Beliefs, or “the rules we live by,” deeply influence our choices and assumptions.
They show up in our day-to-day lives and we treat them as respected “facts,” when that may not be the case. We tend not to question or consider whether these beliefs are true.
These rules are often learned in the household in which we grew up and they are reinforced by the world around us. They’re usually not documented anywhere, nor are they reflected on or questioned.
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And, critically, some of these long-held beliefs create barriers for the farm transition process.
For example, the following beliefs may not be serving family farms any longer, if they ever did:
- “It’s the parent’s responsibility to come up with a plan for succession.”
- “Successors must prove they are ready before we start planning.”
- “All children have the right to be a successor.”
If you hold one or more of these beliefs, what would happen if you questioned them?
In an approach used in counselling and coaching, people are prompted to “flip the script.” They are told to ask, “Is this belief true?” and “What else is possible?”
Here’s what that might sound like in real life.
“It’s the parents’ responsibility to come up with a plan for succession.”
Is that true? Historically, this may have been the pattern of the current business owners who have authority and responsibility to develop and subsequently reveal transition plans to their successor and/or heirs. But sometimes the successor had to wait until the will was read. Is it reasonable that a parent develops a plan in isolation from the people who will implement and live with that plan?
What else is possible? What if other stakeholders (e.g., successors, heirs, advisors) were included in planning conversations to add more ideas and possibilities for fruitful outcomes? Each family member could be asked for their perspective, not to give them authority over the plan, but to gain their insights and understand their hopes and intentions.
“Successors must prove they are ready before we start planning.”
Is that true? Perhaps there are specific skills, abilities and years of experience that should be required. But are those requirements clearly defined? Is there a way to indicate the level of skill required or expected timelines for experience needed? For some families, this saying is accurate: “We expect a lot, but we don’t tell you what we expect.” (For more on communicating expectations, read page 47 of The Future Leader: The Successor’s Guide to Family Business Leadership.)
What else is possible? While it is reasonable to have requirements to help a successor prepare to take over the business, it can be demotivating for the successor if clear parameters of success aren’t set. Clarity of expectations provides a successor specific tasks and timelines they can act on. This step may also reveal that the successor is not qualified or suitable for leadership. This situation can be difficult to navigate but is better communicated sooner than later.
“All children have a right to be a successor.”
Is that true? Despite a parent’s desire to treat their children in a balanced way, not all businesses have the capacity to support additional people. This can be an issue when there is one committed successor, and other siblings ask to join the business at later dates. In each scenario, consider: Does the business in its current state have capacity to fund additional people or households? Do skill sets support that involvement? Have promises been made to the first successor that didn’t include “you’ll also have to navigate this choice with your siblings?”
What else is possible? This belief also benefits from clarity of expectations. Children can be taught from a young age that the “door is open” to join the family business but that there are limits based upon when they express interest, what their abilities are and what other successors are already involved. Is it reasonable for parents to sacrifice everything in an attempt to make things possible or “fair”? Part of unconditionally loving our children is providing clear conditions on what is possible, or what would need to change to make goals possible.
We all tend to hold our beliefs strongly and unwaveringly. This can be a point of pride for some people. However, if you are attempting to navigate a challenge, such as farm transition planning, and continue to feel frustrated, look at your beliefs. We would all do well to question some rules and decide that they no longer serve us.
Setting aside old, outdated views and adopting new possibilities will continue to serve you and your family now and in the long run as you navigate and communicate about your shared future.
– Patti Durand is a strategic action planner, speaker and author of The Future Leader: The Successor’s Guide to Family Business Leadership. pattidurand.ca.
