true leadership is built on a
foundation of trust, honesty and self sacrifice. Sure, one
needs to know how to communicate, have the courage
to devise and implement a plan and persuade others
to follow, but these are all meaningless and secondary
apart from this moral foundation. Traveling from Ukraine
to Poland, you could see the impact of an imperfect but
honest leader like Lech Walesa versus the charismatic
but corrupt leadership of Ukraine.”
VIEWPOINT OF JOEY MENDONCA
“Government corruption was a common sub-topic
among our guest speakers. Though many expressed
frustration, their hope for true change was mixed at
best. It made me ever more thankful for the selfless
leadership exemplified by our Founding Fathers. It is
foolish for me to think that a couple of presentations
over few days in any country gave me deep insight
into the issues of a people, but I found myself thinking,
‘Where are the selfless ones, leaders who are willing to
sacrifice themselves for their countrymen? Could I make
a difference here?’”
PAGE >> 9
Photos courtesy of Steven Knudsen.

AG LEADERSHIP >> Leadership Lessons
AG LEADERSHIP >> Leadership Lessons
PAGE >> 10
LEADERSHIP
By Dr. Stephen Randolph
Each of the past seven years, I have had the honor of joining Ag
Leadership classes on their domestic trip, in an exploration of the
Gettysburg battlefield. I have come to see this time as a sign of the
arrival of spring, like the first robins and the cherry blossoms around
the Jefferson Memorial. It was especially dramatic three years ago,
when the worst winter in recorded history broke just when I met
with the group at the Smithsonian metro and the sun broke out over
the Mall for the first time in months.
In some ways, the battlefield
experience varies year by year.
These differences are mostly
weather related: some years we
enjoy the bracing howl
of an Arctic wind in
our faces as we stand
in our winter coats
on Little Round Top;
some years we wear our
t-shirts and bask in the
sun in a picnic on East
Cemetery Ridge.
But there are more
constants in this event
than there is change.
For example, every
year I restudy the
battle and I rethink
my presentation. And
every year, I am reminded that the real lessons
of this battle, its narrative trajectory and its
outcome, all revolve around leadership. There are
numerous themes to explore on this battlefield –
the relationship of logistics and operations, the
interplay of civilian leadership and the military,
the role of technology and its management, and
the relationship of historical fiction to history (a
personal favorite). You can talk about it in terms
of the drama – the interplay of vivid (and in some
cases downright
weird) characters
acting on a field that
could have been
designed as a movie
set. But in the end,
the story is one of
leadership – good
and bad, on both
sides.
When I first meet
with a class over
breakfast, I give a
little talk and ask
the fellows about
their definitions
of leadership. Every definition I have ever
encountered is illustrated on that battlefield, rich
and vivid, given the circumstances there and the
characters involved.
Every book I have ever seen offers different
definitions of leadership, so I feel free to
make up and use my own. Here are some that
I think about and where I see them on that
sacred ground.
•1• The ability to inspire people to do things
they would never do on their own. That
is something we see everywhere on that field.
What could possibly inspire 15,000 men to
march across that open ground in Pickett’s
Charge? Or to make those repeated assaults up
the face of Little Round Top with Law’s brigade?
Or to pitch in to the fight at the first meeting
engagement in the Herbst Woods with the Iron
Brigade? Or to execute the forced marches that
brought the Union forces to that battlefield,
marches of 22 straight hours, right through the
night, culminating in a meeting engagement the
following day? That was leadership, instilled long
before the battle in the training cycle and then
reinforced by leaders seizing the moment.
•2• Making the right call in moments of
crisis. The battle was shaped and decided by
a series of decisions made by commanders
in moments of stress and crisis, in every case
operating with incomplete information and fully
aware that the lives of their troops, and in some
cases the survival of the nation, might rest on the
call they made in that moment. Think of Joshua
Chamberlain on Little Round Top, a professor
of rhetoric who was charged with defending a
position key to the entire Union defensive line,
ordering a bayonet charge when his men ran out
of ammunition. They had a mission, and this was
the only way to meet it.
•3• Imposing conceptual unity over a
complex organization – and over complex
subordinates. The two armies had roughly the
same troop strength and combat organization,
but at the highest level, the Union army had built
a staff structure integrating the actions of this
vast army. General Lee never constructed such
a staff, relying on the personal staff and couriers
that had worked well, but with much smaller
armies. The cohesion of the Union army on that
battlefield reflected, in part, that difference in
organization.
As far as the complex subordinates go, we
only have to think of Lee and Longstreet, and
the constant tension between them over the
tactics to be pursued in the campaign. Lee had
the authority to impose his will on Longstreet,
but it was a hollow authority, leaving him with
a chief subordinate in charge of conducting a
desperate attack that he profoundly opposed. We
think of the military as a hierarchical structure,
driven by command, but in the end a common
understanding of the mission is far more effective
than an imposed solution.
