In March 2020, Janis Harris finally took the leap. After more than a decade of slowly building a flower-growing side business, she left her job as an optician to run the farm full time.

Weeks later, the COVID-19 pandemic shut the world down.

Instead of the fresh start she had imagined, Harris found herself navigating cancelled events and markets, shifting demand and an uncertain future. The experience became an unexpected crash course in resilience, and one that continues to shape how she runs her farm today.

Harris and her husband, Mark, own Harris Flower Farm, a fresh-cut flower operation located north of St. Thomas, Ont. Together they grow more than 40 varieties of flowers, including bulbs, annuals, perennials and flowering branches. Today the farm supplies seasonal cut flowers for farmers markets, online customers, weddings and local events from mid-February through December.

“In the beginning we started small by planting 3,000 gladioli bulbs,” Harris says. “Over time, we’ve expanded to nearly eight acres of flowers, along with a series of heated and unheated greenhouses.”

“A lot of things are out of our control, but there are always opportunities.”

Janis Harris

Before the pandemic, Harris sold most of her flowers through an on-farm flower cart, roadside stands and local farmers markets. She also provided arrangements and bouquets for weddings and had begun building a seasonal flower subscription.

But when COVID-19 hit, Harris, like many farmers and small business owners, had to rethink her entire business model. The lessons she learned, from diversifying sales channels to building stronger connections with fellow flower growers, are now helping her navigate a new era of political and economic uncertainty.

Farming in an uncertain environment

When shutdowns began in the spring of 2020, the timing couldn’t have been worse for a flower farm. “At the time, I had 25,000 tulips blooming in mid-March and nowhere to sell them,” Harris says. “I also had 30 weddings booked, and every one of them postponed to a later date.”

Harris knew she had two choices: close her doors and wait out the uncertainty while her flowers went to waste or get creative. She chose the latter.

Determined to find new markets for her blooms, Harris began exploring alternative sales channels. At the same time, she reached out to commercial flower growers who had lost their markets entirely when events and retail outlets shut down.

By partnering with fellow growers, Harris was able to combine her flowers with a wider variety of blooms to create affordable bouquets. She called them “cheer bouquets” and sold them at her local grocery store and through her website, offering local delivery. The response was immediate.

Each time Harris posted a new batch online the bouquets sold out within minutes. It quickly became clear that during a time of isolation and uncertainty flowers had taken on new meaning for many people.

The cheer bouquets not only helped Harris move her own flowers but also supported other growers. She featured the farmers from whom she sourced flowers on her social media channels, sharing their family photos and stories to raise awareness about the flower industry and the people working behind the scenes to keep it going through the pandemic. “I saw it as an opportunity to help my customers understand where flowers actually come from and who they are supporting when they purchase local, Ontario-grown flowers,” explains Harris.

Today, e-commerce represents 25 per cent of Harris’s business. She says that while she felt forced to move her business online during the pandemic, she quickly saw the value of the opportunity and has continued to build her online presence. “Today we are our own little flower shop,” says Harris. “Orders come in from all over the world, and we’ve expanded to serve events like funerals and birthdays.”

Despite the uncertainty and business challenges, 2020 turned out to be a great sales year for Harris because of the pivots she made. In addition to her new online sales channel, she was able to maintain her flower cart sales and even opened the farm up to welcome customers. On Mother’s Day weekend, cars lined the road leading to the farm as visitors waited their turn to enter, some for nearly an hour, to purchase flowers. Later that summer she also opened up the farm to visitors to purchase flowers and walk through the flower fields.

“We needed to figure out how to sell our flowers,” Harris says. “But in the process, we built a whole new customer following and gave people a chance to get outside and experience a little joy during a very difficult time.”

Adapting the farm’s business approach

The pandemic forced Harris to adapt quickly, but the lessons didn’t end when restrictions lifted. Today, as farmers and business owners face rising costs and ongoing economic uncertainty, many of the strategies she developed during that uncertainty are still guiding how the farm operates.

“I quickly learned that I can’t have all my eggs in one basket,” she quips. “I need multiple revenue streams and different ways to market my flowers. I also learned the importance of continuity and consistently showing up for customers who appreciate the stability and know they can rely on me.”

Harris says one of the biggest lessons from the pandemic was how much people value connection. “That’s something the pandemic really taught us,” she reflects. “And what better way to connect with someone than with flowers, or a visit to a flower farm?”

While interest in flowers and locally grown blooms surged during the pandemic, Harris says she’s uncertain how the current economic climate may affect sales this year. Drawing on lessons from that time, she’s already preparing to adapt by offering smaller, more affordable bouquets for customers watching their spending this year.

“I still need to sell flowers and maintain profitability, but if I can find ways to continue providing flowers to our customers, I will,” she says. Harris adds that she’s already ordering tulips in bulk to help keep costs down and plans to offer mixed bouquets with fewer premium blooms to keep the price of the flowers manageable for her customers.

Tariffs are also weighing on Harris and cutting into her bottom line. While she has shifted to sourcing as much as possible from Canadian suppliers, including plant plugs from New Brunswick instead of the U.S., some materials still need to come from south of the border. Between tariffs and the exchange rate, her margins are being squeezed.

Harris says she’s also drawing on lessons from the pandemic to become more resourceful on the farm. She’s saving more flower seeds to reduce her reliance on U.S. suppliers and looking for additional ways to control costs.

One of Harris’s ongoing challenges is learning when to say no. As a young farmer, especially while navigating the pandemic, she felt pressure to say yes to every opportunity to keep the business afloat. Now, however, she’s approaching the farm with a renewed focus on long-term sustainability. That means building a more manageable workload while still staying flexible and responsive to customers.

