Written by Dimitris Voloudakis, General Director of Programs at the organization New Agriculture New Generation and Head of the Agrifood Leadership program.
It is no secret that the Greek agrifood sector is at a turning point. On one hand, it possesses comparative advantages: world-renowned products, fertile land, and the cultural heritage of the Mediterranean diet. On the other, it suffers from chronic weaknesses: small farm sizes, limited extroversion, and a lack of synergies.
To this “puzzle,” we must also add technological advances, climate change, the unstable international economic and political environment, as well as the growing demand for natural, healthy, and innovative agrifood products.
I firmly believe that the most important factor for an agricultural enterprise, a processing company, or a cooperative to meet these challenges is human capital. On the one hand, demographic pressure on the general population—but more so on the rural population—will significantly reduce the number of farmers over the next 15 to 20 years. On the other hand, new developments and modern trends require professionals with holistic knowledge, skills, and the ability to collaborate and lead.
Thus, the variables that will determine whether the Greek agrifood sector successfully addresses these challenges are many. However, the creation of professional leaders in the sector is a critical success factor.
These skills can be developed through education, research, and, of course, thanks to the personal commitment of the professional. Often—much more often than we think—those we consider “inspired leaders” are, in reality, people who have worked extremely hard and methodically to acquire the abilities they possess.
On a personal level, and having the responsibility of the only relevant educational program in Greece, I have witnessed firsthand the impact of education on leadership skills and abilities among professionals in the agrifood sector.
The characteristics that shape a leader in the sector
But what exactly are the characteristics that essentially shape a leader in this field?
-
A leader must have vision and strategic direction, the ability to look beyond day-to-day challenges and chart a long-term course.
-
They must innovate and integrate new technologies (smart farming, big data, biotechnology, artificial intelligence).
-
They need to invest in extroversion and branding, meaning they should be able to position their products in international markets with a strong identity and a coherent strategy.
-
Collaboration and networking are of critical importance. Leadership means bringing together producers, businesses, research centers, and society around a common vision.
-
There must, of course, be adaptability to challenges, especially in crisis management (climate change, market shifts), with flexibility and composure.
-
It is essential to have a sense of social and environmental responsibility, recognizing the need for ethical and sustainable practices in their work, with respect for the environment and society.
-
And finally, they must invest in empowering their partners, through mentoring and education.
Of course, every leader—man or woman—is essentially unique, depending on their character and background, and combines these characteristics in their own effective way. What becomes clear, however, is that if we have a sufficient number of individuals in the agrifood sector who share many of the above traits, we will, in the long run, have a more sustainable, productive, and competitive ecosystem.
We need leaders who will transform the sector through their strategic choices, their collaborations, the initiatives they take, the synergies they develop, and, of course, by creating vision and inspiration for the “next day,” which will spread to all their partners.