•4• Managing change. How often have we
heard that leadership is about managing change
– whether the change is in a crisis or the slower
adaptation to circumstances? At the very
outset of the campaign, Lee restructured his
command structure and named new subordinate
commanders, driven by the loss of Stonewall
Jackson in the battle at Chancellorsville. That
new organization and leadership demanded new
forms of leadership by Lee, and he never adapted.
There were constant failures in command for the
Confederate forces on that field, many stemming
back to that single cause.
Commitment, personality and expertise may
not be enough. This isn’t exactly a definition of
leadership, but it needs to be said. Who would
have believed that Lee would be thoroughly outgeneraled
on that field by Meade? The paragon of
American military leadership, out-led by a man
almost perfectly personality free, except for his
constant irritability? Or that Lee, after a brilliant
year in command, would lose to a man who had
just taken command on the eve of the battle? I
guess the lesson here is that there is no formula
for success. Past performance is no indicator of
future success. Every day is a new day.
The transcendent value of the visit to Gettysburg,
far beyond any specific lessons it can teach, is the
opportunity to reflect on this wonderful nation
and the people who have created the nation we
now enjoy. I always reflect on the commitment
they showed and the price they paid on that field,
and I measure myself against that high mark. It’s
not one that any of us is ever likely to meet, but it
is a mark we can all aim at.
A Personal Note…
I send greetings to everyone I
have had the privilege of sharing
this experience with. Working
with Ag Leadership has been a
special part of my life. Special
thanks to all who have hosted
our Industrial College of the
Armed Forces (ICAF) groups on
our trips out west. We have had
wonderful hospitality at every
stop and our students have taken
away memories that will last a
lifetime.
The transcendent value of
the visit to Gettysburg, far
beyond any specific lessons it
can teach, is the opportunity
to reflect on this wonderful
nation and the people who
have created the nation we
now enjoy.
PAGE >> 11

AG LEADERSHIP >> Leadership Focus
This is the first article in a series of articles that
outline the foundation of leadership and how it is
taught today. Leadership theories are commonly
categorized into: The Great Man Theory,
Trait Theory, Behavioral Theory, Contingency
Theory, Transactional Leadership Theory and
Transformational Leadership Theory.
Ag Leadership Program
AG LEADERSHIP >> Program News
CURRICULUM
ENHANCEMENTS
By Dr. Michael Thomas
PAGE >> 12
By Dr. Sara Daubert
were you born to lead?
Great Man Theory (1840s)
We have all heard the argument that leaders are
born, not made. Whether or not you believe that,
the idea of the “The Great Man Theory” makes the
assumption that great leaders are born, not made.
The great man theory is an attempt to explain
historical leadership by relating it to the impacts of
great men (and women) of their time. The theory
focuses on the connection between key historical
events and the personalities of the men and women
who were the pivotal point around which the event
occurred. The theory asserts that in every time
period there are those superior leaders who arise
and give direction.
This theory was popularized by Thomas Carlyle
in the 19th century. According to Carlyle, a leader
is gifted with unique qualities that draw in the
masses. If we look at great male and female leaders
from the past, including Julius Caesar, Winston
Churchill, Napoleon and Abraham Lincoln, we
might recognize that they do have special qualities
that might differ from the average person. We
could say the same about more contemporary leaders,
such as Mahatma Gandhi, President Bush or
Margaret Thatcher.
Argument against the great man theory was
brought to light by the famous sociologist Herbert
Spencer (1820-1903). He postulated that leaders
were products of their environment and the society
in which they lived. In addition, with the emergence
of many great women leaders, the theory has
bias, as gender issues were not part of the discussion
when the great man theory was proposed. In
the 19th century and early 20th century, when this
theory became very popular, virtually all business
leaders were men. Today, however, we study the
characteristics of great women leaders such as Margaret
Thatcher and Hilary Clinton. In contemporary
research we have seen a shift in mentality,
calling it “The Great Person Theory.”
Leadership “guru” Warren Bennis has argued for
years that leaders are made, not born, and that
they are made more by themselves than by any
ABOUT DR. SARA DAUBERT
Dr. Daubert teaches leadership classes for the Colorado
State University College of Business. The hands-on courses
develop the student’s interpersonal leadership skills through
experiential activities, inside and outside the classroom. From
2007-2011, Dr. Daubert taught a leadership workshop for
the Orfalea College of Business students at Cal Poly-San
Luis Obispo. Many of her students went on to receive awards
and serve in leadership positions on campus and in their
communities. Dr. Daubert has been teaching since 1999. In
addition to the leadership workshop, she has taught business
and speech communications at Cal Poly and the University
of Nebraska. She has consulted with several companies and
external means. In his book “On Becoming a
Leader,” Bennis states, “Becoming a leader isn’t
easy. Just as becoming a doctor or a poet isn’t
easy, and those who claim otherwise are fooling
themselves. But learning to lead is a lot easier than
most of us think it is, because each of us contains
the capacity for leadership.”
