Remember when you were younger and your parents were teaching you how to do jobs on the farm? Do you remember that some of them were off limits because of your age or physical ability? You might also remember feeling a little put off by the “no, you can’t do that” response you received to your eager willingness to help.
Now that your parents are aging, the roles have been reversed. How can you tell your dad, for example, that you no longer want him to drive the tractor because you’re worried about his safety or the safety of others?
When aging parents work in conditions beyond their physical and mental capabilities, it can lead to potentially dangerous situations — and in turn, some awkward conversations or conflict.
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Increased risk of injury or death
Statistics show that farmers over the age of 60 are at a significantly increased risk of injury and death. They may experience a loss of physical and cognitive abilities including strength, flexibility, reaction time, agility, balance, sight and hearing. Declining physical capacity can also lead to depression and feelings of isolation and worthlessness.
It’s a common situation, admits Elaine Froese, a Boissevain, Man. farm family coach. “I can think of two cases right now where an 82-year-old is having trouble letting go and a 92-year-old is still showing up at the farm quite a bit,” she says.
After a lifetime spent farming, she explains that parents, and men in particular, can struggle with, “‘Who am I if I can no longer show up at the farm?’ There’s a lot of pride, stubbornness and independence in agriculture and a mindset that ‘they are going to die with their boots on.’”
Farm families need to have a conflict resolution system in place to talk about the hard things, says Froese. Too often conflict is avoided instead, which can have serious consequences. “There’s a hole in the shed, but no one is fessing up to who did it.”
There are still lots of things they can do
Froese says older farmers have a wealth of experience that should be respected and sees an opportunity to acknowledge that by giving them the status of the “wise elder.” If they want to continue to be informed of decisions on the farm, is it possible for them to attend meetings or can the younger generation have coffee with them regularly to let them know what’s going on?
Older farmers may be angry about the limitations they are experiencing due to age, illness or injury, but having honest conversations can help to navigate these emotions and to come up with creative solutions, continues Froese. A good place to start, she says, is by asking what role the elder farmer wants to have. “Ask, ‘What does a good day on the farm look like to you?’”
Take the other person’s perspective, listen well and ask them to consider the risk to others and themselves if they cannot do the job safely, she says.
The Canadian Agricultural Safety Association (CASA) recommends conducting a safety analysis (click here for tips) for specific jobs to determine if the individual has the capacity. Consider factors such as training, experience, and physical and cognitive abilities. Brainstorm suitable tasks such as feeding the calves, sweeping the shop floor or mowing the lawn.
It may be possible to create safer conditions by upgrading the work environment or by adapting jobs to fit changing abilities. Some examples of improvements include investing in machinery with more safety features; installing better lighting, non-slip surfaces and handrails; limiting work hours; and planning for teamwork.
Consider ways to ensure the elder farmer feels seen and heard while keeping them safe, suggests Froese. Can they “graduate to the buddy seat” so they can enjoy the experience of harvest or planting? Can you take them for a drive to see the crops while playing their favourite music? Can family members get them interested in other activities or hobbies?
Froese says too often the person who takes over the farm is saddled with the responsibility of taking care of the senior generation which isn’t fair. She recommends making the larger family beyond the farm aware of issues and letting them know how they can be supportive. “It may take a family meeting to ensure that non-farm family members have a reality check.”
Draft a business continuation plan
Having been in this situation herself, Froese warns that when there’s a family member whose health is declining substantially, it’s important to have them assessed to find out what care options are available. “Don’t procrastinate,” she says.
Len Davies, a succession planning coach in Ridgetown, Ont., also sees this situation frequently and agrees communication is the key to a smoother transition of roles. A written succession plan, or what Davies says is better called a “business continuation plan,” can provide clarity.
He explains that when you call it a succession plan there’s an implication that Mom and Dad are done. “But that’s too final. A business continuation plan sees everyone working together, which I feel makes it easier for dads and moms to let go.”
In that plan, the roles and responsibilities of each person are set out. “In 2026, here are Dad’s jobs, Mom’s jobs, the kids’ jobs.” This is repeated each year until the parents are doing very little, he explains. If more detail is needed, job descriptions can be created for each of the family members involved in the operation.
Davies says weekly or bi-weekly operational meetings, along with strategic meetings three to four times per year, keep everyone on track. To ensure clarity, set up an Excel spread sheet that lists the date, the job, who’s doing it and who’s the backup.
If needed, there can be criteria that the younger generation must meet before the transfer of responsibilities takes place, such as the completion of a financial management course.
Davies says it can be hard for parents to let go, but putting the transfer of roles and responsibilities on a written timeline gives you something to refer to when disagreements arise. “By putting it in black and white, nobody can move the goal posts. When it’s written down, you can say ‘remember, we agreed.’”
Succession doesn’t happen all at once and a business continuation plan accounts for the transition of management, labour and ownership, continues Davies. It also makes the distinction between labour and management clearer.
However, he says it’s important to remember that the plan is a working document that should be reviewed regularly and revised as necessary. “You can never have too much communication during succession.”
How to conduct a job safety analysis
The Canadian Agricultural Safety Association (CASA) recommends conducting a safety analysis for specific jobs to determine if an individual (this applies to everyone on the farm not just the older team members) has the capacity. Consider factors such as training, experience, and physical and cognitive abilities.
For each job:
- Break down the job into individual tasks.
- Determine the minimum ability required to safely perform the task.
- Identify the potential hazards associated with each task.
- Identify the personal risk factors of the person performing the task.
- Determine the actions to take to eliminate or control hazards and address personal risk factors.
Adapted from casa-acsa.ca/wp-content/uploads/CASA-2024-Job-Safety-Analysis-ENGLISH-FINAL.pdf
