The Forward Thinking Podcast, Powered by FCCS

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The Forward Thinking podcast, powered by FCCS is to inform and inspire in the areas of leadership, employee engagement, governance, risk management & insurance, training, and strategic talent management. We feature industry experts and thought leaders with forward-thinking interviews and discussions.

  1. Before the Miss: Using Data to Lead Through Agricultural Uncertainty

    2d ago

    Before the Miss: Using Data to Lead Through Agricultural Uncertainty

    Today's conversation hits at the heart of what many lenders are feeling, but aren't saying out loud. The pressure on farmers right now is real and increasing, and it is showing up on lender balance sheets. The question is no longer if risk will surface, but when and how prepared are we to see it coming? Do you know how to lead through uncertainty without waiting for the warning signs to become problems? This episode of the Forward Thinking Podcast features FCCS SVP of Marketing and Communications Stephanie Barton and Cameron Burford, Managing Director of SaaS at Growers Edge. Their conversation focuses on the role that data, land intelligence, and proactive risk management can play in helping leaders move from reactive to resilient.    Episode Insights Include: Insights into the ag market The ag market is in a downturn nationwide. The farm credit commitment to support farmers in good times and bad holds true in today's cycle. Forecasts for 2026 are not promising. What, if anything, will get planted this year?   The lender risk of dropping farmland values The borrower's balance sheet is the farmland collateral coverage. Deteriorating land values decrease favorable ratios significantly. Factors that contribute to risk before stress is visible. Missing payments is not the first sign of risk. Catching early indicators gives lenders time to do something about it.   Understanding adverse assets  Definitions for key adverse asset terms. Recognizing the early indicators of a higher risk profile can position lenders to effectively partner with farmers. Workouts and adverse assets have a negative relationship with borrowers.   Lessons for Midwest lenders  High-profile bankruptcies in California can provide lessons for Midwest lenders. Input and commodity pricing, as well as geopolitical risks, are affecting balance sheets and land value. Leading lenders are watching land values and other leading indicators.   The cost of reactive mode Direct costs will show up on spreadsheets. By being proactive, high costs can be avoided. Subsequent time can be spent helping farmers grow their operations. Every dollar tied into cleanup is an hour spent not serving the farmer.   The role of land intelligence and collateral data in a portfolio's health Data can paint a living picture of a borrower's portfolio. Insights available today are vastly different from those of the past. Risk profiles are more robust today because of better data. Lenders need to focus on "seeing, saying, and serving" their borrowers.   Proactive risk management culture A proactive risk management culture can be a company's greatest growth engine. A team that is all growing in the same direction should be the goal. Winning looks like acknowledging that you can position yourself for success now.   This podcast is powered by FCCS.   Resources   Connect with Cameron Burford – Cameron Burford   Get in touch – info@fccsconsulting.com   "These factors can contribute to risk before stress is even visible." — Cameron Burford   "If you can catch these early indicators, you can do something about it." — Cameron Burford   "Every dollar tied into cleanup is an hour spent not serving the farmer." — Cameron Burford   "Lenders need to focus on 'seeing, saying, and serving' their borrowers." — Cameron Burford