Suggested Readings
• On Heroes, Hero-Worship
and the Heroic in History
by Thomas Carlyle
• Leading Minds:
An Anatomy of Leadership
by Howard Gardner
• On Becoming a Leader
by Warren Bennis
the state of California on various leadership development and
mentoring programs in the last 11 years. In 2007, Dr. Daubert
received the Holling Family Teaching Award for excellence in
teaching from the University of Nebraska. She has published
articles and presented at several conferences. Her research
interests include servant leadership, motivation, and coaching
and mentoring. Dr. Daubert received her B.A., M.A. and
Ph.D. from the University of Nebraska-Lincoln. She has
eight years professional experience working in Washington,
D.C. as a congressional aide and as the executive director
of an educational organization. Dr. Daubert is active in the
community, having served on several boards of directors.
As you may recall, exactly two years
ago the CALF board of directors held a
lockdown strategic planning session. From
that meeting, among other important
items discussed below, came our new
mission statement: “We grow leaders who
make a difference.”
After thorough reflection on the direction
that the program should take – in a
world of changing technology, different
skill sets and experiences of potential
candidates, and constantly changing work
environments – it was determined that the
time to act on updating the educational
program (curriculum) was now.
Then, under the direction of Bob Gray,
a thorough review of program content
was held in September 2010 in Monterey.
Participants included industry leaders
(alumni and non-alumni), emerging leaders
(alumni and non-alumni), the Education
Team and outside academic leaders.
Modernize, Enhance and
Improve
The outcomes of these two important
meetings included a list of objectives
needed to modernize, enhance and
improve the program. Some objectives
were accomplished over the next eight
months, but the real work of enhancing
the program began in June 2011 when the
Education Team – along with Bob Gray
and Dr. Pat Lattore – reviewed all aspects
of the curriculum, updated the objectives
to meet the new mission, and added
the new components of mentoring and
coaching.
Since June 2011, the Education Team has
had several planning sessions to distill all
of the input into a revised curriculum,
which has now been reviewed by the
Alumni Council, the Deans’ Council and
the CALF board of directors. An improved
curriculum was proposed, and in January
2012 the CALF board approved the
modified program as our new curriculum.
Changes to the Program
The revised Ag Leadership Program has
been described as a catalyst for lifelong
learning that is more intense in the first
year. It is an adult educational leadership
development program that focuses on
emotional intelligence and includes
personal coaching and mentoring.
The most common input from
participants in the September 2010
review was about the amount of time
spent away from work and family. With
that in mind, the new program schedule
is slightly shorter, but it requires a bit
more work between seminars, including
sessions with a personal coach. Also,
new evaluative instruments, beyond the
Myers-Briggs Type Indicator, provide
fellows with their preferences and
personal styles in conflict resolution,
leadership and peer interactions.
Dr. Thomas is CALF’s director of education and a CALP core faculty
member representing Fresno State.
The program is now 12 seminars in 16
months – rather than 15 seminars in
20 months – and still includes the two
travel seminars. Generally, the calendar
will have eight seminars in the first year
between October and May, a four-month
interval without seminars (but still some
individual meetings and assignments),
and four capstone seminars in the second
year between October and January.
Significant changes include moving the
international travel seminar to November
(instead of February) and graduation to
January (instead of June).
Positive Feedback
We were pleased that the great majority of reviewers from the
Alumni Council, CALF board of directors and Deans’ Council
reacted positively to the changes proposed to them during the review
process. Alumni recognized that the key components of the program
that made their Ag Leadership experience life changing were still
included. Additionally, the new components focusing on emotional
intelligence and personal coaching will make this world-class
program even stronger.
Additional details of the program can be found on the website.
>> New Program Schedule
The new schedule will go into effect with Class 43.
Fellows must commit to approximately 55 seminar
days over a 16-month period.
Year One
• October to May
• 7 campus seminars (2½ - 3 days each)
• National travel seminar in March (10 days)
Break
Four-month hiatus between the end of first year and
beginning of second year
Year Two
• October to January
• 3 campus seminars (2½ - 3 days each)
• International travel seminar in November (15 days)
• Commencement in January
PAGE >> 13

AG LEADERSHIP >> Guest Column
AG LEADERSHIP >> Alumni Events
Lawrence Berkeley National Laboratory:
Impact on Agriculture
PAGE >> 14
Rocky is the emergency services
manager for Lawrence
Berkeley National Laboratory.
By Rocky Saunders, Class 14
For the first time in Ag Leadership history,
fellows will tour the prestigious Lawrence
Berkeley National Laboratory (LBNL), a lab
that is synonymous with excellence in the
world of science. Class 41 fellows will tour
the facility and find out how the research
conducted at LBNL is of great importance to
agriculture in California and worldwide.
LBNL is the crown jewel of the U.S. Department
of Energy’s national laboratory system,
which is operated under contract by the
University of California. Central to the lab’s
mission is “solving the most pressing and profound
scientific challenges of our time.”
Prior to Class 41’s
visit, we welcomed a
different group of ag
leaders in October
2011: the 26-member
delegation of the
Texas Agricultural
Lifetime Leadership
(TALL). While at
LBNL, TALL members
saw first-hand
how agriculturalists
around the globe will
benefit from the research
and discoveries
at Berkeley. They
were given an overview briefing of the lab and
given a guided tour of the Advanced Light
Source, which is one of three user facilities at
the lab. Key to the lab’s impact on agriculture
is the development of artificial photosynthesis
for electrical energy production and the
development of new biofuels.
