Here’s a question many of you have probably asked yourself at some point: if it looks like there aren’t many options for growth on your farm, what’s a growing family to do? This is the question GFM contributor Jeanine Moyer digs into for this article.

Speaking of the farm biz, one key component that often gets overlooked is offering support to the farm’s leader. As Helen Lammers-Helps explores in this article, despite leaders being hardworking, strong and stoic, team members need to remember that sometimes their leader needs support, too.

And since winter is still hanging on (le sigh), we’ve got an article in the Cultivating Wellness column by Kathlyn Hossack on how to make a tasty, nutritious and warming bowl of broth and in the Fit to Farm column, you’ll learn why it’s important to stay active even if it’s too cold to get outside.

What would you like to see in the Farm & Family section (powered by Country Guide) of Western Producer Media? Drop us a line at astewart@farmmedia.com

Farm families work together to break new ground and nurture growth. As each member grows, our Farm & Family team wants to know how we can help you grow further. Share your thoughts with Farm & Family editor astewart@farmmedia.com

The post Farm & Family – Feb 27 edition appeared first on Country Guide.

When 45-year-old grain farmer KR Vreeling was diagnosed with multiple myeloma in 2009, he and his wife, Tammy, realized they needed to expedite their farm transition plan or, at the very least, that they needed a backup plan. With four children still at home on their Manning, Alta., farm this sudden turn of events would be life-altering for everyone, in more ways than one.

Farm succession frequently consists of two common sticking points. The pathway through and the outcome of both hinge on what seems like a never-ending string of decisions.

First, you have to figure out how to do it.

Second, you need to determine what a successful farm transition will look like to you and your family.

As if those two points aren’t headache-inducing enough, imagine that you must also add “expedited timeline” to the list. The situation becomes, as the old saying goes, a whole other kettle of fish.

But that’s exactly where KR and Tammy found themselves in the spring of 2009.

No strangers to big decisions

Something meaningful usually drives a big decision, especially when it comes to family.

For the Vreelings, it’s always been the desire to ensure opportunities for the next generation.

In 1949, KR’s maternal grandparents, the Luikens, and their eleven children emigrated from Holland to Hawk Hills, Alta., a six-hour drive north of Edmonton. They acquired a half section of land through a lottery. To gain title rights they had to clear 40 acres in three years as stipulated by the farm development lease program. In 1953, KR’s paternal grandparents also made the long trip from Holland to settle on a farm near Grand Prairie.

KR’s parents took over the farm in 1967. In 1984, a 21-year-old KR, who was farming with his father and brother, was ready to make his first business decision. He purchased land at a time when it seemed crazy to farm as there wasn’t much money in it, but “you did it anyway because you loved it.” Then, in 1987, KR launched an independent fertilizer company to generate additional income.

Things were looking up. He married Tammy in 1989, and the fertilizer company led to a trucking company. There were trucks on the road 24 hours a day: five anhydrous ammonia trucks, a water truck, a log truck and a propane truck.

But managing a farm, fertilizer and trucking company took its toll. They didn’t have enough time for the work they wanted to devote to the farm, and the trucking company phone would ring constantly, sometimes in the middle of the night. It was time for another big decision.

And so, in 2007, they sold the fertilizer business and by 2009, they had restructured the farm in a way that allowed KR to spend more time with his family and to coach hockey.

The worst news

But then, in the spring of 2009, KR received his diagnosis.

He underwent eight weeks of chemotherapy and radiation to shrink tumours in his back and tailbone. His brother, Doug, helped manage the farm and KR’s son, Michael, was on the farm full time for seeding, spraying and harvest. In August that year KR had a stem cell transplant and spent three weeks at the Cross Cancer Centre.

“It was rough,” says KR.

One day, at a medical appointment, KR mentioned to the nurse that no one had ever given him a prognosis.

“I told her, ‘I have a family and young kids, a business…,” he says. “The nurse said, ‘I will tell you, but you have to decide what you will do with the information.’ The nurse went on to explain that typically this cancer is an ‘old man’s’ cancer and the averages (of survival) is that 50 per cent are gone in five years. That’s scary information for anyone to hear.”