    29 min
  2. Navigating Leadership Transitions

    May 7

    Navigating Leadership Transitions

    For leaders, growth often means change. Throughout a career, many leaders step into a new role, expand their responsibilities, and have a larger scope of influence. Moving into a new role doesn't always mean that leadership evolves in the way it needs to. This episode of the Forward Thinking Podcast features FCCS SVP of Marketing and Communications Stephanie Barton and Nicole Brusewitz, FCCS VP of Leadership Development, Learning and Consulting Services. Together, they discuss navigating the growth and change that comes with leadership responsibilities, including how leaders show up, how they influence others, and how their leadership must evolve as their scope expands.   Episode Insights Include: The challenging part of leadership transitions There is more to effective leadership transition than simply stepping into the role. Leadership transitions are often treated as structural shifts. The most critical shift happens internally – not what you are doing but who you are being. Many leaders fail to transform how they lead. Transformation is about identity, not just responsibilities.   Why do transitions feel so hard? When leaders move into bigger roles, they often focus on responsibilities instead of visibility. Recognition that your every day behaviors are shaping the system is essential. The higher you go in an organization, the more your leadership is defined by what you enforce, not what you intend. Leadership skills are not the same as technical skills.   Visibility in today's remote workforce Your team doesn't experience your intent, they experience their interpretation of your behavior. Silence easily creates susption and storytelling about leadership intention. Fast moving leaders may be trying to create intention while the team views it as being left behind. The unseen interpretation of leadership behavior creates a wide and fast gap in times of transition.   Unintentional culture shaping Culture is shaped by a leadership interpretation gap. Both in-person and remote workers need to clearly know what their leaders are trying to enforce. Communication about work styles is essential in effective leadership. Name what you are doing to reinforce what you are enforcing.    Leaders who let go Leaders may need to let go of old habits that are no longer serving their new role.  Redefine what 'being helpful' means – solving every problem creates dependency and being an expert limits others.  Set expectations, create clarity, and let others think and own their decisions.  Effective leaders allow others to develop their own expertise.    Shaping environment instead of managing work Effective leaders don't simply manage tasks, they shape conditions.  Strategies include reinforce standards, modeling accountability, and ensuring trust.  Leaders who only transition roles stay busy, while leaders who transform stop doing the work and start enabling it.  Consider how you can coach rather how you can play.    Leadership transformation is an identity shift Competence is not the issue with effective leaders.  You can transition your title in a day, but transforming how you lead takes time and intention.  What got you here won't get you there.  Being the expert is not all that matters, leveling up means your team doesn't need you for every answer.  Effective leaders build a team who can perform without you.    This podcast is powered by FCCS.   Resources   Connect with Nicole Brusewitz – Nicole Brusewitz Leadership Journeys   Get in touch – info@fccsconsulting.com   "Transformation is about identity, not just responsibilities." — Nicole Brusewitz   "The higher you go in an organization, the more your leadership is defined by what you enforce, not what you intend." — Nicole Brusewitz   "As leaders we have intention, but our teams only see our behavior." — Nicole Brusewitz   "You can transition your title in a day, but transforming how you lead takes time and intention." — Nicole Brusewitz

    25 min
  3. Brave Conversations. Better Outcomes.

    Apr 20

    Brave Conversations. Better Outcomes.

    The ability to have difficult conversations is one of the most essential skills of an effective leader. Whether addressing performance, navigating conflict, or working through disagreements, the way the conversation begins often determines how it will end. This episode of the Forward Thinking Podcast features FCCS SVP of Marketing and Communications Stephanie Barton and Jeannie Clinnkenbeard, Director and Senior Leadership Consultant at FCCS. Their conversation is centered around the importance of approaching these moments with greater intention and skill. They explore practical ideas that can help turn tense conversations into productive dialogue, and highlight the value of brave conversations for individuals, teams, and organizations.   Episode Insights Include: What to think about before a critical conversation The 60-second gamechanger asks, 'What do I want out of this conversation?' Positive intent focuses on a win-win scenario. Share your intent with the other person to set the right tone.  If you focus only on winning, you will not have much success. Consider how you can learn, solve and grow together.  Defensiveness might result if your intent isn't framed in a mutually positive way.    Next step, share facts After stating your intent, share the facts surrounding the situation.  Separate your perceived stories and emotions from the facts.  You can reduce the temperature in the conversation with your words. Spiraling stories can escalate conflict.    Check the stories you're telling yourself Our stories drive our emotions, so tell them carefully.  The villain story blames the other person.  Question what you are making up to tell the story. Challenge your assumptions about your stories.  Stop MSU- Making Stuff Up- and stick with the facts.    Strategies for constructive engagement The 50/50 approach invites the other person to share their thoughts and concerns.  Ask neutral, open-ended questions.  When emotions are high, it can be hard to engage.  If the other person is shutting down, pause the content and focus on empathy and understanding.  Ask clarifying questions to keep the other person engaged.  Stick with the conversation even if it gets uncomfortable, within reason.    Encouraging difficult conversations in others If you see that a difficult conversation needs to happen between two other people, encourage the first steps.  Volunteer to role-play through the conversation.  The impact of difficult conversations can be critical to a team's success.  The ability to have tough conversations respectfully is a gamechanger.  The person who has the ability to speak up is the most useful person in the room.   This podcast is powered by FCCS.   Resources   Connect with Jeannie Clinnkenbeard – Jeannie Clinnkenbeard   Get in touch – info@fccsconsulting.com   "The more your conversation is focused on a win-win scenario, the more likely the outcome is going to be positive." — Jeannie Clinnkenbeard   "When going into tough conversations, our words don't have to be perfect, they just have to be positive." — Jeannie Clinnkenbeard   "Every human being has the fundamental need to be heard." — Jeannie Clinnkenbeard   "The person who has the ability to speak up is the most useful person in the room." — Jeannie Clinnkenbeard