The lab’s founder, Ernest Orlando Lawrence,
was an American physicist and Nobel Laureate
known for his invention of the Cyclotron
atom-smasher in 1929. Lawrence’s Cyclotron
revolutionized the field of high-energy physics,
which allowed the United States to become
the world’s leader. The Cyclotron filled
a crucial role in the Manhattan Project by
allowing scientists to understand the process
for creating fissile material. Lawrence was the
first of many scientists to win the Nobel Prize
through their work at what is now known as
the Lawrence Berkeley National Laboratory.
...the lab’s mission is
“solving the most
pressing and profound
scientific challenges of
our time.”
In addition to Lawrence, there have been
55 Nobel Laureates – including Glenn T.
Seaborg – who either trained at or had significant
collaborations at LBNL. Using particle
accelerators at LBNL, Seaborg, a close
colleague of Lawrence, discovered 10 heavy
elements – plutonium, americium, curium,
berkelium, californium, einsteinium, fermium,
mendelevium, nobelium and seaborgium
(named in his honor). Element 103
of the periodic table, lawrencium, was also
discovered at LBNL and named in honor of
Lawrence. Other Nobel winners from LBNL
include Steven Chu in 1997, George Smoot
in 2006, and Saul Perlmutter in 2011.
In fulfillment of its
multi-faceted mission,
LBNL has developed
specialized
laboratories, centers
of excellence and
big science tools that
provide synergistic
focus to the staff and
together fuel scientific
breakthroughs.
These labs, centers
and tools include
the Advanced Light
Source, Molecular
Foundry, Joint Genome
Institute, Joint Center for Artificial
Photosynthesis and Joint Bio Energy Institute.
Science is constantly evolving and with it are
the facilities at LBNL. In the near future the
lab will be adding new science ventures to
its scientific repertoire, including the Berkeley
Lab Laser Accelerator, Solar Energy Research
Center, and Computational Research
and Theory Facility.
The scientists and staff at LBNL are dedicated
to changing the world for the better
by “solving the most pressing and profound
scientific challenges of our time.”
To find out more about what LBNL is
researching, visit www.lbl.gov and learn what
science may have an impact on you and agriculture.
RECORD ATTENDANCE
at Alumni Events
The Ag Leadership Alumni Council hosted
three outstanding events in January and
February. Combined, the events drew
almost 1,200 people!
Nearly 200 attended the Agricultural and
Government Leaders Reception in Sacramento.
About 400 attended the Colusa Farm Show
Breakfast, which raised $13,400 for CALF. And a
crowd of 611 participated in the Ag Leadership
World Ag Expo Breakfast, which raised $80,000
for CALF. We appreciate our alumni and friends
who organized, volunteered for and/or sponsored
these popular annual gatherings.
PAGE >> 15

AG LEADERSHIP >> Alumni Council Spotlight
“Giving back is
very important, and
contributing time
and knowledge is
just as important
as contributing
financial or other
resources.”
“Learning about and
seeing how the ag
industry flows, and
becoming a part of
that flow, has been
very fulfilling. People
and ideas make the
industry what it is.”
AG LEADERSHIP >> Guest Alumni Column Spotlight
Laura Giudici Mills Committed to Giving Back
Stephen Patricio Leading by Example
PAGE >> 16
Deeply passionate about agriculture and her
community, Laura Giudici Mills (29) is a generous
leader and role model who thrives on volunteering.
“With volunteering, there’s a sense of satisfaction
that we’re giving back for the benefit of our
community, whether that community is our
neighborhood, our city, the region or our industry,”
said Mills, a fourth generation farmer
and owner of LGM Consulting. “Giving back
is very important, and contributing time and
knowledge is just as important as contributing
financial or other resources.”
Mills’ first significant volunteer effort was the
Salinas River Channel Coalition (SRCC),
which she helped establish in 1995 following
disastrous flooding that destroyed some of her
family’s farmland. She wanted to help bring together
growers, landowners and local, state and
federal agencies to work on the improvement
and continued maintenance of the river.
For 13 years Mills was an SRCC board member
and also served as chairperson, secretary and
consultant, helping the coalition become a successful
partnership between diverse stakeholders.
SRCC honored her with a Special Recognition
Award in 2008 for her service and
dedication to the coalition.
“I took a lot of what I learned with SRCC
and applied it to the various efforts I work
on now,” said Mills. “I’m most passionate
about efforts that involve stakeholders with
diverse backgrounds, opinions and interests.”
Mills has donated her time and expertise
to a dozen industry and local groups. She
currently serves on the Yuma Safe Produce
Council, the Grower-Shipper Association
Food Safety Advisory Committee, Hartnell
College Food Safety Advisory Committee, and
California Leafy Greens Marketing Agreement
Technical Committee. She has also been involved
with Ag Against Hunger; the Independent
Growers Association; National Steinbeck
Center; Produce Safety Alliance; Monterey
County Water Resources Agency; and the
Farm, Food Safety and Conservation Network
(FFSCN).
