Plenty of information is out there to guide family farms in transitioning responsibilities to the next generation. But some aspects of succession planning sometimes get overlooked. Consider these: 

Permission for changes

It’s one thing to create and execute a succession plan, but it’s another to give your successors the permission, support and flexibility to make changes that align with their goals, skills and opportunities. If you’ve been leading the business for a long time, the next generation might feel pressured to lead exactly as you did.  

Communicate your confidence in their abilities, provide emotional support for their leadership style, and explicitly give — and expect them to take — the necessary steps to ensure the business thrives. 

Outside experience

Have your successors worked in another business after high school or college? These early careers help break up the “modeling” ingrained during childhood, whether good or bad. Plenty of operations would gladly take in a motivated farm kid for a few years. There’s a risk they might not return, but that’s a chance worth taking for their growth and development. 

Peer groups

A big threat to the family business isn’t the business itself but the challenge of keeping family dynamics in check. A peer group can provide invaluable support to navigate these complexities. These are formal, facilitated groups where you can be 100% vulnerable, find structure and ultimately connect with people who genuinely want the best for you.  

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