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We ask ourselves, is this enterprise the woman in the red dress?

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Is it like the shiny object syndrome?

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Yeah, direct marketing sounds great.

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I'm selling beef. It's so much fun.

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Customers are happy.

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But is it the woman in the red dress?

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Are you making the money or could you be doing something else and it be really

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growing that enterprise and really expanding on your quality of life and profitability?

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Welcome to the 342nd installment of Ear to the Ground, the Land Stewardship Projects

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podcast on family farming, regenerative agriculture, community food systems,

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and local democracy. I'm Brian DeVore, editor of the Land Stewardship Letter.

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When I was growing up on a farm in southwestern Iowa, we used to hand milk cows while

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balancing precariously on one-legged stools. It certainly made dairy chores an interesting,

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if somewhat tipsy, endeavor. I think a lot about how today's farmers keep things in balance

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whenever I visit Wholesome Family Farms, a livestock enterprise run by Rochelle and

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Jordan Meyer in the Driftless region of southeastern Minnesota.

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It seems like whenever I travel to the owned and rented acres they farm,

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the Myers have just added a new enterprise. Besides running a conventional dairy,

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they have pasture-based enterprises that involve rotationally grazing goats,

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beef cattle, hogs, and poultry. Besides direct marketing meat and raw milk to consumers,

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the Myers lease out their goats to people hoping to rehabilitate worn-out land that's been taken

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over by invasive plants. So earlier this summer, when I traveled to their farm to attend the Land

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Stewardship Projects Driftless Grazing School that they were hosting, it wasn't surprising to learn

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that the Meyer family had added yet another enterprise in the form of an 800 head flock

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of sheep. Besides selling used, they're leasing out the sheep to help control vegetation beneath

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solar arrays in the region. But as they made clear during their grazing school presentation,

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there's a method to the madness when it comes to deciding what enterprises to add as well as drop

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on Wholesome Family Farms. The Myers are in their early 30s and have seven children. That means any

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business decisions they make on the farm must be balanced against the needs of the family, first and

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foremost. That became painfully clear in the spring of 2024 when they experienced the tragedy

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of having one of their daughters, April, taken from them in a farm accident. Rochelle says they

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keep their balance utilizing the three-legged stool strategy. The farm family perches on top

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of this metaphorical stool and each leg represents a key ingredient to overall success. Profitability,

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soil health, and quality of life. If any of these legs are out of whack, the whole stool collapses.

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Such a strategy has helped the Myers not only determine that adding an enterprise like sheep

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worked for them, the land, and their family, but also led them to decide that the cow, calf,

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and turkey businesses they formerly had were not good fits. Their message received a good response

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from the dozens of farmers who attended the two-day LSB grazing school, which was led by

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other grazers from the region and which featured hands-on tutorials in everything from fencing and

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watering systems to monitoring soil health biology, managing finances, and developing grazing plans.

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Bringing together farmers to discuss cutting-edge approaches to livestock production

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generates a lot of excitement around the potential for adding enterprises to an operation.

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Jordan and Rochelle's advice to maintain a balanced approach via a solid three-legged stool was a good

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practical reminder that even the most innovative management practice means little if it's not

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sustainable on multiple levels. In between sessions at the grazing school, Rochelle talked to me about

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how the three-legged stool concept drives their decision making. For one thing, she says, it helps

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greatly in not being sidetracked by something that can distract a farm from doing what it does well,

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the proverbial woman in the red dress. One of the things I've been to your farm several times

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into land that you've rented and that you're kind of reclaiming using goats, which is a really

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impressive system you've got going there on some some rented land that's pretty marginal, pretty

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rough ground. I know one of the things that's a real focus for you folks is soil health, but one

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of the things you were talking about today was that's part of a three-legged stool for you, and

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I think that's a really important piece. Could you talk a little bit about that, what are what parts

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of that three-legged stool there are and kind of maybe a couple examples of how you've had to

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refer to that a little bit when you're doing your your management, your day-to-day management,

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and your long-term management? Yeah, so basically the concept of the three-legged stool is you're

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on top of the stool, and then the first leg represents your profitability, and then the

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second leg would be your soil health, and then your third leg would be your quality of life.

