The Kergunyah South dairy farmer has helped the region grow production by 25 per cent in the last decade and believes more leadership can help the industry "take things to the next level".

Through a 15-month Australian Rural Leadership program, sponsored by the Gardiner Dairy Foundation, the fifth-generation-farmer has his sights set on creating positive change.

"My leadership style is now more of a facilitator than a footy captain," he said.

"I have learnt a lot about myself, and how my style affects the people around me.

"I have a better understanding of how connecting with the people around you can get a better outcome for the team."

Stuart admits he was a teenager "too shy to put his hand up in class" and had no ambitions for leadership roles.

He wanted to become an engineer.

But after switching to an ag science degree, working as a field officer for Murray Goulburn in western Victoria, and eventually returning to the family farm, Stuart has learnt to become a leader.

While paving a new direction for the family farm, Stuart inevitably landed on various committees, including Alpine Valleys Dairy Incorporated which established a successful strategy to increase the region's milk production.

"I'm proud to say the north-east has probably grown our production by 20 to 25 per cent in the last decade," Stuart said.

Unhappy with the ailing Murray Goulburn, Stuart and five farming peers formed the north-east Victorian dairy co-operative Mountain Milk two years ago.

And it has been growing ever since.

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The co-operative, chaired by Stuart, now has eight members with a vision to produce its own bottled milk, while also increasing its collective negotiating strength with processors.

Through the leadership program Stuart said his day-to-day processes changed.

Stuart's three staff now each have an area of responsibility - herd, feed and maintenance.

"I value that my staff can see opportunities for improvements," he said.

"And I really want them to have input into that.

"A lot of people think you are born a leader, but I have learnt leadership can be taught.

"I've learnt to be more aware of the people around me and more aware of myself."

His team has consistent communication, each member contributing to a Google sheet which is live across their phones, displaying jobs lists, rosters and other information.

They also communicate via WhatsApp and have monthly team meetings.

Stuart also has an annual performance and salary review with each staff member, and supports their participation in industry courses.

Stuart said the program, which includes immersive experiences for more than 30 participants in the remote Kimberley region, regional Australia, Perth, Canberra and Vietnam, had shown the value in networking to achieve continued positive outcomes.

"You learn from everyone in the ARLP cohort," he said.

"It's a really supportive atmosphere.

"I've learnt it's okay to be a little bit vulnerable and admit you are wrong and ask for advice."

With his farm "humming along and coordinating itself", Stuart's new leadership style has allowed him to be "more present" with family and friends, while also sharing his passion for the industry.

He believes the ripple effect of role-modelling and influencing more leadership within all tiers of farm life is an enduring return on investment.

"Change takes time and you need to build a snowball and have someone to keep pushing it, otherwise it will lose momentum and die," Stuart said.

"There needs to be a really long-term strategy in agriculture to push that snowball.

"Because it's about bringing the next generation in to be innovative and take things to the next level."

"I value that my staff can see opportunities for improvements," he said.

"And I really want them to have input into that.

"A lot of people think you are born a leader, but I have learnt leadership can be taught.

"I've learnt to be more aware of the people around me and more aware of myself."

His team has consistent communication, each member contributing to a Google sheet which is live across their phones, displaying jobs lists, rosters and other information.

They also communicate via WhatsApp and have monthly team meetings.

Stuart also has an annual performance and salary review with each staff member, and supports their participation in industry courses.

Stuart said the program, which includes immersive experiences for more than 30 participants in the remote Kimberley region, regional Australia, Perth, Canberra and Vietnam, had shown the value in networking to achieve continued positive outcomes.

"You learn from everyone in the ARLP cohort," he said.

"It's a really supportive atmosphere.

"I've learnt it's okay to be a little bit vulnerable and admit you are wrong and ask for advice."

With his farm "humming along and coordinating itself", Stuart's new leadership style has allowed him to be "more present" with family and friends, while also sharing his passion for the industry.

He believes the ripple effect of role-modelling and influencing more leadership within all tiers of farm life is an enduring return on investment.

"Change takes time and you need to build a snowball and have someone to keep pushing it, otherwise it will lose momentum and die," Stuart said.

"There needs to be a really long-term strategy in agriculture to push that snowball.

"Because it's about bringing the next generation in to be innovative and take things to the next level."