Six years after the world shut down, Harris still doesn’t know exactly what each season will bring. But she says the pandemic changed the way she approaches uncertainty and gave her confidence that whatever comes next the farm can adjust and keep growing.

“A lot of things are out of our control, but there are always opportunities,” Harris says. “Like any farm, there are good years and bad years. In the end, it all balances out, even during a global pandemic or economic uncertainty.”

The post Ontario flower farm keeps growing even through uncertainty appeared first on Country Guide.

What happened next was less about crisis and more about character.

Their four children — who have grown up like most farm kids, tagging along to the barn, sitting in the buddy seat of the combine and absorbing the quiet lessons that come from living and working alongside their family — stepped up. Not because they were asked to, but because they already knew what needed to be done.

Paul and Chrissie Schneider own and operate Schneider Family Farms Inc., where they crop 550 acres of corn, soybeans and wheat and run a 150-head beef feedlot. While Paul works off the farm, the couple manage the farm together, along with their four children, Noah (16), Reid (14), Jonathan (12) and Clara (11).

Accidents happen

In January 2025, Paul broke his leg during a snowmobile mishap that required surgery and a lengthy recovery. The accident shifted the day-to-day farm workload to Chrissie, who easily took on the feeding, bedding and care of their beef feedlot. Chrissie was able to balance the additional workload with the help of their eldest son, Noah, who stepped up to help between school and his own part-time job, working at a neighbouring dairy farm.

Then, in February 2025, Noah, who was 15 at the time, was caught in a serious farm accident when the roof of the neighbouring dairy barn collapsed due to a heavy snow load. Paul and Chrissie were forced to stand by and watch as it took emergency crews two hours to dig Noah out of the wreckage before he was airlifted to a local children’s hospital in London, Ont. Noah sustained significant internal injuries, a neck fracture and was “pretty beat up,” as Paul describes, but he was fortunate to survive and make a full recovery.

What could have been an ultimate trial for the Schneider family and their farm became a testament to resilience.

As a result of the accidents, Paul was housebound for the winter, and Chrissie spent more than three weeks at Noah’s bedside in the hospital. That left the couple’s remaining children — Reid, Jonathan and Clara — to step in and manage the farm. Together, the young siblings reorganized workloads, took responsibility for the day-to-day livestock chores, and worked alongside extended family, friends and neighbours to keep the farm on track. They balanced school, extracurricular activities and the weight of expectation, learning quickly that farming is as much about problem-solving, perseverance and working together as it is about physical labour.

Stepping up together

“We’re very fortunate given the situations we faced, and we’re stronger for it,” says Chrissie, reflecting on the long weeks the family spent apart physically, but continued to stay united in spirit. “We have amazing neighbours and friends who all helped with farm work, dropped off food and offered support, and we’re proud of our kids who really stepped up when they were needed most.”

The family’s ability to adapt did not happen overnight. Like many farm kids, the Schneider siblings had grown up working alongside their parents under supervision, learning how to operate machinery and how to handle livestock safely. Those early lessons quickly became essential, something Paul and Chrissie are grateful for.

The division of roles and responsibilities came easily to the siblings. After Noah’s accident Jonathan was eager to take on the care of the cattle and tractor work, Reid took on the role of meal preparation and managing the outdoor wood furnace, and Clara managed the family’s laundry.

Initially, family friends came to the farm to help the family by working with Jonathan on mixing and feeding the daily beef rations and cleaning the barn. From there, Paul was able to provide instructions and oversee the day-to-day chores from the house while Jonathan took over feeding and bedding the cattle before and after school. Paul says, “Jonathan was happy to do it, took ownership of his role and had a grin on his face all the time, but it was a lot of responsibility to place on him.”

“We were quickly reminded of the value of relationships,” says Chrissie, noting several of their farm advisors, such as their inputs supplier and nutritionist, also stepped in to support the family. In fact, their livestock nutritionist made several visits to the farm to check on and support Jonathan in his new role.

While Noah remained in hospital, Chrissie stayed by his side. But as the farm’s bookkeeper, she was still responsible for keeping the accounts and paperwork on track, even from her son’s hospital room. “If it wasn’t for online record-keeping, I wouldn’t have been able to keep things running,” she says. “We’re lucky that everything is accessible these days, from bills to banking.”

Lessons in letting go

Looking back, Paul and Chrissie can see just how overwhelming the situation truly was.

“We laugh about it now, but the reality is that our 11-year-old was left to run the farm,” says Chrissie.

While each of the Schneider siblings was comfortable running equipment and was aware of the daily tasks required to manage the farm, they hadn’t had the opportunity, nor was it necessary, for them to do the actual work. That reality hit hard for both parents, who admit that over the years their kids had been asking to learn and do more on the farm, but they just didn’t have or make the time to teach them. Paul admits that it would have been easier if he had been able to teach Jonathan how to mix feed rations and to navigate the complexities of various jobs before his accident, when he could have been there in person to provide instructions.

“Sometimes it’s hard to give up control, but when there’s no choice, you have to trust that what your kids have seen you do — and what you’ve taught them — will carry them through,” explains Paul, noting the situation was a powerful teacher. He says it underscored the importance of dependable relationships, of making the time to teach the next generation when they are interested in learning, and of ensuring the farm’s routine doesn’t live in just one person’s head.

Despite the tragic winter events, the Schneider family didn’t miss a beat when it came to spring planting. Though still recovering, Paul and Noah were back in the tractor cab by spring 2025, and this time they welcomed the extra help from the younger siblings.