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It's talked a lot about holistic management. I think the legs are maybe different, and we kind

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of catered it towards what our like our family specifically values. We really value the quality

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of life, you know, we have seven kids, and then we really value that soil health and that profitability,

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you know, we got to make money to make all this work. So they're all really really important to us,

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and the way the concept kind of works is if you're really focusing on like your profitability side,

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maybe you're running way more animal units than you should be, your soil health is going to lack,

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or your quality of, you know, quality of life might might be lacking, or if you're really focusing on

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that quality of life piece, and you're adding in a bunch of interior fencing, and you're not doing

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daily moves like you should be, or you're overgrazing paddocks, you're going to sacrifice

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on the soil health side. So any decisions we make on our farm, any enterprises we choose to bring in,

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any fencing we add, any basically anything runs through that three-legged stool process to make

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sure that we stay balanced. Of course it's not going to be a perfect balance all the time, but we

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want to stay on top, and we don't want one of those legs too short or we're going to fall over.

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I'm actually really glad to hear that, and don't take this personally, but I always am concerned

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about how many enterprises you guys are involved with, and you kind of have a little bit of a

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reputation of taking on a lot of enterprises. I know sheep you've recently added, but it sounds

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like you there's a method to the madness. You really don't just jump into everything. You think

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about that that three-legged stool a lot. Yeah, we really do, and most people that know us know we

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lost our daughter, you know, April, a couple months back, and that really was like, okay, is everything

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we're doing really making sense? Are we focusing on that quality of life? Because you get your family

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once, and that's it. You know, you get one life, so you better be making sure that you really do

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in everything in your heart that you should be doing, and that's kind of why we focus our farm

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on that. We truly believe that God has put us here to take care of the land and to do all this,

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and so we want to make sure that we're prioritizing him and what he wants us to do,

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and so yeah, we run tons of enterprises, but we make sure that it goes through that stool first,

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because otherwise you're not going to be here for the long run. If it's not sustainable for you,

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it's not sustainable for the land. Well, and then Jordan being, you know, a fourth-generation dairy

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farmer, we hope to continue that legacy, and if we still want to be here, we have to love farming,

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and if we love farming, our kids are going to love farming, but in order to do that, it all has to

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be balanced or somewhat balanced. Yeah, one of the things you talked about was the you don't get too

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much invested in infrastructure. I mean, you need some basic infrastructure, but it sounds like you're

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trying to strike a balance of not getting so much into maybe a one-use infrastructure that if that

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enterprise doesn't work out and you have to drop it, and all of a sudden you've got this cost of

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this big structure that you've put in, a big barn or whatever, that you're trying to focus more on

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infrastructure that, for one thing, is as affordable as possible, but is not like this kind of big

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bricks and mortar kind of solid thing that you can't adapt to something else or whatever, but

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it sounds like that's a really important piece to you. Yeah, infrastructure makes sense, but it makes

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sense, and we have found 99% of the time we've grown so much that that infrastructure isn't

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relevant anymore, and that's the trouble. When you're trying to make money on your farm, you're

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going to be continually growing, expanding, changing ideas, so you don't want to be too committed.

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And now infrastructure, you know, we're not committed on any enterprise either. We had a cow-calf

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operation here, and we ran numbers, and it didn't make sense anymore. The cow price went way up,

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feed costs went up, and it makes sense to just get rid of them. And so just being able to be adaptive,

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that's what we call it. And perimeter fencing, yeah sure, that makes sense, but not even being

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too committed on that. Like you want to be able to utilize your woodland, you want to be able to

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utilize all of your acreage, and so that's where that quality of life piece comes into place,

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making enough infrastructure to make sure your quality of life stays intact. Yeah, and that you

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talked about fencing, and I thought this was a strike, I've heard you talk about this before.

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You suggested when people kind of jump into this, into say adaptive grazing, that type of thing,

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to not maybe put in perimeter fencing right away. Talk about that a little bit. I think some people

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were a little bit surprised at that. Yeah, so when we first started farming a lot of our farms, we

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didn't have existing fence, and you don't know how your land is going to act until you've actually

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ran it for quite a few years. You know, we've seen our land change. It's like this, so last year was

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a, you know, one of the worst droughts we've ever seen, and our farm carried 50 more animal units

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than we ever have in the past on a drought year. Now this year, we could probably add in another 50

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plus more animal units. So it's like, you don't want to add in all this perimeter fencing and be

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like, okay, now I'm stuck. Now I can't graze this correctly because it's too small or too big or

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whatever that might be. So we really believe that running a farm for a few years and just using some