KR was home in time for September harvest, and he was able to sit in the shop for an hour a day. But the shock of what the nurse told him weighed heavy.

KR and Tammy decided it was time to train Michael, 18, how to run the farm within five years.

When, in spring 2010, Michael rolled his ankle, he and KR were forced to switch roles. Michael was in the office and KR was back out in the yard. This turned out to be a blessing in disguise as it provided Michael with a “trial by fire” opportunity to hone his managerial skills.

Five years after KR’s cancer treatment younger son, Ryan, who was in Grade 12, and KR were on a trip to Fairview College where Ryan was working towards his green certificate credits. KR asked him what his plans were for the future. Ryan, who had showed an interest in the farm, replied, “I guess I can’t farm, because Michael is farming.”

“I told him, ‘Why not? The farm is big enough for two. If you want to farm, we will figure it out. There is more than enough farm to make it work’,” says KR.

Michael continued to farm, coming back home for seeding, spraying and harvest, while attending trade school at the Northern Alberta Institute of Technology to receive his journeyman oilfield instrumentation certification. The family thought it would be a good idea to have a fallback career in case farming didn’t work out. Ryan ended up at Olds College and received his diploma in agricultural production.

Meanwhile, the five-year plan had expired, and the family moved on to another round of decisions.

The transition trial

Cancer was always in the back of KR’s mind, so getting the succession plan done was not an issue of when, but how.

The Vreelings attended a session with Elaine Froese, a farm family transition expert, and Jonathan Small, an advisor with MNP at the time. KR also attended Syngenta’s Grower University in London, Ont., so that he could learn how to develop and execute their plan.

KR learned that good advisors ask hard questions. When Small asked “Is this business worth transitioning?” the wind momentarily went out of KR and Tammy’s sails. They were proud of what they had built, but they also understood and appreciated the objectivity of the question.

Small met with each family member and then met with them as a group. After the initial discovery and analysis process, Small told KR and Tammy they should be proud of their kids as they have a strong work ethic and no entitlement issues. KR says that comes from “how we live our life day-to-day more than anything. We tried to teach them the value of money, and hard work. If you want something in this world, you’ve got to work for it. They put hours in, and we paid them.”

When Small put the succession plan on the table KR remembers sitting back and thinking, “Perfect, we’ve accomplished our goal!” He remembers Small asked, “So, when are we going to do this?” to which KR replied, “Well, not today.” Small countered with, “Well, why not today?”

“We’re missing a step. When is it ‘our farm’, when we are partners with our kids?”

– KR Vreeling

KR felt the kids weren’t quite ready and told Small, “It doesn’t feel right to us. On Monday it’s ours and on Friday it’s theirs? We’re missing a step. When is it ‘our farm,’ when we are partners with our kids?”

They decided on a three-year trial, making all partners thirds in the business. “We drew a line in the sand and did an asset valuation on what the farm is worth today,” explains KR. “Then, we’d draw a line again to figure out if there was any growth. If they checked the boxes then we would divide up the growth three ways and execute the succession plan.”

KR had a list of things he wanted to check off before transitioning the business. “The trial was the concession,” says KR. “They needed to show me they could run the farm. Number one was to take over marketing plans, get 1A licenses, and be able to do the books and at the end of the day still be brothers. We stipulated that if you can’t work together, we are not doing this because it isn’t worth it.”

The mechanics of a good decision

If there is anything I took from speaking with KR and Tammy, it’s their approach to decision-making and how they work together as partners to make decisions no matter how hard the situation. They have a process. Their ability to analyze, communicate, decide and move forward is unwavering. They have a quiet confidence — humble yet assured — and follow their values as they step into the unknown.

So, what does a successful family succession and legacy look like? I think it’s an ability to make a series of good decisions as a family — even when it’s hard or the odds are against you — for the long-term success of the family. That’s exactly what the Vreeling family has always done.

KR’s idea of implementing the trial period allowed space to talk about the real issues and to set boundaries. But how do you get people to do the hardest thing on the farm: talk?

Tammy told them “I am the mother and wife, and I do not want to be in the middle. You’ve got to figure out a way to deal with it. If something is going on you need to talk about it, no complaints, and I don’t want to hear it.”