With much of her volunteer and consulting
work centered on food safety and environmental
matters, Mills is accustomed to tackling
challenging issues.
“California’s food safety and environmental
regulations are particularly challenging because
of a lack of understanding on behalf of buyers
(retail, food service, etc.),” she said. “Many have
their own food safety requirements that they’ve
put into place, and often these requirements
put the growers in conflict with compliance for
food safety and environmental regulations.”
Education is key. Mills said FFSCN is an example
of people working together to support efforts
to reduce food safety risks while co-managing
on-farm conservation practices through
education, training, research and outreach.
On Ag Leadership
“Ag Leadership better prepared me for industry leadership and
community advocacy. It taught me about the commitment
to giving back and lifelong learning. It strengthened my
communication skills, whether with media interviews,
recognizing personality styles or debating controversial issues.
An important life lesson is, ‘How can we educate people
outside of our industry so they can better understand us?’ Ag
Leadership is extremely valuable for personal and professional
development.“
“We’ve succeeded in educating policymakers
in California and D.C. Now we want to deliver
our messages to produce buyers to help them
understand the challenges growers and shippers
face.”
One volunteer experience that stands out for
Mills focused not on a challenging issue, but
on a remarkable individual. She said a memorial
luncheon for local ag leader Jim Manassero
(1) was one of the most gratifying and special
events she’d ever participated in.
“Jim didn’t want a memorial service upon his
passing, so my husband and I thought about
organizing a luncheon to remember him,” said
Mills. “We were overcome by the response.
It was a very special gathering. The room was
alive. Jim had touched all of us in some way
and we wanted to share our gratitude. Jim did
things because it was the right thing to do. He
was an inspirational leader and mentor to men
and women in and outside the industry.”
Like her mentor, Mills is a proven leader who
exemplifies the leadership skills that she said
are essential for work and volunteerism: honesty,
integrity, respect and appreciation for
others, a positive “can do” attitude, listening
and communicating. In 2010, she received
the Salinas Valley Chamber of Commerce
Agricultural Leadership Award for showing
commitment to the betterment of the
agricultural industry, as well as leadership,
ethics and integrity.
Mills said that the most fulfilling aspect of
working in agriculture is being part of an
industry that produces safe and healthy
food for our nation and world. “I thoroughly
enjoy working alongside ag industry
families – people who are passionate
about agriculture and stewards of the land.
It’s in our blood.”
On Sept. 9, 2011, Stephen Patricio (19) got a
phone call about a devastating listeria outbreak
linked to cantaloupes. Even though the source
was Colorado-grown melons, the tragedy
would have a major impact on California’s cantaloupe
industry, which produces about 70% of
domestic cantaloupes.
As chair of the California Cantaloupe Advisory
Board (CAB) and president and CEO of Westside
Produce, a major grower/packer/shipper
of melons in California and Arizona, Patricio’s
leadership skills kicked in. The situation called
for crisis management, communication, collaboration
and problem solving.
“When something like this happens, you have
to have a strategy,” said Patricio. “We were informed
of the outbreak at 11 a.m. and we had
our crisis management team together by 1 p.m.
We were in the heart of harvest season and
needed to get as many facts as possible. Our crisis
team was quickly getting the messages out to
sales people and others.”
The crisis brought intense media attention
and Patricio was interviewed by countless
media outlets, including the Wall Street
Journal, New York Times and Christian
Science Monitor. During the early days, and
for months following, he dealt with regulators,
researchers, produce buyers, health officials
and industry groups.
Said Patricio, “The most important lessons
I learned were to stay calm, stick to
the points, combat your own bias, and be
an effective communicator. You need to be
sharp, knowledgeable and fully prepared
for questions. You also have to put yourself
in the victims’ shoes, since they’re the ones
who have the real problems.”
At the time of the outbreak, Patricio was just
beginning his first term as chair of the Center
for Produce Safety (CPS) at UC Davis. CPS
was formed as a result of another food safety
crisis: the 2006 E. coli outbreak in spinach. “It
was extremely unfortunate that the melon crisis
happened to our industry, but we were fortunate
that CPS was in place when it hit and that
we were able to respond so quickly.”
CPS is a great Ag Leadership example, said
Patricio. “We have academics and researchers,
as well as representatives from the ag industry,
regulatory agencies, food service and retail sectors.
It’s an incredible coalition of stakeholders
in produce safety who work collectively to
identify and fund science-based research that
will enhance the safety of fresh fruits and vegetables.
It’s a very engaging group.”