“Never underestimate your abilities or what you’re capable of,” says Chrissie reflecting on their family’s experience. “Or your kids’ abilities to adapt.”

The post Trust, teamwork and lessons in resilience appeared first on Country Guide.

Matt McIntosh, an Essex County, Ont. farmer and conservation enthusiast, recently published a Nuffield Canada report, Conservation in Farm Country: What Makes a Good Farm Environmental Scheme? which explores the challenging relationship between farmers and conversation efforts.

The report is a culmination of two and half years of travel, research, conversations and observations in which he explored how governments, local organizations and individual farmers are tackling conservation and restoration efforts. McIntosh traveled across several countries (Estonia, Latvia, Denmark, Ireland, Brazil, the United States, Canada and a few countries in the United Kingdom) and met with likeminded individuals to determine best practices to approach agriculture and environmental conservation.

“Farmers are the same, no matter where you are in the world,” says McIntosh. “We all have similar characteristics and want the best for our farms and surrounding environment, and we all want to leave a legacy for the next generation.”

Finding common ground

In his report, McIntosh identifies what works — and what doesn’t — in the design and delivery of agri-environmental initiatives, offering valuable lessons for Canadian policymakers, farm organizations, conservation authorities and farmers themselves.

McIntosh’s takeaway from his experience, and one of his report conclusions, is that on-farm environmental and economic gains do not need to be separate, that farmers can benefit from both — with the right programs in place.

“Nature is messy and what farmers want is straight lines,” says McIntosh. “But as production efficiency improves, we have a little more wiggle room to look at our practices. It doesn’t have to be one or the other, production and profit or environmental conservation; we can have both.”

McIntosh notes another common theme and barrier to conversation efforts here at home and across the globe: the cultural divide between farmers and conservationists. He explains that “as farmers, we’ve been incentivized to do more, to produce more. And sometimes that production-focused mindset trumps environmental or conservation practices.” Culturally, this mentality will require time to change and refocus, and McIntosh believes effective environmental programs that incentivize farmers to make positive changes are needed to make the change.

Cultural barriers to environmental conservation and restoration projects can easily crop up between neighbours, or even farm family generations, especially when one person wants to do something different. McIntosh explains that simply the act of changing a practice or implementing new ideas can be perceived by neighbouring farmers as criticism directed at them for their own farming methods, making it hard to change.

Other barriers to conservation efforts can be attributed to inadequate program funding and overly complex requirements, and the absence of on-the-ground extension support that often provides valuable resources and support to farmers implementing practices and programs.

Lessons from the field

McIntosh shares his observations in a series of case studies within the report. They illustrate a mix of success stories and cautionary tales across an array of on-farm environmental improvement efforts. He notes that the conservation and ecological programs that thrived had similar characteristics: a clear strategic vision, fair compensation for farmers’ ecological services, practical and timely support through extension, and flexible, farmer-driven delivery.

On the other hand, overly rigid or bureaucratic programs often failed to meet their goals, resulting in low participation and undermining the sense of shared purpose that McIntosh says is essential to long-term success.

“I looked for examples where people were winning, or encountering challenges from their programs,” he explains. “Those who were winning were realizing economic and ecological benefits. Those who weren’t had some clear red flags within their programs that restricted success.

Building programs that work

McIntosh believes conservation and ecological restoration success isn’t one-size-fits-all, especially since every farm and regional environment is so diverse.

“The successful outcome of any endeavour depends on the farmer, the program and whatever else you want to use to measure,” he says, citing an example from the United Kingdom where one of the determining factors of farmer compensation was the number and thickness of trees planted.

McIntosh questions the effectiveness of quantifying measurement standards and the unnecessary micromanagement of the program, and notes that other factors, such as increased biodiversity, could have been just as effective in determining the progress of the program.

No matter the standards used to define success, McIntosh offers several recommendations in his report for improving the design of conservation and restoration programs. They include:Establishing a strategic vision that integrates economic, environmental and social resilience before setting targets or metrics.

Compensating fairly for both risk and ecological services and delivering payments in a timely manner.

Investing in extension services and ensuring advisors are well-equipped to support farmers.

Empowering grassroots knowledge by engaging farmers early and often.

Balancing structure with flexibility, allowing room for innovation and regional adaptation.

McIntosh also recommends a shift in thinking when designing programs. He suggests approaching program development and implementation by asking whether a given conservation or restoration initiative truly empowers farmers to make positive change. “If the answer isn’t a clear ‘yes,’ the program may be missing the mark.”

Other practical recommendations include transferring program design and implementation to local levels when possible, striving for simplicity and ensuring initiatives are built for longevity rather than short-term results.

“You don’t need government-scale resources or complicated programming to make real change,” says McIntosh. He uses the example of re-establishment of Burren winterage, an ancient cattle production system in Ireland’s County Clare, which was one of the inspirations behind his Nuffield journey.

McIntosh explains that farmers in the Burren employ a system called “winterage” where cattle graze the region’s uplands from autumn through spring, helping to manage the landscape and regenerate grasslands. Despite the ecological benefits of this practice, the region’s winterage method came under threat from government conservation policy and general economic pressure in the 1990s. The result was the loss of a local grassland ecosystem.

So, farmers and environmental researchers developed a plan to reintroduce the proven winterage system. This regional initiative reintroduced winter grazing to maintain biodiversity and saw the development of a grassroots-led program, BurrenLIFE, established with the national government in 2010.

“Local farm and community efforts, guided by solid planning and farmer buy-in, can strengthen the environment, economy and social fabric of rural regions for the long haul,” says McIntosh.

