Clarkson’s Farm has been a ratings hit on one the streaming platforms, and by all accounts, this show has brought the issues in farming in the UK into the public consciousness, a lot more than anything else has done in the past.

I am sure there is some scripting going on, but putting that to one side, anyone who has been at the coalface of farming will relate, particularly to the adversity that inevitably pops up in the series regularly.

There are the lots of stuff ups, and many close calls. I think many farmers can relate to this; I know I do.

There are lots of examples of inclement weather events that are out of the control of the operator, and variable commodity prices in the show. Sound familiar?

The lesson is to control the controllables.

While having limited knowledge of subsidies in the UK – they are almost higher than here – but along with the support comes a plethora of regulations and red tape. It looks like it’s increasingly harder to do business.

Let’s hope we’re not heading too far down this path here.

Another interesting aspect for me is the communication between the characters on the show.

Again, perhaps some of the conflict is for the benefit of the camera, but we have all seen versions of this in any business.

Some of the personal interactions shown on Clarkson’s farm made me think about a sign in the workshop of a very progressive farming business on Yorke Peninsula. 

Where the business espoused the virtues of above-the-line thinking.

Above-the-line thinking includes ownership, accountability, and responsibility. Below-the-line thinking includes blame, excuses, and denial.

It takes discipline to stay above the line sometimes, but it’s a sign of a great business if this happens.

For lots of people it’s easy to stray back into old habits, such as blaming others and making excuses.

Above-the-line thinking starts with the leadership of the business. This approach must be lived and breathed by the owners, otherwise it will be a futile exercise to expect staff to adhere to these principles if the proprietors don’t.

As the saying goes “the fish stinks from the head down.”

Getting a business humming in relation to working with above-the-line thinking will inevitably be a work in progress and may take time to fully imbed within the culture of the business.

In lots of cases, behavioural patterns will need to be gradually changed. It’s unrealistic to expect an instantaneous metamorphosis into above-the-line thinking.

Like attracts like, and over time the right team will be assembled that buy into the new way of thinking.

For those businesses that make above-the-line thinking a non-negotiable, they will be rewarded in all manner of ways. It will spawn better ways of doing things and will be a gift that keeps on giving.