    31 min
  4. Innovation Mindset

    Mar 25

    Innovation Mindset

    Innovation is a word we hear often, but how often to we ask what it means in practice? Is innovation focused on technology, product development, and disruption; or is it more about how leaders think, collaborate, and create connections for those new ideas to take root? This episode of the Forward Thinking Podcast features FCCS SVP of Marketing and Communications Stephanie Barton and SystemX MC and FCCS Atlanta Home Lending keynote speaker, innovation coach, and author Steve Lerch. Together they consider the importance of mindset in unlocking the innovation in any industry, how innovation really happens, and strategies for overcoming the obstacles that often hold companies back. Steve shares surprising ways that AI is changing the innovation landscape and strategies that leaders in agriculture and finance industries can employ to foster more innovating thinking on their teams.    Episode Insights Include: Becoming an innovation philosophy expert Steve's time as the innovation philosophy teacher at Google didn't start with a job listing.  Steve had conversations with internal and external clients about innovation flourishing.  Although he's not a technical expert, Steve's passion for innovation was clear.  Innovation starts with people, culture, and leaders.    Innovation strategies at Google Google employs both explicit innovation platforms and cultural elements.  20% projects allow employees to work on topics they feel are worth pursuing.  Immersion Day opened different employees to connect and learn from each other.  Innovation is derived from openness and collaboration.  Consider what is possible – one meeting a month or one hour a week?   Overcoming common innovation failings Many conceptual innovation building blocks are agreed upon but not understood.  How do the most junior employees in your organization feel empowered to innovate? Leaders cannont have the best intentions without taking practical steps.  Resources and time have to put toward out-of-the-box thinking.  Leaders need to communicate their intention to move forward with innovation – a simple email will do the job.  Make it easy for employees to share ideas with an ideas email address or suggestion box.    Innovation in the age of AI  AI is going to change every job function.  It allows humans to do everything better and faster and with more resources.  Simple brainstorming processes can be accelerated with AI.  Consider AI as an idea engine, not just a problem solver.  AI is the closest thing to creative that any technology has ever been – utilize it.    Innovation and collaboration  Best practices and SOPs can be limiting to innovation.  Problems that are solved are not always being improved.  Imagine every process as a Version 1 that has an improved possibility.  Don't automatically assume processes are best practices.    Driving innovation in ag Every industry believes they are uniquely resistant to change.  Ag is a uniquely lifelong industry, and that presents challenges.  Innovation is both scientific breakthroughs and individual routine improvement.  Small changes can make a big difference in innovation.  Remember, your industry and individual challenges are less unique than you think.  The perfect final product should not be the only goal to continually work toward.  Utilizing free AI tools now is the first step to mastering expensive AI tools later.  Leaders need to set an inspiring example of innovation.    This podcast is powered by FCCS and brought to you by AgVantis.  Resources   Connect with Steve Lerch – Steve Lerch   Get in touch – info@fccsconsulting.com   "Innovation starts with people, culture, and leaders. The robots and AI come later." — Steve Lerch   "Innovation culture is derived from openness and collaboration." — Steve Lerch   "Innovation is both scientific breakthroughs and small change improvements." — Steve Lerch   "Leaders need to carve out time for innovation conversations." — Steve Lerch