Farming for the future

Exploring how rural landscapes are being effectively conserved and restored has helped McIntosh gain a deep understanding of what those efforts really involve. His experience also gave him a new perspective on efforts being made here in Canada, from on-farm projects through to how policies and programs are developed.

“Most Canadian farmers are already implementing beneficial conservation practices, but we can take those efforts further by opening conversations about the business and economic benefits of these practices,” he says. “We should also be thinking generationally, not just about what needs to be done now, but how we can leave the land for future use and enjoyment.”

Of course, it will also take the right policy supports, grounded in trust, fairness and flexibility, for farmers to continue as partners in conserving and restoring Canada’s natural landscapes.

A statement in McIntosh’s report reminds farmers that “agriculture may not be Nature’s best friend. It does not, however, have to be its greatest nemesis.” While there are plenty of barriers to the environmental conservation and restoration of ecologically and culturally significant spaces in agricultural landscapes, the solution depends on empowering the people who know the land best to shape its future.

To read Matt’s full Nuffield report visit Conservation in Farm Country: What Makes a Good Farm Environmental Scheme?

The post Conservation on the farm: Empowering farmers to lead environmental change appeared first on Country Guide.

Two generations are currently working together on the Smith family farm.*

An intense pride in generational legacy has been passed down through the farm’s long history. Everyone shares the same love and appreciation for the family farm.

Succession planning has slowly progressed for the family, and the siblings find themselves at a crossroads about what direction they should take the farm. The youngest, Jenn, doesn’t want to commit to farming yet. Sabrina wants to pursue an off-farm job and the two eldest, Rick and Macy, want to take over the farm but need to find a way to make it financially feasible to sustain multiple family members.

On top of the challenges of succession planning, there’s an underlying current of pressure to keep the farm operational for the next generation.

Darrell Wade, founder of Farm Life Financial Planning Group and a farm succession specialist, says that for many families the farm can represent a shared family legacy that can inadvertently tie the family, and especially the next generation of siblings’ identities, to the land.

“Such emotional weight can intensify conflicts, where disagreements about the farm’s direction can feel like personal betrayals or challenges to family heritage,” he says.

Wade suggests that these four siblings should first recognize the emotional and cultural value of each other’s connection to the farm.

“Each may have different feelings or loyalty to the farm and, whether or not they are involved in the day-to-day operations, they may still be invested in the farm’s future,” says Wade. “I recommend including non-farming siblings in legacy decisions, such as preserving family traditions or land use.”

He says that roles for non-farming siblings can also be created to maintain their stake in the family legacy, for example, managing community outreach or maintaining historical records.

“I’m a firm believer that everyone should be involved in the succession plan, no matter if they are active in the farm business or not,” Wade says. “In this case, planning meetings should make space for discussions about how to maintain the farm legacy without assigning roles or responsibilities to select siblings. Conversations should be open and honest and without pressure from others.”

Wade also recommends designating time or space for non-work or non-farming interactions to maintain positive sibling relationships outside of farm duties, farm management or succession planning discussions. “These can be as simple as family dinners or attending community events.”

* This family and case study are fictional.

To read previous instalments in this series:

Part 1: Sibling issues in farm succession

Part 2: Tips for how to be fair to all siblings during farm succession

Part 3: The big squeeze

Part 4: Financial disagreements

Part 5: Generational differences

The post Sibling squeeze part 6: The emotional stakes of a family legacy appeared first on Country Guide.

Josh, who’s already been working alongside their dad on the farm for 10 years, is reluctant to entertain new ideas and is generally resistant to change.

This situation has created a divide in the family, especially with Josh, who feels his experience and vision for the farm are undervalued.

Darrell Wade, founder of Farm Life Financial Planning Group and a farm succession specialist, says that generational differences regarding change are a common source of friction on the farm, especially when multiple generations or siblings work together.

“Chances are everyone wants what’s best for the family farm, they just have their own idea of how to achieve it,” he says.

“That’s where an aligned vision and set of values can help.”

Wade recommends that this family — including brothers, their parents and anyone else involved in the farm or family — come together in a discovery session.

“The outcome would be to draft a shared vision for the farm that reflects everyone’s values,” he says. “This can unify the family and reduce feelings of exclusion or unappreciation by aligning efforts toward a common goal.”

Establishing and defining everyone’s role is another good place to start, says Wade.

“By defining where each sibling can best lead different areas of the farm business, they can then develop a decision-making model.” He suggests that they hold regular business meetings to introduce new ideas and evaluate management practices in a constructive manner.

“This can also foster harmony and give everyone a respected voice at the table.”

Wade says it important that generational or personality differences be acknowledged and embraced as strengths.

“When families are open minded, they can find alignment and complementary skills or ideas, like maybe a younger sibling’s push for sustainable practices could complement an older sibling’s traditional knowledge,” he says. “Sometimes a compromise could be piloting new ideas on a small scale to test innovations without risking major conflict. But you won’t find out unless everyone comes to the table with a willingness to listen to each other.”

*This family and case study are fictional

To read previous instalments in this series:

• Part 1: Sibling issues in farm succession
• Part 2: Tips for how to be fair to all siblings during farm succession
• Part 3: The big squeeze
• Part 4: Financial disagreements
• Part 5: Generational differences
• Part 6: The emotional stakes of a family legacy – coming soon!

The post How to give every sibling a respected seat at the farm table appeared first on Country Guide.

While they have both invested capital in the farm over the years, the two brothers have never really agreed on the farm’s financial priorities, and the external pressures of market fluctuations and ongoing weather challenges are creating more tension between them.

