With a few exceptions, the presidency of Michigan Farm Bureau has alternated between southwestern fruit growers and central-eastern dairymen. That pattern continued from the mid-1950’s to the mid-60’s, with Sanilac County dairy farmer Ward Hodge and Allegan County fruit grower Walter Wightman.
Holding that pattern didn’t equate to stability, however. The same decade saw the state-level organization lose its grip on post-war prosperity, and its grassroots model turned upside-down.
Ward Hodge — 1955-58
Sanilac County dairy farmer Ward Hodge was born and raised on the farm his grandparents had settled near Snover, obtaining their original deed on 40 acres from the government. His own first steps into farming took place when he was still in high school, purchasing nine ewes at an auction sale for $2.70 a head.
Later he sold the ewes, lambs and wool, netting himself more than $300 and thus beginning a long, fruitful career in agriculture.
Hodge came up through Farm Bureau’s “leadership ladder.” He had been vice president of the Sanilac County Farm Bureau for three years and president for one year when he was elected to the Michigan Farm Bureau Board of Directors in 1946.
In 1953 he was elected vice president of the state organization, and over time served on the boards of all its affiliates, including presidency of Farmers’ Petroleum Cooperative.
Hodge’s presidency lasted only four years, although he remained on the board until his retirement in 1967.
The members he served for 20 years described him as a thoughtful, gentle, perceptive man who knew and whole‑heartedly believed in the Farm Bureau philosophy — a level‑headed leader who “didn’t flinch under fire.”
There would be times during his tenure on the board when those characteristics would be tested.
Walter Wightman — 1958-64
Fennville-area fruit grower Walter Wightman was president of the Allegan County Farm Bureau before his election to the state board in 1949.
Remembered as soft‑spoken, friendly, and a devout Christian, Wightman brought to his office zealous concern about the threat of communism and a keen interest in marketing, the second manifesting in the formation of MACMA, the Michigan Agricultural Cooperative Marketing Association.
“There is demand from every front now for assistance in marketing,” he said in 1963. “There is a dire need for sound and well-informed leadership that can put some sense into the marketing of farm commodities.”
On the leadership front, though, Wightman brought a willingness to cross the line separating the board’s responsibilities from those of management.
Clark Brody’s demarcation — “The board decides what will be done; management decides how it will get done” — had served the organization well for almost 40 years, but a year into Wightman’s presidency, Brody’s retirement contributed to a sudden and calamitous void of management experience.
Wightman formed an “administrative board” — the president, secretary-manager, general counsel and treasurer — to “provide closer coordination between the programs of the service companies and the membership.”
Wightman’s vehement anti-communism came to color the organization and detract from its primary role of safeguarding Michigan agriculture. Bolstered by select like-minded allies, MFB’s increasingly one-dimensional look caused increasing concern among staff, members and a watchful public.
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