    45 min
  5. Life Without Limits

    Mar 20

    Life Without Limits

    Whether you're leading an organization, your team, or even your own next chapter, this conversation will challenge you to think differently about limits, resilience, and the circle of possibilities. This episode of the Forward Thinking Podcast features FCCS SVP of Marketing and Communications Stephanie Barton and FCCS Learning Exchange keynote speaker Tom Turcich, author, speaker, and one of the 10 people who have ever walked around the world (and the first to do so with a dog). Their conversation is a story about endurance, direction, and what it really means to plant a flag in your own life and walk toward it, even when the path ahead is uncertain.    Episode Insights Include: The decision to walk around the world  An idyllic childhood and a freak accident gave Tom plenty to consider about his own life's trajectory.  None of us has unlimited time on this earth, but what do we do with it?  In order to carpe diem, you have to first decide what you want out of life. What matters most, and what can you do about it?    Big goals versus flags to plant  Forward-thinking leaders maintain a sense of direction and don't get pulled far from it.  Imagine a flag stuck in a mountain and measure every action against it.  Flags are value-based in what matters most.  Flags are specific and create priorities.  Flags help narrow decisions to stay focused.    Limitations create opportunities and solutions During the walk, Tom did not have unlimited resources. Photography became a passion and a skill as Tom stayed true to his constraints.  Constraints can be obvious in our minds, but the solutions can be obvious as well.    The power of companionship  Savannah is the first dog to walk around the world.  She taught Tom about consistency and being content with doing a little bit every single day.  Having a companion to share this event with made all the difference on the hardest days.    Training your mind to be nimble and adaptive Open your mind and allow the world to show you what it has to offer.  If you aren't looking for one particular thing, you can find even more than you thought possible.  Trust yourself to know that whatever experience comes, you will be open to it.    Pivoting from survival mode to growth mode Remembering the difficulties you have already overcome will give you strength to overcome again.  It can be easy to lose sight of how far you've already come. Leaders help recall the successes and growth.  Pacing is essential to meaningful growth.  Consistency is far more important than pace.    The circle of possibility framework Tom will be the keynote speaker at the FCCS Learning Exchange in June.  You can live life as effectively as possible by accepting that you only have one life to live.  Define your values, set values, and embrace your constraints.  You can build trust and rapport by distinguishing uniqueness.  Start building trust in your vision by taking a step toward your flag today.    This podcast is powered by FCCS.   Resources   Connect with Tom Turich – Tom Turich   Get in touch – info@fccsconsulting.com   "In order to carpe diem, you have to first decide what you want out of life." — Tom Turich   "In life and in business, you can go in any direction. Flags will help narrow your decisions." — Tom Turich   "It can be easy to lose sight of how far you've already come." — Tom Turich   "You can live life as effectively as possible by accepting that you only have one life to live." — Tom Turich