Aside from his unique leadership role with
the melon crisis, Patricio has made a difference
with many groups. In addition to CAB
On Ag Leadership
“Ag Leadership changed the way I think about every part of
my life. As much as it is an education, it is a self-reflective
soul searching journey that brings you to a point where you
have a better understanding of yourself. You learn how you
must relate to the world around you. You have a role to play,
and you better play it. It teaches you about balancing time,
crisis management and communication. You learn so much. A
week doesn’t go by that I don’t grab someone and tell them
about applying. I feel very strongly about the program and
can’t speak more highly about what it did for me.”
and CPS, he currently serves on the California
Melon Research Board, Western Growers Association
board (chair, 2007) and Monsanto’s
Vegetable Seeds Advisory Council. He has also
served as chair of Monrovia Nursery. In his
community, for many years Patricio has volunteered
for schools, his church and the Ken Anderson
Cancer Foundation.
Patricio said leadership is indispensable,
whether in business or in a community. “People
want to see a confident person leading them. A
leader must have a quality that people will want
to follow you and believe you’ll do the right
thing. It speaks to character. Those who lead
from a plan are not as strong as those who lead
from character. It’s about leading by example.
It’s also important to keep others engaged and
excited about your mission.”
A CPA by profession, Patricio entered the produce
industry 37 years ago with few ties to agriculture.
“Learning about and seeing how the
ag industry flows, and becoming a part of that
flow, has been very fulfilling. The people
and the families – they’re what keep me
involved. I enjoy watching the generations.
People and ideas make the industry what it
is.”
He added that working in the produce
world, one must be versed in many elements
of the business. “You need to know
about labor, marketing, food safety, laws
and regulations, international issues. Some
trends and practices come back in. An old
issue might come up again and we’ll have
to come up with a new solution. It’s challenging,
but also very exciting.”
PAGE >> 17

AG LEADERSHIP >> Alumni & Fellows News
AG LEADERSHIP >> Thank You
PAGE >> 18
CLASSES 1-9
Class 4 had a mini reunion on Jan.
3 at the Herzog Winery in Oxnard.
Those present were Shirley and Bob
Dempel, Nancy and Lloyd Stueve,
Brianne and Tom McGrath, and
Ronnie and Richard Russell.
Nat DiBuduo (6) received
the Grower of the Year Award
from the California Association of
Winegrape Growers.
CLASSES 10-19
Maxwell Norton (12)
assumed responsibility as county
director of the UC Cooperative
Extension office for Merced
County. He continues his existing
assignments as county director in
Mariposa County and as a tree fruit
and winegrape farm advisor.
CLASSES 20-29
James Ahlem (20) was elected
treasurer of the California Milk
Advisory Board.
Dan Souza (20) was appointed
to the Dairy Council of California
board of directors.
Beth Brookhart Pandol (25)
was one of four recipients of the
2012 Common Threads Award,
which recognizes women for their
agricultural, philanthropic and
community service. She received
the award at a luncheon on March
29 at Fresno State.
Tara Brocker (28) was selected
as a member of the 2012 Leadership
Farm Bureau class.
Craig McNamara (28),
founder of the Center for Land-
Based Learning, was one of five
recipients of the 2012 James
Irvine Foundation Leadership
Award. The award recognizes and
supports California leaders who
are implementing innovative and
effective solutions to significant
state issues.
Scott Stone (28) was named
chair of the California Rangeland
Trust board of directors. He has
been a member of the board since
2002.
Burt Bundy (29) was honored
with the Farmer of the Year Award
during the Tehama County Farm
Bureau’s Farm City Night dinner on
Nov. 7, 2011.
CLASSES 30-39
Jeff Post (32) has joined the
sales staff at Ippolito International,
a grower and shipper in Salinas. He
will focus on developing national
retail and foodservice accounts.
Jakki McDonald Pucheu
(35) in March 2011 formed
Pucheu Law, which provides
specialized legal services in water
law, agricultural resources and
environmental law. Website: www.
WaterLandLaw.com.
Michele Laverty (37) was
one of the recipients of the 2012
Outstanding Women of Stanislaus
County Award, which honors women
who have demonstrated exemplary
service to the community.
Raymond Van Beek (37) and
his brothers received the Farmer
of the Year Award by the Kiwanis
Club of Tulare. They were honored
at a March 28 banquet at the
International Agri-Center Heritage
Complex.
James Rickert (39) was
named to the Redding Record-
Searchlight’s 20 Under 40 class of
2011. Individuals are chosen for
demonstrating initiative, innovation
and leadership that contribute to
business and community success.
IN MEMORIAM
Ernest Righetti II (3)
July 15, 1936 – Feb. 21, 2012
Ernie was a well-respected leader
and fourth generation cattle rancher.
During his life, he was involved
in numerous civic and agricultural
organizations, including 4-H,
Santa Barbara County Cattlemen’s
Association, National Cattlemen’s
Association, California Cattlemen’s
Association, California Wool
Grower’s Association, Santa Barbara
County Farm Bureau, Santa Barbara
County Advisory Commission, Santa
Maria Elks Lodge, Western Fairs
Association, Santa Barbara County
Fair and the Cachuma Resource
Conservation District. For 38 years,
Ernie was the barbecue chair of
Cattlemen’s Day at the Cow Palace.
He was also a founder and director
of the Community Bank of Santa
Maria. Ernie served in the California
Air National Guard and the U.S.