Eric would like to invest in new equipment and upgrade technology to keep the farm running, while Matt feels they should prioritize maintaining cash flow. Day-to-day management discussions have become increasingly challenging since the brothers can’t agree on how finances should be managed or invested, and their disagreements are beginning to affect their relationship and overall family dynamics.

Financial stress and interdependence

Darrell Wade, founder of Farm Life Financial Planning Group and a farm succession specialist, has a few suggestions for how the brothers can manage this tense sibling situation.

“A farm is the perfect place to combine personal and professional relationships,” he says. “It works if everyone is aligned, but it can be hard if they’re not. And harder still when schedules, finances and lifestyles are deeply intertwined with the farm.”

The first thing Wade says these brothers need to do is complete some business planning exercises.

“Starting with a vision (the why), they need to ask themselves what they are trying to achieve and how they measure success,” Wade says. “Then work through the tougher questions such as how to balance reinvestment in the business along with personal needs for income.”

He also recommends that they complete a SWOT (strengths, weaknesses, opportunities, threats) analysis to determine what’s working, what’s not, and to identify the opportunities and risks to the business.

“I often find approaching this analysis as a self-assessment exercise first can help farmers recognize where they should be investing their resources, both time and money,” says Wade.

He says that no matter who you’re farming with, every farm business should have a formal agreement that outlines ownership, financial contributions and an exit strategy, such as a buyout clause. Written agreements should be developed for key aspects such as profit-sharing, land use or succession plans.

“I recommend involving a professional consultant to help these brothers develop these key legal agreements,” he says.

When it comes to managing farm finances, Wade says it’s important for farm partners to secure individual financial protection and to keep their personal finances separate from the farm finances.

“The farm business should maintain a separate bank account to prevent personal assets from being entangled in farm debts or disputes,” Wade says. “Siblings should all have access to financial records for transparency, to reduce the risk of one sibling controlling or mismanaging funds.

“The brothers should also be sure to protect themselves against debt risks. I advise against siblings co-signing loans unless their ownership stakes are proportional.”

Instead, Wade recommends farm siblings structure loans to reflect individual contributions or use farm assets as collateral. He says that they should consult a financial advisor to create a debt management plan that protects individual investments.

In the next instalment of this series, we look at the case of three siblings who work together on the family dairy farm. The two youngest, Jessie and Cam, have recently returned to the farm and both are full of new ideas they’ve picked up from their college experiences and from working off the farm. They are pushing to implement new practices and technology in the operation. Josh, who’s already been working alongside their dad for 10 years, is reluctant to entertain new ideas and generally resistant to change. This situation has created a divide in the family, especially with Josh, who feels his experience and vision for the farm is undervalued.

Watch for it in February.

** This family and case study are fictional.

Read previous instalments in this series

Part 1: Sibling issues in farm succession

Part 2: Tips for how to be fair to all siblings during farm succession

Part 3: The big squeeze: How to be fair to siblings during farm succession

The post Part 4: Financial disagreements between farm siblings appeared first on Country Guide.

Recent conversations between her brother, Rob, who isn’t actively involved in the farm and who lives off the farm, and her parents have left Andrea with the impression that her brother is weighing in on farm management decisions and wants the farm to be managed his way in an effort to preserve it for his own kids. This has Andrea worried that she will be overlooked in any farm transition and “squeezed out” by her non-farming sibling despite all her work and obvious effort to grow the farm business.

Darrell Wade, founder of Farm Life Financial Planning Group and a farm succession specialist, offers his advice for managing this sticky sibling situation.

“Too often expectations or assumptions are made, and it sounds like this farm family needs to come together and start having some clarifying conversations,” suggests Wade.

He says these disconnected views of farm management and ownership need to be addressed, sooner rather than later.

Wade says it’s important that this family come together to create a unified vision for the future. “This will allow everyone to feel involved in the process and have a voice,” he says.

“An initial discovery session with each individual and then with the entire family can help them navigate this process. Establishing family values will also help remove assumptions and create unity within the family.”

He also recommends the family create a farm business plan that includes an outline of who is involved in the business and on the management team.

“They need to establish who is responsible for each role, the impact they create as individuals and as a farm family and even consider conducting a SWOT (strength-weaknesses-opportunities-threats) analysis to help clarify where resources should be allocated.”

Wade says this farm family should also build governance into their business structure, noting that the process of creating formal agreements will force additional communication among shareholders or siblings and remove the “what-ifs” that create unnecessary tension, like worrying about being squeezed out.

“This process also allows families to create their own decision-making framework that clarifies and streamlines business operations,” he says.

Lastly, Wade suggests that to maintain family harmony it’s important to communicate often and come together to celebrate achievements regularly. “This fosters and supports a healthy family dynamic.”

In the next instalment of this series, we look at the case of brothers Eric and Matt, both of whom are dependent on the farm for their main source of income. But years of drought have created a tight margins situation, and from the beginning they’ve never agreed on the farm’s financial priorities. With increasing external pressures such as market fluctuations and ongoing weather challenges, day-to-day management discussions have become tense, and their disagreements are beginning to affect their relationship and overall family harmony.

Watch for it in the January Tech issue. CG

* This family and case study are fictional.

The post The big squeeze: How to be fair to siblings during farm succession appeared first on Country Guide.

Andrew and his wife have been farming in partnership with his parents for 12 years now, and the family is beginning to develop a farm succession plan.

Doug has been working with his parents and brother for a few years, drawing a wage, and isn’t sure if he wants to farm with his brother or start a farm of his own some day.