The other stipulation was that no one lives at the shop. It was important to them that when they go home, they leave work at work, creating a respect for the business of farming. “You’re not ‘just’ a farmer. This is a real thing, a real job and a real company,” says KR. “We tried to instill this respect and that it should all be treated with importance.”

The boys have found how to work together. Michael is the visionary, general manager and makes the marketing decisions. Ryan is the integrator, doing the books and developing crop plans. Tammy and KR are still major shareholders, and the family holds an annual general meeting each summer.

KR and Tammy had offered each of their children the opportunity to farm, but Sean and Carter wanted off-farm careers. Though both still help when they can, their parents are proud that the two boys are successful accountants in Peace River.

Ryan and Michael have also started a successful independent ag retailer just as their father did.

Letting go is hard

The challenge of letting go is as real a challenge as figuring out how to structure the handover.

KR says, “I want to drive tractor in the spring because I love seeding and I love combining in the fall. I still want to have value, and I want to see the success of the farm.”

KR and Tammy accept that sometimes you just need to park your pride. As Tammy notes, KR didn’t do everything the same way his dad did either.

“Our boys needed to find their own path,” she says. “As long as you can maintain a relationship with them, some things they have to learn on their own. We had similar complaints as every other farm founder going through this, wondering why wouldn’t they just ask? We could save them so much grief!”

Why didn’t they ask? Tammy and KR know now that it’s because the boys wanted to show them that they could do it. “They didn’t do it on purpose to hurt us; they did it to prove themselves,” says Tammy. “When we look at those boys now, they do things way better than we did.”

Each generational player — the now and the next — must define and redefine their roles.

KR maintains that not working on a succession plan is a selfish thing to do. “Part of the succession plan is that you don’t know how much you are in the way, a limiting factor. Once you move out of the way there’s a youthful enthusiasm that you start to really appreciate.”

He suggests getting started as soon as possible, because “You can’t rush it.”

The post The farm transition trial appeared first on Country Guide.

Kelsey Owen-Cooper is one of those people.

Owen-Cooper grew up in rural Ontario, surrounded by farm influences. Her grandparents grew up on farms, her father worked on a local dairy (frequent visits to his workplace sparked the idea that she wanted to work on a farm someday) and she married into agriculture. 

It was when she was working on her husband’s farm that she realized she loved agriculture and wanted to make it part of her career. So, she headed for Ridgetown Ag College and is now the co-production manager at Cooper’s CSA* where she handles beef and pork processing, sales and marketing.

Alongside farm work she also runs a marketing, content creation and consulting business for agriculture and small businesses. As a creative person she loves using her knowledge and experience — as well as the perspective of someone who didn’t grow up on a farm — to help tell farmers’ stories and bridge the gap between producers and the public.

“It’s been a journey I never could have imagined 10 years ago — and the doors just keep opening,” she says.

As an up-and-comer in Canada’s ag industry — one who is passionate, dedicated and working to ensure the industry’s success and sustainability — I wondered what she thought about her generation’s involvement in agriculture and what they think we should do better.

Danielle Ranger for Country Guide: Today’s workforce includes the most generations ever (five) at one time with millennials in the middle. What unique advantages does that cohort have?

Kelsey Owen-Cooper: Honestly, seeing “millennials” and “unique advantages” in the same sentence is a bit of a trip. Usually, we’re getting roasted for killing industries or eating too much avocado toast. I’m right on that cusp, basically a Gen Z in a millennial’s birth year (call me a zillennial), so my jaded side wants to roll its eyes. 

But the truth is, I think we do bring a lot to the table. We’re wildly adaptable — we’ve lived through more global curveballs than we can count, so shifting gears is basically our baseline operating mode. 

We also grew up as tech was exploding, so we not only understand it, we’re eager to use it, whether that’s modernizing farm practices, improving efficiency or telling our story online. Speaking of which, our social media presence is huge. 

We care about transparency, showing consumers where their food comes from and pushing back against lazy corporate marketing that tries to pin environmental blame on farmers while they skate by. And let’s be real: we’re hilarious. Our dark sense of humor gets us through the chaos of farming and life. 