Air Force, and in 1958 received
the California Air National Guard
Airman of the Year award. Among
his many other awards are the 4-H
Alumnus Award, Santa Maria High
FFA Appreciation Award, Santa
Barbara County Fair Livestock Man
of the Year, and Santa Barbara County
Fair Livestock Auction Hall of Fame
inductee. Donations may be made
in memory of Ernie to Blue Jacket
Bonanza/GAATE Foundation, P.O.
Box 1846, Buellton, CA 93427 or
Ag Leadership Foundation, P.O. Box
479, Salinas, CA 93902 or Calstar
HQ, 4933 Bailey Loop, McClellan,
CA 95652.
Donor Support Nov. 16, 2011 – Feb. 29, 2012: thank you
$40,000
Dean Brown Leadership Foundation
$35,000
Region 9 Golf Tournament
$25,000
Western Growers Association
$10,000
Capital Insurance Group
C.H. Robinson Worldwide, Inc.
Farm Credit Marketing Alliance
Kevin Grizzle Farms, LLC
Lagomarsino Group
George and Kathleen Myers
Olive Hill, LLC
$7,500
Rabobank, N.A.
Reiter Affiiated Companies
$5,000
Bowles Farming Company, Inc.
Class 39
Errotabere Ranches
Greenleaf Farms, Inc. (John Colbert, Bob Kolberg, Nick Hill)
Saticoy Lemon Association
The Norton Foundation ( John and Lillian Norton)
$4,000-$4,499
Charles Buchinger Memorial Endowment
$3,000
Richard Pidduck (Santa Paula Creek Ranch)
WHAT’S HAPPENING
IN YOUR
LIFE?
PLEASE SEND ANNOUNCEMENTS
OR NEWS TO:
mritchie@agleaders.org
$2,500-$2,999
CK Farms LLC
Gary and Diana Cusumano
James and Kristen Finch
Beth and Ejnar Knudsen
Tom and Brianne McGrath (in memory of Mel Oneto and
Brian Davie)
The Passport Foundation
Vista Livestock Co. (Benina Montes)
Vista Livestock Co. (Rose Marie Burroughs)
Rick Vorpe and Evelyn Matteucci
$2,000-$2,499
Blue Diamond Growers
Rick and Lynne Cosyns
Melissa Duflock
Robert Gray
Jim Hansen
Leavens Ranches
$1,500-$1,999
BSSC/Sysco Produce
Pierre Tada
$1,000-$1,499
Kevin Andrew
James Beecher
Berry Pack, Inc.
Caroline and Fred Berry
Jeff and April Bitter
Ed and Rosa Boutonnet
Philip Bowles
Ben and Denise Carter
Kimberly Clauss
Richard Clauss
Crown Packing Company, Inc.
Doug and Alison DeGroff
Del Pueblo (Donna Farmer)
Dole Fresh Vegetables, Inc.
Elkhorn Packing Co, LLC
Roberta Firoved
John and Sharon Garner
Kevin and Diane Herman
George and Janice Higashi
Jeana and Larry Hultquist
A.G. Kawamura
King & Gardiner Farms, LLC (Holly
King and Keith Gardiner)
Charles Kosmont
Ronald Kruse
John and Edyth Ledbetter
Lomo Cold Storage
Micheli Family Farms Inc.
John Micheli
MIXTEC Group, LLC (Chris Nelson)
Nelson Irrigation Corp.
Sam Nevis
Steve Nichols
Peggy Perry
Pidduck Ranch Partnership
Jacqueline Pucheu
Roll Giving and Paramount Community
Giving
Gerald and Elaine Rominger
Leland Ruiz
John Salmonson
Richard and Claudia Smith
Rosemary Talley
John Taylor
TriCal, Inc.
Valley Pride ( Joe Pezzini)
Western United Dairymen
Marcia Wolfe
$700-$799
Western Precooling Systems
$500-$599
Anonymous
Randall Asadoor
Robert and Anne Atkins
Arthur Barrientos
Beth Brookhart-Pandol
Richard and Kandi Burnes
Blake and Lisa Carlson
Michael and Barbara Chrisman
Sandra Creighton
D’Arrigo Bros. Co.
John DeRuiter
Double E Farms (Russel Efird)
Margaret Duflock
DV Custom Farming, LLC (Catarino
Martinez)
Fanciful Company
Filice Farms, LP
Bart Fisher
Bart and Susan Fisher
Mike and Jeanette Fitch
Jonathan Graves
John Grether
Edward and Susie Grossi
Henry Avocado Corporation
Frank Hilliker
Huntington Farms
Dale and Mary Huss
Mark and Isabella Jacobs
Ann Johannessen
Sarb Johl
Buck and Hilda Klein
Ed Kuykendall
Lisa Leondis
Stan Lester
Mann Packing Co.