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temporary polywire or whatever that is, makes the most sense that you're not dumping a lot of money

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into something that might not make sense in a couple years. I would think maybe the direct

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marketing, because you're very much involved with the direct marketing now, that that must add a

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real, another wrinkle to that whole three-legged stool, because that can be time spent off the farm,

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time spent doing maybe the stuff that's not so fun, you know, trying to figure out customers,

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what the customers want, and process, dealing with processing that type of thing. Yeah, so that

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actually, that was one thing we really evaluated when we lost April, and we added the sheep. So we

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actually added the sheep in February, we lost April in April, and it was like, okay, something's got to

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give because we can only, we have to take care of our family, we have to take care of our animals

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still, so like what makes sense. So we are still doing the direct marketing, however, we did step

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back from farmers markets, you know, they take up your entire Saturday, every single week for the

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entire summer. It just made sense for our farm and where we're at. We kind of actually use another

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analogy, it's called the women in the red dress. So if you were in a crowd of a bunch of people

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just wearing normal colored clothes, and a woman walked down the center of the road with this bright

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red beautiful dress, everybody's eyes would turn to her. So we ask ourselves, is this enterprise

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the woman in the red dress? Is it like the shiny object syndrome? Yeah, direct marketing sounds

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great, I'm selling beef, it's so much fun, customers are happy, but is it the woman in the red dress?

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Are you making the money, or could you be doing something else, and it be really growing that

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enterprise, and really expanding on your quality of life and profitability. And that's where the

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direct marketing this year was like, hmm, she might be the woman in the red dress, you know, our sheep.

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We have 800 ewes out there, and it's like that enterprise is a fully, you know, we have two hired

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help people that help with them, and we sublease those sheep, so they go out to solar grazing.

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And it's like, okay, that enterprise is very profitable, it's sustaining itself, we can hire

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out help, that makes sense. Where the farmers markets, and our drop sites, and stuff like that,

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I was having to do all that. So I cannot delegate those tasks quite yet. So we see that, yep, that

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enterprise is the woman in the red dress, maybe it's time to get rid of that one. I was, so that's a

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really good point, because I was wondering about the sheep, because I knew that was, I was, it was

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interesting to hear the kind of the decision making that went behind that, that that sounds like it was

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something that you had to, it had to fit, but it's also new, but you want to make sure it's not that

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woman in the red dress. Yeah, so we saw the sheep posted on a Facebook page, it was 800 and, I don't

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know, 50 ewes or something, and we ran numbers, and we were like, okay, a week later, we got the sheep.

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And the reason being is, Jordan and I do not believe in adding another enterprise to our farm,

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unless it is 100% sustaining itself, and it can be hired out. It just does not make sense for us

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anymore to be expanding on a few things here or a few things there. It has to be fully profitable,

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paying for that farm, paying for help, you know, because to expand, you need more labor force.

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And so those sheep, we went with 800 of the ewes, we kind of called off 50 of them before we bought

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them, so we went with 800 of them, and they just fit that farm like a glove. Now this year, it's like,

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we've had so much rain, we could probably add cows in with those sheep, because we just have grass

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coming out of our ears, but it fit the farm they're on, it can sustain itself, so we don't have to do

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all of the labor ourselves, and so it just made sense. And that's a good point. We have had a

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complete turnaround in the weather. We came off of at least three years of drought. Now we are

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getting record-breaking rains. So that must be important, and I guess that's why it's so

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important that you don't get invested in a lot of big-time infrastructure. Things can change,

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you know, nature bats last, it has the last word, and so it could make sense to have all these sheep

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or to add another enterprise in a year like this, but maybe next year, but and if you were invested

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in an infrastructure where you had to push a certain number of animals through that, but this

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way you can kind of flex a little bit from year to year, depending on what is the growing situation.

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Yeah, and that's like the sheep too. We could have added more high-tensile wires to our existing

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perimeter fence. Right now we have a three-wire perimeter fence, and it was like, do you do that,

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or do you just buy some netting and run these sheep with netting and learn how the sheep graze? And

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so we decided to get the netting. Yeah, we're running, you know, 40 plus nets for the sheep,

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but it makes sense because you're learning how they graze. We learned that sheep have a really,

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really hard time right now going through our woods. It's just so thick and dense where goats are

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really agile. They can jump on those logs, they can go through all that, and so we kind of use

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the woods as a natural barrier for our sheep. A lot of times we really don't need a ton of fencing,

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so it's like if we would have invested in that perimeter fencing, it probably wouldn't have made

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sense, and not only that, but we'd eventually are hoping that the goats really clean up that

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woodland so we can grow more grass and the sheep can go down there then. So being flexible that

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way, it just, it really makes sense. So you mentioned the cow-calf operation didn't work out.