Jessica is married with a family of her own, has moved away from the farm and hasn’t expressed any interest in the farm — until now.

Both Doug and Jessica are concerned the succession plan will create an uneven inheritance and want to make sure they get what they believe to be “their share” of the farm. As a result, tension is running high between the three siblings, and Kevin and Nancy feel they are caught in the middle.

As parents and the older generation of the farm transition, Kevin and Nancy want to see the farm legacy continue, but at what cost to the relationships between their adult children?

A voice, but no vote

Family farms often involve complex succession planning, especially when parents are uncertain of how to be fair to everyone in the family and are concerned about family harmony.

Siblings often have differing visions for the farm’s future or feel entitled to unequal shares based on their involvement. Uneven inheritance (i.e., one sibling inheriting the farm while others receive less) can create long-lasting tension, especially if non-farming siblings feel excluded.

Darrell Wade, founder of Farm Life Financial Planning Group and a farm succession specialist, offers his insights about managing this sticky sibling situation.

Wade says that this family is already off to a good start by informing everyone of the intention to develop a succession plan. He recommends they start with an initial discovery meeting with an advisor so everyone involved can get a better understanding of their vision of success.

He says it’s always best to remove any assumptions of what everyone wants and believes is needed to be successful in their individual lives and for the farm. Wade believes it’s important that everyone is allowed to have a voice, but they may not necessarily have a vote.

“Most parents want to be able to support all their children if they have the available resources to do so,” says Wade. “But a substantial financial planning analysis should be conducted first to determine the lifestyle income needs of the exiting generation and the financial strength of the farm and family before determining ‘fair’ financial amounts for other siblings.”

He says that depending on the age and stage of life of the off-farm siblings, they may require different types of support (e.g., school tuition, first home, vehicles, etc.). The parents also need to consider balancing their financial needs with what to give their children and/or with the available cash flow of the farm.

“A key part of our recommended planning process also involves identifying goals and quantifying what the farm and family can afford to balance needs and abilities,” Wade says. “For example, I would recommend the family look at various financial tools, such as life insurance policies, that can name non-inheriting siblings as beneficiaries to offset the value of the farm being inherited by one sibling.

“Other considerations could be a ‘right of first refusal’ clause, allowing siblings to buy out the farm or shares before they are offered to anyone outside of the farm. No matter how the family proceeds with the succession plan, communication will be essential to maintain harmony.”

Next, Wade says he would introduce options that could allow the family to weigh the advantages or disadvantages of changing the current structure of the farm (e.g., from a sole proprietor to a partnership or corporation). This would allow the family to clearly define a value for the exiting and entering generations and it can help balance a sibling’s ownership percentage based on their contributions.

“A new ownership structure should also include an agreement to outline how the business will manage unforeseeable situations, like a partner death, disability or disagreement,” Wade says, noting that it’s essential for farmers to always use written contracts, consult an attorney who specializes in agricultural law to ensure contracts are legally binding, and to account for local regulations.

Wade reminds everyone that once the succession plan has been established, it can’t just sit on a shelf. “The plan, wills and agreements should be revisited every few years or after major life events (e.g., marriages, new children, divorce) to reflect changing contributions or goals, or potential new outcomes,” he says.

In the next instalment of this series, we look at the case of Andrea who has been farming alongside her parents for three years. In addition to day-to-day farm work, she’s been investing in the large grain operation by introducing and running new management systems, taking courses to learn more about marketing crops and has invested financially in the expansion of the farm’s grain storage.

Recent conversations between her brother Rob, who isn’t actively involved in the farm and lives off the farm, and her parents have left Andrea with the impression that her brother is weighing in on farm management decisions and wants the farm to be managed his way in an effort to preserve it for his own kids. This has Andrea worried that she will be overlooked in any farm transition and “squeezed out” by her non-farming sibling despite all her work and obvious efforts to grow the farm business.

Watch for it in the December Goal Setting issue.

Read part one in this series here.

*This family and case study are fictional.

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According to Dr. Rob Swackhammer, veterinarian with Upper Grand Veterinary Services in Guelph, Ont., who specializes in large animal veterinary care, these situations can often be managed with a little common sense and confidence.

“Having the basic skills and self-confidence to assist an animal that’s uncomfortable not only improves the animal’s welfare but can be the difference between calling the vet or not, or even buying time until the vet arrives,” says Swackhammer. Knowing what to look for and how to manage an animal health situation can also provide a veterinarian with valuable information to make timely decisions.

A firm believer in lifelong learning, Swackhammer often works with clients to educate them on early symptoms and signs of animal illness or distress. He shares his practical on-farm approach with farmers to identify common issues, how to manage emergency situations and when to call in a veterinarian for help.

Here are the top four animal health concerns Swackhammer believes livestock farmers should be able to identify and know what to do if faced with the situation. 

1. Dystocia 

Commonly known as an abnormal or difficult birth, dystocia can occur at any stage of labour, in all types of livestock and at any age.

Swackhammer advises farmers to brush up on the stages of labour based on the type of animal they have. For example, the first stages of labour in a cow could take up to five hours, and once feet are presented the calf should be born within the hour. Understanding the labour stages can help farmers understand if the situation is prolonged or problematic, and if they need to call a veterinarian for help.

If an animal’s labour becomes prolonged or it exhibits signs of discomfort, Swackhammer advises farmers to perform an internal examination. “The ability to properly assess an animal, like checking on the position of the baby, can help everyone make informed decisions. If a vet needs to be called, the ability to provide as much information over the phone about the length of labour and position of the baby inside the mother will benefit everyone, especially the animal in distress,” says Swackhammer.