McCune Foundation
Mark and Megan McKean
B. Chris McKenzie
Kent and Kathryn McKenzie
Craig McNamara
Paul Newton
Ocean Mist Farms
Ben Olson (Olson Engineering)
Mona and Pete Pankey
Jean Phillimore
Josh and Tori Pinkerton
John Pucheu
Kim Rogina
Roll Giving and Paramount Community
Giving (Anthony Davis)
Roll Giving and Paramount Community
Giving (Michael Mendes)
Ruben Rueda
San Joaquin Grower Services
Sarah B Reynolds Farming
Tim Sherrill
Mark Sorensen
The Growers Company, Inc.
The Nunes Company, Inc.
Dana and Lindsey Thomas
Craig Underwood
Val Mar Farms, LLC (Catarino Martinez)
Ray and Katie Van Beek
Scott and Susan Van Der Kar
Visalia Citrus Packing Group, Inc.
(Randy Veeh)
Jacquie Williams-Courtright and Tom
Courtright
Roger Wood
John and Teresa Zonneveld
$400-$499
Class 40
Nomie Kautz
$300-$399
Jonathon Beckett
Lisa Bodrogi
John Boyes
Robert Cherenson
Gus Collin
Noelle Cremers
Bryan and Jerri Foley
Robert Goodwin, Jr.
Soapy Mulholland
Todd Rehrman
Meredith Rehrman Ritchie
Nicholas Ustin
$200-$299
Dennis and Beth Albiani
Chris Amble
Steve Barnard
Theresa Becchetti
Barry Bedwell
Scott Beylik
Jeff and Brenda Boldt
William and Jennifer Carriere
Bill Chandler
Norman Clark
Vernon Crowder
Les and Cindy Crutcher
Ralph and Dondu De Leon
Susan Diefenderfer
Darlene and Ed Din
Duda Farm Fresh Foods, Inc.
Bonnie Fernandez
5th Generation Farming (Ryan Schohr)
5th Generation Farming (Tracy Schohr)
Terry Fleming Ducato
Four Little Devils Farms, Inc.
John and Mary Ann Frye
Pam and Henry Giacomini
Ashley Gill
Glenn Yenni and Sons, Inc.
Todd and Isabel Hansen
Chris Hurd
Deborah Hurley
Cade Johnson (Leafworks)
Jones Flying Service, Inc.
William Jones
Tracy Kahn
J. Link and Sally Leavens
LoBue Citrus
Leo and Susan McGuire
Ed McLaughlin
MDM Properties (Maurice and Marie
DiBuduo)
Jeff and Lori Merwin
Eric Merz
John Muller
Joanne Nissen
Pasquinelli Produce Co.
Steve and Mary Pastor
S. Garrett Patricio
Doug Phillips
Mike Poindexter
Mike Richardson
Donald Roberts
Hal and Courtney Robertson
Rural Ag Insurance Services, LLC
Douglas Rudd
Leanne Rutherford
Joseph and Jill Sabol
San Miguel Produce, Inc.
John Schaap
Roxanna Smith
Lance and Audrey Tennis
Joe Turkovich
Deanna and Roger van Klaveren
Anthony Van Ruiten
Robert and Karen Van Dyke
Waymon Farms, Inc.
Stuart Yamamoto
$100-$199
Nina Ames
Emily and Tony Ayala
Yissel Barajas
Rick and Nancy Barnes
William Bennett
Lewis and Barbara Bair
Robert and Nancy Cadenazzi
Pierre Camsuzou
Dikran and Christa Chamlian
Thomas Chandler
Tyler and Mary Christensen
Ned Coe
Darrell and Norma Cordova
Peter DeGroot
John and Jane Gibson
Joe and Lori Grainger
Rich and Kay Greer
Mica Heilmann
Benjamin Henry
Arch Hoffman
Joshua and Jana Huntsinger
Adam and Christine Icardo
Joe Panziera Farm
Patricia Johannessen
Matt Jones
Mary Kimball
Kirschenmann Farms, Inc.
Lapp, Fatch, Myers & Gallagher
Phil Lempert
Leo Lynch
Paul and Jill Martin
Richard Morgantini
Julie Morris
Daniel and Nancy Nelson
Cynthia Noble
Stephen and Elaine Olson
Oro Del Norte, LLC
Brenda Ouwerkerk
Kelley and Tom Parsons
Pohl & Holmes, Inc.
Bradley Pollock
Todd Hansen (Rabo AgriFinance)
Robert Rathbone
Patricia Reynolds
Rianda Brothers
Rincon Farms, Inc.
Clifford Sadoian
William Scott
David and Charmaine Silva
John Slinkard
Jeff Stephens
Mary-Ann Warmerdam
John Weiler
Mary Jane Whitney
Yuba-Sutter-Colusa Alumni
Up to $100
Khatchik Achadjian
Woody Barnes
Melissa Borel
Susan Cohen
Bob and Shirley Dempel
Sue DiTomaso
Christina Fischer
Cathy Haas
Bart Hill
Erik Jertberg
Jeff Koligian
Michele and Philip Laverty
Tom and Kim Lucas
Roz McGrath
Kathy Nielsen
Mark Quisenberry
Melissa Varcak
Erik Vink
Paul Violett
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