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Tell me a little bit more about what decision-making went into that where you figured out this isn't

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really fitting for us. Yeah, more so just running numbers. You know, your costs to keep them animals

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over winter is just so high. Cows eat a lot of feed. You know, where sheep and goats, you can

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utilize a lot of the woods and you can just handle more animals per acre than cows. Cows eat a lot.

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They take a lot of care, and if you're just selling, so specifically we are a grass operation,

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so we are calving on pasture, so we don't like to calve till end of April, beginning of May. Well,

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then if you want to go sell them calves come fall, nobody wants them calves. They're too small. They

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want big calves. So we're not even playing in the market anymore, and so you're not making the money

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you should be off them calves because they're so much smaller than everybody else's, and so when

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you're trying to play in that conventional market, you have to play the conventional market game. You

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can't play the grass game. So that's where it made sense. We ran numbers and what we were making off

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them calves, it didn't make sense. We made way more money off of sheep. Well, that's really impressive

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because right now it is tempting to get into the cow-calf market because it's pretty good,

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but if it's not working for you, it doesn't matter how good the prices are. It's not working for your

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particular setup. I truly believe even though the cow prices are so high, I mean we just took a

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Holstein. She was a milk cow. She was a call cow. We got a dollar forty-four a hundred weight. That

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is a lot, but she's playing in the conventional market. She's a conventional cow. When you're

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talking grass cows, they're smaller animals, smaller framed because you want to be able to

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have them utilize that grass. You want to be able to push them through the winter and not have to

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use hay. You're not competing on the conventional market. You're competing on a whole different

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market. So unless you can direct market those calves somewhere else, that's when it makes sense,

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and we just found that we couldn't play in the conventional market here. One thing I was wondering,

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so you own this farm. How many acres is here? The dairy is probably about 400. 400. But you rent

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a fair amount. How many acres are you renting now? It's probably, so just what we're grazing right now

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is about 700 acres. It's worked out nice for you as far as getting access to land because

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it's pretty rugged acres. It's not prime corn, soybean ground, and so it's good for grazing and

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good, particularly with using the goats to kind of bring back some of this land that's pretty

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marginal, that type of thing. That must really play into this three-legged stool in that you're

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renting some of these acres because you're renting it and you aren't owning all of it.

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That must give you a little bit of flexibility as far as you can pencil the numbers your year and go,

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well, you know, I don't know if you're thinking about this, but maybe we need to let go of some

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of these acres or maybe we rent a different something that's lower price, that kind of thing.

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Yeah, so in our area it's challenging to get cheaper land value for rent. The farm we're renting,

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it is a little undervalued because it is, you know, it's 300 acres of woods and so it's, it runs a

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mile north and west and a mile or a mile north and south, a mile east and west, and it is covered

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in woods. It's very thick brush and then a lot of the pastures are overgrown too. That's challenging

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and I will say having different land access just makes sense. You know, I wouldn't say it's kind of

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the same thing we talked about, like that's permanent infrastructure. You don't necessarily

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have to go buy a farm. However, I do think in today's market it is going to get even more

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challenging to buy land. I think these next couple years the way land prices have been continuing to

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climb, I hate to say it, but I think when my kids are trying to buy land it might be like it, it

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might be hard to pay for a farm. Yeah, yeah, so that is, it does get, that's part of that flexibility

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and not being invested in this solid, sunk in the ground kind of infrastructure where you're like,

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oh we just paid this amount of money for this land, we're going to have to get, we better raise

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corn on that and get that assured, you know, system through that. That's one thing that we really run

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numbers hard, hard, hard, hard. You have to if you want to be able to either buy farms or know what

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enterprises to add, know what infrastructure to add, because if you're not running true numbers,

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and true numbers, I'm saying like you need to pay yourself for working, you know, you need to make

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sure you have insurance figured in there, even death loss, you know, you have to figure a 30%

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death loss, because if you don't figure those numbers in there, you won't come out in the end.

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So that's one thing that we found is very important, is running your numbers ahead of time.