Plus, we genuinely care. About the environment, about sustainability, about doing better. And we’re not afraid to question the way things have always been done if it means building a stronger future.

DR: What’s one tradition you think needs to be brought back or embraced more than it currently is?

Owen-Cooper: I’ve always sort of linked tradition with getting stuck in the past. But after mulling it over, I realized there’s one “tradition” we could stand to revive in agriculture: the tradition of not totally walling ourselves off from the rest of the world. 

It’s so tempting, isn’t it? In rural life — especially in Canadian ag, where we’re such a tiny slice of the population pie — it’s easy to just hunker down with people who think like us, value the same things and gripe about the same issues. 

And hey, I get it. Sometimes the rest of the world is … a lot. People can suck, especially when their values clash hard with yours. 

But here’s the kicker: for all our talk about city folks being “disconnected”, sometimes we’re the ones who are out of touch. We’re such a small minority, yet we can get weirdly defensive about our way of life instead of inviting others in or learning from them. 

So, if I could champion any tradition, it would be the practice of keeping the door open — of staying curious, connecting beyond our comfort zone and letting fresh perspectives in. Not because we need to abandon our rural roots, but because engaging with the bigger world actually makes us stronger … and a lot less cranky.

DR: What’s one tradition or mindset that needs to die?

Owen-Cooper: One mindset that absolutely needs to die — or at the very least get a serious overhaul — is this idea that the farm has to keep going no matter what, even if it means destroying your family or alienating your workers in the process.

I’d rather sell the farm than sacrifice my relationships. Period. And that’s not me talking with my head stuck somewhere dark. I’ve had some tough, heartfelt conversations with my own family about this. I’ve watched the air go out of them when I say it. Because for them, who’ve poured their entire lives into the farm, the idea that the next generation might just walk away feels like all their pain and sacrifice was for nothing. 

But here’s the thing: that exact mindset is why so many family farms are simmering pots of resentment. It’s the root cause behind family members who can’t stand each other, who bring their bitterness to the dinner table — or worse, project it onto employees. 

I’ve had countless shop talks with friends in ag who all have the same stories, and it’s heartbreaking. In my eyes, if parents and owners prioritized healthy relationships over simply keeping the farm afloat “because it’s been in the family for nine generations”, so many of these problems would solve themselves. I grew up playing sports and captaining teams, and I learned early that when you lift up the people around you — when you care more about them than the scoreboard — the wins come anyway. And not just on the field, but in life. That’s a mindset agriculture desperately needs more of.

*CSA = community supported agriculture

The post The wildly adaptable side of next gen agriculture appeared first on Country Guide.

Even the strongest leaders can find themselves caught in a swirl of frustration or fear when so much feels out of their hands.

For instance, I remember a time when I was a very angry, reactive person. My family was always on edge, never sure when I was going to blow up. And honestly, most of what set me off were things I couldn’t control anyway, such as the weather, markets and other people’s behaviour.

It felt like I was carrying the weight of the world, and I didn’t know how to put it down.

Then I was introduced to something called the Thought Model, and my world did a complete 180.
Not overnight, but slowly, steadily and deeply. I began to see that the way I thought about the situation was often more powerful than the situation itself.

There’s a quiet shift that happens when we start to separate what we can control from what we can’t — or, more importantly, when we realize how much power we actually have in the way we think. 

A mindset shift isn’t just about “staying positive.” It’s about recognizing that our thoughts create our feelings which shape how we respond to situations.

Consider the difference between “This is too much. I can’t do this” and “This is a lot. But I’ve done hard things before.”

It’s subtle. But that one shift in thinking can be the difference between spiraling and staying grounded.

Resilience isn’t about pretending things are easy. It’s about learning how to lead yourself emotionally through the hard times.

It’s choosing to return, again and again, to the space where calm, clarity and choice still live — even when the world around you is unpredictable.

And when you start noticing your thoughts, that’s where the door really opens. The Thought Model offers a way to see the full picture: what you’re thinking, how it’s making you feel and why you’re showing up the way you are. 

It’s a map back to yourself, to a grounded, empowered way of leading.

