When it comes to transitioning the farm to the next generation, there’s a lot to think about. Those who have been through the process often say it requires quite a bit of intentional thought, time and work so it goes smoothly.

This can be tough in a farm business, where there’s activity going on each and every day. It can be challenging to commit to devote time to the planning process at the level it needs to happen, but something major is at stake – your legacy and the future of your farm.

The ‘why’

One of the first things to consider – once you have determined whether there will be a next generation on the farm, and who that will involve – is asking yourself the question ‘why’? Why do we want our farm to continue? Why do we want the farm to transition to the next generation? Why do we want to create a plan for that transition, so we know how it’s going to happen and when?

Getting those ‘whys’ answered can play a huge part to help get clear on why it’s important to set aside time to plan for the farm’s transition. Some farmers who often have a very firm opinion around this are those who went through an abrupt transition themselves when they first took over the family operation.

Perhaps their father passed away unexpectedly at a young age and the leadership ‘mantle’ was sudden upon them – with little to no preparation. Or there was very little as far as a transitional period – their dad kept the leadership reins in hand all the way up until he passed away.

They may want that handoff to be different for their next generation – whoever that may be – and see value in creating a pathway to leadership and ownership transitions in their operation.

Talk time

Another important aspect to consider is communication. How will our family communicate best during transition planning and the actual transition of the farm itself? These conversations about the future can be tough: they’re definitely crucial conversations. They’re the type where we need to make sure everyone’s voice has been heard and understood.

Taking some time to first understand each other’s different communication filters and styles is key to a successful planning process and transition. Our advisors for the farm are trained in facilitating a particular method of this, called the Process Communication Model (PCM), which can be very powerful.

Great expectations

Making sure that everything is out on the table and particularly, that expectations have been communicated – from all sides – is so important to address before a plan ever starts to take shape in terms of legal documents.

Some of the most important expectations to lay out are between the older and younger generation of leaders. Both sides need to know and understand what they can expect from the other.

For example, what can the older generation expect from the younger in terms of them working independently to ramp up their own leadership abilities? How will they actively learn how to lead various business aspects of the operation? What can the younger generation expect from the older generation as far as training in some of those key areas?

Next week, I’ll talk more about some more of the expectations that must be laid out when preparing the ground work for a smooth handoff.

The opinions of the author are not necessarily those of Farm Futures or Farm Progress.