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What's your market for your sheep? Right now we're selling you lambs, and then, so we're actually

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making extra income off of them because we're doing some solar grazing jobs. So we're subleasing

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these sheep, people are coming in subleasing the sheep, going and doing some solar grazing jobs,

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so we're making some income off of that. And then I'm assuming we'll sell quite a few you lambs,

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quite a few ram lambs, and then we'll keep some obviously back for replacements. And then any ram

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lambs that we don't sell, we'll just go to either one of the local markets. We haven't quite ran

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numbers if it makes sense to, because we have so many we could maybe ship a semi-load, if that makes

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sense. So we'll see where we're kind of at and what makes most sense. The sales barn here, I don't

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know that they could handle that many lambs at a time. We'd have to bring them in smaller groups.

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You know, just going back a little bit to the renting some of this land that maybe is marginal,

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all that. One of the things that I've always been impressed with, because you focus, you folks focus

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so much on soil health, and you're using things like goats. Like I know one thing Jordan talked to

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me about once was the goats kind of transport biology from the woods into the grazing paddocks,

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into the more open land. So you're adding value to that land. That's really critical to think

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about the adding value to land that is not maybe top crop ground to look at, but is you're improving

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it. And it is part of that, it's maybe a lower investment in that infrastructure at the beginning,

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but you're over time adding value to it. Yeah, so like that rented farm, you know, like I said,

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we carried 50 more animal units on a drought year. And so now this year, it's like, man, we could

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probably raise that 50 plus more animal units from that number. You know, so it's like, just being

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able to have more grass, house more animals, you're making more money, you have a better return on

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investment. That's what makes sense. Just keep an eye out for that woman with the red dress. That's

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all I say. Yes, exactly. Exactly. Any just general advice for someone who is looking at getting into

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grazing and yeah, in any of this kind of regenerative grazing, adaptive grazing, and maybe

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they're interested in adding direct marketing, whatever, you know, but just those first steps so

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you don't get in over your head before you even get launched out of the launch pad. Okay,

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it'll be two things. One, you just got to start. You can watch all the YouTube videos. You can talk

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to all the farmers you want. You can look at this way and that way. You just got to do it because

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your farm is different. You just got to start. You just got to try something and do it. Second thing,

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you got to find a mentor or a friend, someone else that is at your next level, right? What you want

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to be doing in five, 10 years, because that's the person you're going to look up to and that's the

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person you're going to push and strive for. They say, I don't know what the statistic is, but you're

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like the top five people you hang out with, that's who you are. So we always try to be connecting

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with other farmers who are doing more, you know, that push us to our limits because then we try

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new things. So if you can have a good connection of people, buddies that you call up or whatever,

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friends, that is how you really grow. It's good to see there is a method to the madness that you

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are thinking about this. Oh, a hundred percent. If there wasn't, you could run yourself to the

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ground. You could. And we've learned over time as farmers, like you think you just need to work more

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hours, like, you know, and that's just the mentality that a lot of farmers have. That's,

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you kind of got to overcome that. Otherwise, like I said, you have one life. You don't have to

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work yourself to death. You don't have to work hard. You have to work smarter. You really do.

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And if you want to be here and you want your farm to be here for your kids or the next generation,

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you got to start thinking outside the box. So there is a little bit of method to our madness.

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And, you know, we make mistakes too. We've learned, like I said, we are dropping enterprises,

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you know, we don't do turkeys anymore. We used to do turkeys, you know, like we used to do laying

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hands. We used to have 350 laying hands. We don't have laying hands anymore because they just don't

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make sense. You got to run the enterprises that you can grow profitably and sustainably.

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For more on building soil health profitably and sustainable business planning,

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see the podcast page for Ear to the Ground episode 342 at landstrewitshipproject.org.

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If you have comments or suggestions about this podcast, contact Brian DeVore at bdevor

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at landstrewitshipproject.org or you can call 612-816-9342. By the way, it helps us greatly

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if you can give Ear to the Ground a rating on whatever podcast platform you utilize.

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And word of mouth is the best way to spread the news about our podcast.

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If you like what you hear, tell at least one person about LSP's Ear to the Ground.

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Thanks to Laura Borgendahl, a Western Minnesota musician, for Ear to the Ground's theme music.

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And a special thank you to all of Land Stewardship Project's members who make initiatives such as

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this podcast possible. If you're not a member, visit landstrewitshipproject.org to learn how

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you can support LSP. Thanks for listening!