When you understand the whole picture, a whole new perspective becomes available. One that’s not ruled by circumstances, but by clarity, curiosity and intentional choice.

What’s one mindset shift that helped you stay grounded in a hard season? Let us know at arlen@agribusinessmindset.com.

The post VIDEO: Change the way you think to change what you control appeared first on Country Guide.

Others would rather be outside working with cattle or at conferences learning the latest disease management techniques. 

If you’re not in the first category, your banker might know more about your farm financial indicators than you do. 

There are such long lists of financial indicators available it can be hard to know where to start. And once you calculate a financial ratio, how do you know if yours is “good”? 

If you don’t calculate these three financial ratios, your banker will. So, why not start by doing the math at home and taking them along to your next meeting?

Why financial indicators matter

Rising land prices have pulled up many farmers’ net worth statements. 

“There is not an equity issue out in farm country. Most operators are holding land that has appreciated well,” says Craig Macfie, founder of consulting firm Spring CFO (link to www.springcfo.com). Macfie has seen all kinds of farm financial statements through his consulting work, as an accountant, as a past CFO for Monette Farms and through his experience as a farmer in Crystal Springs, Sask.

But lenders care about more than net worth. Lenders want to know if your assets are generating profits, and if you’re able to repay loans. 

In some banks, Macfie says, “the bank credit department is God, and your bank relationship manager is the Pope.” That is, the banker you meet with doesn’t typically have authority to make lending decisions without support from someone in the credit department. 

When you need a loan, Macfie says, “You need the Pope on your side, advocating for you.” Your bank manager can tell the credit department what a strategic farmer you are, but the credit department is still going to want to see the numbers. 

Your financial indicators will have to carry the day. 

The lenders’ perspective

Macfie suggests three key financial indicators can show your farm’s ability to repay loans. 

Roxane Lieverse is an executive vice president and the head of agricultural banking with Rabobank in Canada. When asked which financial indicators are important for lenders, she lists the same three indicators. 

The financial indicators these two professionals see as highly relevant to bankers are:

1. Working capital to expense ratio
2. Debt service coverage ratio
3. Debt to equity ratio

Together, these three indicators show lenders your farm’s recent financial performance and your farm’s ability to repay loans. 

1. Working capital to expense ratio 

What it measures: The working capital to expense ratio measures your farm’s ability to stay in business through the next production season. 

“It shows the actual working capital available for a producer to put in their crop, whatever it is they’re growing or producing,” Lieverse says.

How to calculate it:

First, calculate your working capital:

Working Capital = Current Assets – Current Liabilities

Where current assets equal assets that can be converted to cash within one year (e.g., bank accounts, inventory, prepaid expenses) and current liabilities that must be paid within a year (e.g., accounts payable, operating loans, rent payments, credit card debt, taxes).

Working Capital to Expense Ratio = Working Capital / Annual Operating Expenses

Some financial analysts use these same measures to calculate the Current Ratio, which compares current assets to current liabilities. 

Current Ratio = Current Assets / Current Liabilities

The current ratio can be used to measure short-term viability, but Lieverse and Macfie both find comparing working capital to annual expenses more intuitive. 

A “good” ratio for you depends on your strategy. 

If working capital is equal to annual farm expenses, your ratio is 1:1. “Your farm can finance next year’s crop,” Macfie says.

Many farms’ ratio is less than one. 

“Some farms put all of their working capital into more land and machinery, and that’s how they grow.” These farmers are using cash-on-hand to finance expansion, whether it’s land, machinery or equipment. “That works,” Macfie says, “until it doesn’t.”

If the working capital to expense ratio is too low, the farm will be short on cash, perhaps to the point of financing short-term inputs with expensive retail credit. 

“Once you maximize retail credit, there’s really no options besides refinancing or selling land,” Macfie says.

The safest approach is to keep your working capital to expense ratio well above 1:1. But this plan may not keep your money working hard enough. Maybe some capital could replace depreciated assets or repay high interest loans.

Macfie visualizes this ratio as a teeter-totter, with managers balancing cash on hand against re-investments. “The hard part is that balance.”