“If labour is going well and progressing there is no need to touch the animal,” Swackhammer reminds farmers. “But knowing when to step in can save the baby and result in a healthier mother.”

Of course, mitigating dystocia can be managed even before the animal becomes pregnant, by selecting sires that offer calving, lambing, foaling or kidding ease and proper nutrition to maintain ideal animal body weight and animal condition before and during pregnancy. 

Swackhammer recommends pregnancy checks or ultrasounds to identify the accurate birth timing and determine if the animal is carrying multiples. He reminds farmers that the more information you know ahead of time, the better prepared you can be.

When it comes to being prepared, having the right supplies on hand is a must. These should include OB gloves and lube, clean rope, anti-inflammatory medication, needles and syringes, and colostrum. 

Swackhammer reminds farmers that wearing personal protection when assisting with livestock births is important because some zoonotic diseases can be transmitted to humans. 

A clean and dry environment where animals can be caught easily and restrained, if necessary, should also be prepared to reduce stress on the animals and farm workers.

2. Scours

Scours refers to diarrhea and is most common in young animals, such as calves, lambs, piglets, kids and foals. It’s a common and potentially serious condition that can lead to dehydration, weakness and even death if not treated promptly. 

According to Swackhammer, the best defence against scours is colostrum. Ideally, every newborn animal should drink colostrum within eight hours of birth to reduce the risk of scours. Young animals should also have access to plenty of clean water to supplement their hydration.

Watery, loose feces are the most common signs of scours. Young animals can also show signs of dehydration, such as sunken eyes and a dry mouth or nose. They can also be lethargic and show little interest in nursing, drinking or eating.

Early intervention is key to managing scours. As soon as signs are detected, the animals should be quarantined to reduce the transmission of pathogens to other young animals. If the animals are on pasture, Swackhammer advises farmers to rotate pastures and isolate sick animals to reduce pathogen buildup in the animals’ environment. 

Early treatment can be as simple as supplementing the young animal’s hydration with oral electrolytes once or twice a day. Electrolytes can be easily fed with a bottle and, as an added benefit, can help reduce the risk of acidosis in young animals. Swackhammer reminds farmers to read and follow label directions when administering all medication, including electrolytes. Providing an anti-inflammatory can also help young animals recover faster and keep them comfortable.

Swackhammer says it’s time to call the veterinarian when more severe signs of dehydration and lethargy are visible, or if the animal doesn’t respond to electrolytes. He explains that more severe stages of scours can be identified by drooping ears, sunken or glazed eyes, or if the young animal has difficulty standing. 

“That’s when you really need to call your vet,” he says, reminding farmers to keep detailed records of the illness timeline and any medication they have administered to provide the veterinarian with the most accurate and timely information.

If a herd or flock is prone to scours, Swackhammer advises farmers to consult with their veterinarian about preventative vaccine programs for mature animals that can help reduce the risk when young animals are born.

3. Lameness

Lameness is a frequent issue in livestock and, according to Swackhammer, the most common cause is foot rot. This is especially prominent during the muddy seasons of spring and fall, and that’s why he reminds farmers that prevention starts with keeping a clean and dry environment for livestock.

“Lameness due to foot rot can look like a broken foot, too,” says Swackhammer, noting that other common signs include swelling and an animal’s inability to bear weight on the foot. 

On-farm treatments can start with a long-acting antibiotic that should show signs of improvement within two days. Administering an anti-inflammatory is also recommended to reduce swelling and improve recovery time. 

If the animal doesn’t respond to treatment, or doesn’t improve within two days, Swackhammer recommends calling a veterinarian for a consultation. He says that in prolonged cases, it’s best to seek professional medical care to determine the cause and best course of treatment.

4. Respiratory infections

“Pneumonia is the predominant respiratory illness in livestock, especially in young animals,” says Swackhammer. He says that once again colostrum is a young animal’s best defense, along with a clean, dry and well-ventilated environment. 

Signs of pneumonia in young animals can vary, but common symptoms include coughing, laboured or rapid breathing, nasal discharge, fever and lethargy. Swackhammer says that in cases of respiratory illness, he recommends calling a veterinarian if any of these signs appear, especially if an animal is open-mouth breathing. 

Having a thermometer on hand to monitor the animal’s temperature is the first step to managing pneumonia. He says the first line of treatment will likely be a long-acting antibiotic, but that should be directed by a professional. And if there’s no response to treatment within 24-48 hours, then a second call to the veterinarian is recommended. 

Infected animals should also be quarantined, and nose-to-nose contact with other animals should be restricted or prevented altogether.

To help prevent pneumonia, farmers can start by minimizing stress in young animals. “Stress weakens an animal’s immune system and increases their risk of picking up bacteria and infections, especially respiratory infections,” explains Swackhammer.

Some of the most stressful periods in a young animal’s life can be weaning and transportation. Swackhammer advises farmers to consider a pre-weaning vaccination program to reduce the risk of illness and a weaning program that reduces animal stress. These management considerations can also help manage stress and boost immunity during transportation, reducing the risk of “shipping fever,” a common term for respiratory illness in livestock.

Empowering farmers

“Farmers are resourceful and intuitive, they just need to feel empowered sometimes, and have the proper tools and skill set to take action,” says Swackhammer, who recommends that farmers consult with their veterinarian to learn more about these common illnesses and what they can do to prevent and manage them on their own farm.

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In this six-part series, Darrell Wade, founder of Farm Life Financial Planning Group and a farm succession specialist, offers valuable insights into managing sibling relationships on the farm.

