How do you guide young talent towards leadership in the greenhouse horticulture sector? In KAS Magazine, Hester shares the vision behind Floric, the development programme by Florpartners that helps young professionals grow in personal leadership, sector knowledge and network. An inside look at how talent development contributes to a strong and future-proof horticulture sector. In KAS Magazine, an interview with our colleague Hester highlights the origins and vision behind Floric and the importance of talent development within greenhouse horticulture. Through Floric, Florpartners supports young professionals and future leaders in the sector in their personal and professional growth.
Floric was initiated by Florpartners several years ago. In our work with entrepreneurs and organisations in the horticultural sector, we noticed that alongside strategic and organisational challenges there is an increasing need for personal development and leadership. Floric was created from this conviction: an initiative that helps talent grow while also contributing to a strong and future-proof sector.
Within Floric, we organise a range of development programmes, trainings and coaching trajectories for professionals across the horticultural value chain. Leadership and talent development are at the core of these programmes. They are built around three key pillars: person, content and network. Participants work on their personal development, deepen their understanding of key sector topics and at the same time build a valuable network with other professionals.
The programmes bring together participants from different roles within the sector from growers and breeders to suppliers and greenhouse builders. During multi-year programmes they discuss leadership, strategic challenges and their role within their organisations. Topics such as dealing with resistance, leadership styles and translating sector developments into daily practice are explored in depth.
The strength of the programmes lies not only in the content, but also in the group dynamics and trust that develop within the cohorts. Participants share challenges they face in their work, learn from each other’s experiences and support one another throughout the programme. Inspiring speakers, company visits and coaching sessions help connect theory directly to practice.
As Hester notes in the article, change ultimately starts with the individual. By empowering people and supporting their development, we strengthen not only the participants themselves, but also the organisations they work for and ultimately the sector as a whole.
Read the full article in KAS Magazine: Talent laten floreren