What does Macfie advise? “The easy advice is 50 percent,” Macfie says, noting that the ideal situation will always vary from farm to farm according to your strategy and your industry.

2. Debt service coverage ratio (DSCR)

What it measures: “Bankers are concerned that you can repay your debts,” Macfie says. “Why would you loan more money to someone who hasn’t shown recently that they can service debt? If your three- or five-year history doesn’t show you can service more debt, why would I give you more debt?”

The debt service coverage ratio compares your recent annual income to the size of your debt. 

How to calculate it:

DSCR = Income / Debt Service

Where income equals farm revenues (after taxes) minus operating expenses (excluding interest), plus off-farm income. Debt service equals payments on short-term and long-term loans, including principal and interest.

What is a good ratio? If your debt service coverage ratio is 1:1 or higher, you have enough income to pay your debt. A higher DSCR indicates higher profitability relative to debt.

Lieverse would like to see a ratio a little higher than 1:1. “Ideally above 1.25, but it’s very heavily dependent on the industry.” 

Rising interest rates will increase your debt costs, decreasing your DSCR. You could raise your DSCR by restructuring or paying down debt. 

A manager focused strictly on DSCR might turn down growth opportunities that require debt. The ideal ratio is the number that fits your strategy.

3. Debt to equity ratio (DER)

What it measures: The first two indicators on this list are more important to banks, says Lieverse, as they’re more relevant to day-to-day operations. The DER shows your long-term viability. “If there was a profitability concern, long-term, how could the producer sustain themselves?”  

How to calculate it:

DER = Total Liabilities / Total Shareholders Equity

Where total liabilities equals all short- and long-term debt and total shareholders equity equals total assets minus total liabilities.

Corporate balance sheets usually show long-term assets such as land and buildings at purchase price (book value). Updating asset values to current fair market prices makes the results more realistic (and probably more comforting). 

What is a good ratio? A low DER indicates a farm with flexibility to borrow money if opportunities arise. A farm with a high DER may have taken on debt to buy more land or may be in a financially vulnerable position.

While long-term customers may have some leeway, Macfie says, “Banks don’t care if you’re sitting on a bunch of land equity if the farm hasn’t been profitable in a few years.” 

You could raise your DER by selling land or equipment to repay loans. But unless downsizing is part of a long-term strategy, it may not be the ideal solution for you or your lender.

Take action to control financial indicators

Many aspects of farm financials are outside your control. If you find yourself with less-then-perfect ratios, here are four steps to take:

1. Develop good working relationships: “You can’t control the weather, but you can control having a good relationship with your banker and your accountant,” Macfie says. 
2. Timely financial statements: Your financial indicators may not be great, but they can still be timely. “You can control getting your bookkeeping to the accountant on time, so they can get it to the banker on time,” Macfie says.
3. Check your corporate year end: Ratios change depending on where you are in your annual production cycle. For example, if you’re a grain farmer with a July 31 year end, “the bank is testing your balance sheet at the worst time of year.” Your Working Capital to Expense ratio will be low, since your current assets are still out in the field. Re-calculate that ratio on October 31, when your barley is in the bin. 
4. Cut costs: If most of your financial indicators are grim, it’s time to look at your operation. “There are efficiencies to be found across the board on land, machinery, labour, agronomy and other operating expenses,” Macfie says. “Keep looking.”

Looking to the future

Lieverse describes herself as a “disruptive agricultural banking leader.” But even innovative bankers still calculate ratios. 

“Banking has a bit of tradition to it,” she says.

Most of Lieverse’s clients are operational experts. “I very seldom stop at an operation where a producer doesn’t know their costs of inputs down to the acre and cannot articulate soil health with a degree of expertise.”

But some farmers have become experts in these areas at the expense of “soft side” business aspects. “Many farms have struggled in operational items related to finance and HR.”

When rising land prices create strong balance sheets, Lieverse says, “you can make mistakes and not really be forced to learn from them.” This probably won’t always be the case. “We’re going into a commodity cycle where margins are tightening. What are you doing to future-proof the farm?”

“Financial ratios are great because they tell us how the farm has done,” Lieverse says. “But what I’m equally interested in is hearing from producers about what they’re going to do. Financial ratios are about looking in the rearview mirror. But I know that operators are driving looking out the window ahead.”