Drawing from anonymous case studies, he highlights common challenges and shares practical, professional advice for navigating the complex dynamics of working alongside family, especially brothers and sisters.

Start with the basics

“While every farm and family is unique, I’ve established a process to navigate these types of situations,” says Wade. “When my team sits down with a farm family, our goal is to help families to communicate and, ideally, the process we follow will lead to resolutions and actions that will secure a farm’s legacy.”

Wade’s process begins with discovery, meeting with individuals first, then together with the entire family. During this initial discovery stage, family members can share their personal vision, goals and concerns so that when the family comes together as a group, they can have open discussions that Wade hopes will lead to alignment.

In the second step, Wade dives into the farm’s finances to determine the financial strength of the business. Openness and transparency are key in all discussions, especially when it comes to finances.

Next is the transition options stage, where possibilities are explored and selected to best suit the future of the farm and those involved.

Lastly, farm business governance is necessary to formalize all the decisions that have been made and to put everything in writing, including legal agreements.

Wade notes that following a process through succession or even to navigate family challenges helps to keep everyone focused and on track — but the journey isn’t typically linear.

He advises farm families to approach every situation with an open mind and a willingness to participate. “Working with family isn’t easy, especially when everything is centred around the business, a livelihood and the farm legacy,” he says. “But it can be so rewarding, especially when everyone works together towards the same goal.”

Case study #1 — Shared workload and role conflicts

Two brothers, Mark and Steve, work together as partners on the family dairy farm. Being the eldest, Mark has always assumed the unofficial role of making the final business decisions and feels he contributes more to the farm management side of the business. While the two brothers work alongside each other, sharing the day-to-day workload, tension has been growing between them.

It started with disagreements over cropping choices, equipment purchases and task division. The two can no longer find common ground and Mark feels his decisions have more weight than Steve’s.

Adding to the strain, Mark has a young family and Steve is single. Lately, Mark’s share of the workload has been less than his brother’s because home and family life has become a bigger priority. As a result, Steve believes he contributes more labour and “sweat equity” to the farm than his brother.

Resentment has grown and created a breakdown in communications between the two brothers who are now asking themselves if it would be easier to farm by themselves.

Wade’s advice

The close relationship of working alongside family, and especially siblings, can easily blur lines between family dynamics and professional responsibilities.

In this situation, it sounds like there’s an obvious disconnect between the shared workload and management perceptions that’s creating conflict over their individual roles in the farm business. The brothers are not aligned on the value each brings to the business. Working in and on the business requires different skills and time contributions from each brother.

Wade says he would begin by meeting with each individual as part of the discovery process to find an alignment with their visions for the farm. “These types of issues between siblings can cloud judgement, making it difficult to remember what the purpose is, including important questions, such as why they are farming.

”I would then bring the brothers together to clarify their vision and build unity. My intention would be to determine if they both have the same vision for success before we continue with the process.

“I recommend establishing clear roles and responsibilities by defining each sibling’s role based on skills, interests and availability — and put it in writing.”

For example, Wade says one could handle the livestock while the other manages finances. “But they both have to agree on how the roles are divided. These roles also need to be documented to avoid overlap. The brothers also need to establish some metrics for each of them to use as guidelines for balancing time on the business, time in the business and time required for family.”

To set or re-establish boundaries between work and family, Wade suggests they start by designating times or spaces for family-only interactions that are separate from the farm business to maintain personal connections. “For Mark and Steve, it might mean joining a local ball team together to have fun outside of the farm, or scheduling family dinners where farm business is not a topic of conversation.”

Wade reccomends the brothers formalize contributions and ownership of the farm. “If this hasn’t happened yet, now is the time to document sweat equity and financial inputs to date. Mark and Steve can start by keeping detailed records of each of their contributions — including hours worked, tasks performed and financial investments (e.g., equipment purchases or loan repayments). I recommend using farm management software systems or a shared ledger for transparency. If there’s sweat equity on the books, they both need to assign a monetary value to it to quantify non-financial contributions. This can be done using local labour rates.

“I also recommend setting a framework for regular check-ins and communicating expectations. These are important steps that could reduce the risk of splitting the family and farm apart.”

Lastly, Wade would like to see the brothers build an agreement for the “what-ifs.” “They should identify these what-ifs together and determine what they would do if they can’t agree in the future. The process of building this future-focused plan will help them align their vision and values for the farm’s future.“

Case study #2 — Trying to be fair

In the next instalment of this series, we look at the case of Nancy and Kevin and their three children, Jessica, Andrew and Doug.

Andrew and his wife have been farming in partnership with his parents for 12 years now and the family is beginning to develop a farm succession plan. Doug has been working with his parents and brother for a few years, drawing a wage, and isn’t sure if he wants to farm with his brother or start a farm of his own. Jessica is married with a family of her own, has moved away from the farm and hasn’t expressed any interest in the farm — until now.

Both Doug and Jessica are concerned the succession plan will create an uneven inheritance and want to make sure they get what they believe to be “their share” of the farm. As a result, tension is running high between the three siblings, and Kevin and Nancy feel they are caught in the middle. As parents and the older generation of the future farm transition, Kevin and Nancy want to see the farm legacy continue, but at what cost to the relationships between their adult children?

Watch for it in the November Numbers issue.

To read all instalments in this series:

• Part 2: Tips for how to be fair to all siblings during farm succession
• Part 3: The big squeeze: How to be fair to siblings during farm succession
• Part 4: Financial disagreements
• Part 5: Generational differences
• Part 6: The emotional stakes of a family legacy

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