    34 min
  6. AI Without the BS

    Mar 6

    AI Without the BS

    From boardrooms to headlines, vendor pitches to strategy decks, AI is suddenly everywhere. For many leaders, the conversations surrounding AI can be confusing and overwhelming. Is AI really helpful, or just overhyped? This episode of the Forward Thinking Podcast features FCCS SVP of Marketing and Communications Stephanie Barton and Michael Thomas, Chief Data Scientist at Ketchbrook Analytics for a conversation about AI without the BS – by demystifying AI misconceptions, exploring AI opportunities and risks, and understanding how leaders today can implement AI into the broader digital transformation journey strategy.    Episode Insights Include: Common AI misconceptions in farm credit boardrooms AI being used for loan decisioning.  Generative AI should not be used to make individual loan data decisions.  AI being used as a general blanket for an entire organization.  Generalized AI models can be leveraged to increase productivity.  AI cannot be thrown at all customized business processes.  Individual questions cannot effectively be answered by AI.    Positive applications of AI in farm credit Microsoft CoPilot is being used effectively to effectively summarize and generalize document content.  Extensive pdf documents can be simplified with AI assistance.  Large language models can assist with the farm credit system.    Possibilities for further AI adaptation Prompt-driven user dashboards can allow for quicker recall of desired information.  Large language models can bring data together for the user.  Product catalogues chatbots can provide quick answers for users.  Try it and see – AI has countless possibilities that may be helpful.    AI versus machine learning and automation AI usually refers to generative AI.  Machine learning generally outputs one fixed idea.  Generative AI is a newer concept that produce varying lengths of output.  Machine learning helps organizations make better, data-driven decisions.  Generative AI helps organizations be more efficient across a variety of day-to-day tasks. Both have applicability to automation.    Promising applications for AI application in farm credit Increased efficiency is guaranteed with AI.  Sales should be working with a large language model to create a polished sales pitch.  AI can be leveraged to review the work that you have already done.  AI can support, review, and enhance your original thoughts and work.    Avoiding the risks and dangers of AI There is little to no room for error in farm credit, and AI is not fool-proof.  AI offers promises including improved hiring and productivity gains.  Critical thinking skills are at risk from AI, as well as the messy deployment of fully autonomous AI agents. Additional improvements include revolutionary game-changers in medicine and science.  Troubleshooting problems can be addressed more quickly with AI assistance.  Longterm adaptation has to be rolled out in a way that complements the workforce.    This podcast is powered by FCCS.   Resources   Connect with Michael Thomas – Michael Thomas   Get in touch – info@fccsconsulting.com   "AI should be thoughtfully baked into the products you're already using." — Michael Thomas   "AI has to be rolled out in a way that complements the workforce." — Michael Thomas   "Don't be afraid to use your brain first." — Michael Thomas   "Do not focus on the tools of AI or machine learning, focus on the problems that you want to solve." — Michael Thomas

    37 min
  7. The Four Horsemen of the Governance Apocalypse

    Feb 20

    The Four Horsemen of the Governance Apocalypse

    What happens when governance goes wrong? A set of negative patterns is usually the culprit, with small breakdowns quietly building over time until boards find themselves struggling with trust, clarity, or effectiveness. This episode of the Forward Thinking Podcast features FCCS SVP of Marketing and Communications Stephanie Barton, Chad Klawetter, Vice President of Board Governance and Development at FCCS, and Barb Wilkinson, Senior Board Governance Consultant at FCCS. Together, they examine the four warning signs that, left unaddressed, can seriously undermine a board's ability to lead, govern, and create value.   Episode Insights Include: Developing the four horsemen Board erosion is rarely a catastrophic event. It happens over time, then all at once. These common threats are among the many that board members have to keep track of. Board members need to ask themselves if they see signs of these 4 horsemen, and what they can do about it. These four horsemen can be a starting point for frequent conversations about improvement.   Horsemen number 1 "The board lacks a constructive partnership with the CEO." A healthy board partnership is built on trust. It is obvious both in and outside the boardroom what each person's role is and how to work together. Great alignment is a key sign of a healthy relationship. Frequent surprises indicate a partnership breakdown. Oversight needs to be balanced with support. Knowing whose role is what is critical. CEO evaluations can be an effective way to check in on roles.   Horsemen number 2 "The board cedes committee control to the staff." Staff should be part of committee decisions. If staff start to dominate board meetings, board work can't be done effectively. Excessively long board meetings indicate that governance work isn't being done at the appropriate level. Committees are for boards, not for staff. Boards can reclaim committee meetings without alienating staff by resetting the committee charter.   Horseman number 3 "The board doesn't follow a regular practice of self-evaluation." Not everyone seeks out constructive feedback, and many resist it. Consider what feedback is needed. Anonymous feedback allows members to speak freely about concerns. The board is entrusted to evaluate and manage itself, and needs to exercise maturity and self-awareness to do so effectively. Peer evaluations from other board members can help with better self-evaluations.   Horseman number 4 "The board doesn't tell itself the truth about its culture." Board culture can be defined in a variety of ways, including the norms, expectations, and behaviors of the board. Culture is as powerful as gravity, with massive implications on every aspect of governance. Culture should not be relegated to a soft skill that can be put on the back burner. Board culture can be built in a variety of small and effective ways.   Common blindspots in the boardroom Avoidance of conflict causes problems. Tools can be brought in to support board members. A homogeneous board is not ideal; healthy debate and conflict will produce better results. The idea of a CEO answering to multiple bosses can be awkward, but it is part of board protocol. Healthy debate should be encouraged in the boardroom. Psychological safety is an essential component of productive conversations.   First steps to addressing the horsemen As a board, be honest with yourself about what's happening. Take five minutes at the end of each board meeting to debrief. Recognize that people have good intentions, but good governance is a process. A horseman can be a powerful, trusted asset to a board.   This podcast is powered by FCCS.   Resources   Connect with Chad Klawetter – Chad Klawetter   Connect with Barb Wilkinson – Barb Wilkinson   Get in touch – info@fccsconsulting.com   "Rarely do we see huge, catastrophic things happen on boards. It's usually something gradual, over time, that leads to a more significant problem." — Chad Klawetter   "A healthy board partnership is built on trust." — Barb Wilkinson   "Culture is invisible, but also so powerful. Everything else is built upon it." — Chad Klawetter   "Having good intentions is not enough. Having good governance is a process." — Chad Klawetter   "It will always take team effort for the team and the board to keep moving forward." — Barb Wilkinson