The post A guide to farm financial ratios appeared first on Country Guide.

Here are some ideas you can incorporate into your farm’s communication code of behaviour.

1. Start with the right people making the right decisions at the right time and the right place. For example, a dairy farm held Monday meetings at mid-morning coffee break to discuss operations, but during the busy season these meetings were consistently skipped. Since the bookkeeper didn’t need to attend, they shifted the meetings to Mondays at 6:15 a.m. This 20-minute stand-up meeting in the barn office provided an opportunity to compile everyone’s to-do lists into a weekly task list on a white board.
   
   They captured further efficiencies by setting a meeting time limit and recording decisions. They also set up a separate monthly lunch hour business meeting, which included the bookkeeper, to review cash flow and to make decisions on anything worth $2,000 and more.
2. Get stuff done. Like most of you, I absolutely hate meetings that waste time. A common waste of time at business meetings is getting distracted by idle chit chat and tasks. Farmers are often so task-focused that they don’t give business decisions enough attention. To stop task distraction, the business leader needs to communicate clear goals about what must get done. For example, the leader might send a pre-meeting text with a list of decisions to be made and ask if anyone has anything to add.
   
   One successful dairy farmer told me that his lawyer sister has a rule she follows for family meetings: “No agenda, no attenda.” Take a few minutes to send a draft agenda before the meeting and ask if anyone has anything else that needs to be discussed. This will eliminate surprises and provides people time to think about what they might like to discuss and to gather extra information ahead of time. This also ensures that meeting time will be well invested.
   
   Your first meeting agenda item: what will your farm’s ground rules be?
3. Be present, be focused. Nothing is more distracting at a meeting than when a person is on their phone or jumps up and leaves in the middle of a discussion. Before the meeting starts, state that if someone is asked to attend, their opinion and input is essential to the meeting. A few other ground rules to follow:
   • Arrive on time.
   • Stick to the agenda.
   • Put phones aside.
   • Meet in a place without a lot of distractions.
   • Share information ahead of the meeting.
   • Keep it under an hour, preferably half an hour. Most people simply cannot keep focused longer than an hour.
4. Be the crew, not a passenger. Your family business is a team sport so everyone who attends needs to share the air and be ready to participate. The best teammates and business partners ensure that everyone has a chance to share what they need to say. A helpful ground rule for larger groups is the 2×2 (or 3×3 or …). This means everyone agrees to wait to speak again only after two other people have spoken or two minutes have passed.
5. Use a parking lot. Every meeting should have some way to set aside topics for further discussion if they’re not a priority, the discussion is getting too heated or more information is required. You don’t want to lose or forget the idea, so everyone should have the right to say, “For the sake of time, can we put this idea aside until the next meeting and move on?”
   
   Keep a blank paper in the middle of the table to jot down these “parked” ideas (with a promise that it will be on a future agenda). On one board that I chair, I’ve added a column in their post-meeting key action notes called Parking Lot Ideas. Those ideas are fodder for future agendas and a built-in tool for resolving conflicts. Parking the idea can also give people a chance to cool off or gather their thoughts or more information before addressing a contentious topic. 
6. Discretion, honesty and grace required. Honesty is the pillar of trust and trust is the pillar of communication and being able to work well together. This means speaking up to share your opinion. When you say nothing, it’s commonly considered that you agree. Child-parent communication tends to carry a certain level of acceptable untruths (for example, Santa, the Easter Bunny, the tooth fairy, sleepovers-turned-parties, not inhaling), but honesty is required of adult business partners, even if you don’t want to hear it as a parent or child.
   
   Trust is imperative for effective communication, so everyone needs to agree not to talk about business decisions/discussions outside the meeting room. Although it sometimes helps to “debrief” with a trusted outside person your business and family are not gossip to be shared at the local arena, barbershop or coffee shop.
   
   Come to each meeting with a bucket of grace and be prepared to hear something you don’t like. Remember that it’s not personal. Instead, consider these discussions as a time to learn more, to tolerate and to teach.
   