    42 min
  8. Influencing Without Authority

    Feb 5

    Influencing Without Authority

    There is a path in career advancement that isn't always easy to navigate – the spot between individual contributor and seasoned manager. How can you be an influence at work when you don't have authority? Communicating and influencing effectively requires shifting from a tactical mindset to a more strategic view. This episode of the Forward Thinking Podcast features FCCS SVP of Marketing and Communications Stephanie Barton and Sally Williamson, CEO of Sally Williamson & Associates, Executive Coach, Executive Presence Expert, Author, Speaker and Storyteller. Together, they consider how to influence outcomes and build credibility to move forward, particularly when authority isn't part of your title or role.   Episode Insights Include:   Making your influence a top 2026 priority Functional lanes are constantly shifting, and you need to shift with them.  Companies want employees who are willing to think outside their lane.  Fresh ideas are always welcome, but not always clearly defined by role.  Influence is key in making your voice heard.  Breaking down lanes is critical to collaboration.    Supporting vs. partnering on outcomes Centers of excellence support an operating function. As long as experts stay solely in their lane, true collaboration can't happen. Stop supporting outcomes exclusively, and start partnering with leaders of operating functions. Doing so will add value to the ultimate outcome.   Exercises that expand this skill Learn how to attach to someone else's value. Identify a leader's big goals to stretch your offering to meet their value. Ask curious questions that expand your understanding of the overarching vision.   Overcoming common challenges  Expand your focus from the day-to-day reactions to a larger vision. Consider what you can contribute beyond the task list. Reframe your language about your contributions. Focus less on your task takeaways and more on what you contribute to the conversation.   Senior leader shifts Bring people along with your big ideas and initiatives. Invite others to join you in the big picture story. Align others in the journey that leads to what you are trying to accomplish. Influence and alignment should be synonymous. Leaders can unlock the power of what others can contribute. "Stay in your lane" should never be the message from a leader.   Building influence as an introvert or new team member Introverts aren't tentative in their thoughts, they may be tentative to share it. Consider asking another person to share your thoughts on your behalf. New team members only get a few chances to influence at the beginning. Show, above all else, that you can work well with others. Ask questions that show clarity. You didn't miss your chance in the meeting; send follow-up emails. Influence is in the eyes of others, as is resistance – proceed strategically.   This podcast is powered by FCCS.   Resources   Connect with Sally Williamson – Sally Williamson   Get in touch   info@fccsconsulting.com   "Leaders want you in the room for how you think, not just the tasks that you'll take away." — Sally Williamson   "Focus less on what you take away as a task and more on what you contribute as a part of the conversation." — Sally Williamson   "Influence doesn't mean calling the decisions. It's creating the environment where a group gets to a decision." — Sally Williamson   "All of us are bigger than the roles we're in. Shift from what you do to how you think." — Sally Williamson

    31 min
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The Forward Thinking podcast, powered by FCCS is to inform and inspire in the areas of leadership, employee engagement, governance, risk management & insurance, training, and strategic talent management. We feature industry experts and thought leaders with forward-thinking interviews and discussions.

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