   Use “I” statements instead of “you.” This motivates discussion and limits perceptions of blame or shame. For example, say, “I feel that approach will take too long” and not “You are procrastinating.”
7. Attack the problem, not the person. Family members can be very competitive and critical so it’s easy for families to get off track, start firing insults and dragging up history. Good decision-making is not about winning or losing.
   
   Focus is so important for making collaborative decisions. Most collaborative decisions are not “or” but rather “and” solutions. In other words, combining shared ideas creates better solutions than any singular idea. It’s not about you or your position on a topic, it’s about pulling together all the information and ideas to find the best solution.
8. Accountability is born from consistency, recording key actions and execution. Meeting leaders must ensure that each agenda item is allotted enough time for discussion. Once a decision is made, repeat it back to everyone and ensure that it’s written down, including the date the decision was made and the name of the person who is responsible for carrying out actions related to the decision.
   
   In my experience, even the most important topics can usually be articulated in under three minutes. Anything beyond that and people’s attention span decreases. Split complex ideas into one or two points that can be more easily consumed then encourage discussion. Then state the next couple of points and ask for questions. If people’s eyes are glazing over perhaps you are dominating the discussion. To be more self-aware pause and use the W.A.I.T. acronym: ask yourself Why am I talking?
9. State whether it’s a brainstorming session up front. If you’re planning a brainstorming session, let everyone know that the meeting won’t necessarily be about decisions but about brainstorming solutions. This helps everyone understand that they’ll need to be open to ideas and that the meeting might run a bit longer. Remember when brainstorming that: 
   • Imperfect ideas are okay.
   • Quantity of ideas is welcome.
   • Blue-sky thinking is okay (i.e., exploring ideas without self-imposed limits).
   • Don’t get caught up in things you can’t control.
   • Tangible but not fully thought-out ideas are okay at this point.
   • Progress is the priority. Answers will emerge throughout the process.
   • Defer quick judgement and be willing to let ideas go.

Setting rules for how your farm will meet about business can be a difficult cultural shift for the whole farm and family, but it’s worth it. Collectively establishing a way of communicating that is more productive, professional and polite creates a culture of efficiency and respect for your farm business and family.

The post Ground rules for farm family communications appeared first on Country Guide.

Are you the child who knows more about what your parents have written in their wills? Are you worried that you’ll be the one left to explain your parents’ wishes to your siblings after your parents have died?

If you want to avoid being the bearer of bad news, Patti Durand walks us through what you might say to your parents during this type of awkward conversation in this week’s episode of AwkwardAg.

Do you have an awkward conversation you need help with? Let us know in the comments or send an email to astewart@farmmedia.com and Patti can provide some prompts, tips and script ideas.

Download a free script to help you speak to your parents about sharing the contents of their wills here: www.thefutureleader.ca/scripts

Click on the links below to watch more videos in the Awkward Ag series:

Is your parents’ accountant the best fit for the farm?

Sharing your final wishes with family

Responding to advice, whether you wanted it or not

Managing ‘not-so-good’ vibrations

Trying to find work-life balance on the farm

How to ask for a raise on the farm

Taking awkwardness out of farm family discussions

The post VIDEO: Sharing your final wishes with family appeared first on Country Guide.

Not an easy question to answer right now, given the global trade turbulence. As Evan Shout writes in The Farmer’s Playbook, volatility is likely to be the most-used word in agriculture this year. But, he writes, it’s also during down times that some farmers are able to find their competitive advantage.

I think this is true of many businesses. It’s also true for a lot of people at a personal development level, too. Call it “building character” or “learning to deal with adversity” or whatever you like, but the fact is that we can learn a lot by working through challenges.

But it’s also true that some people — and businesses — crumble under pressure. Others might survive for a while but be significantly crippled. So how can we increase our chances of not only getting through it, but growing stronger, too?

First, it’s important to acknowledge that a lot of things happen in life that are beyond our control. There’s nothing more frustrating, and toxic, than platitudes that ignore this or ineffective “strategies” that waste our time and energy.

But if we look close to home, there’s plenty we can control, or at least influence. A family friend used to have a sign hanging in her kitchen that said: Respond, don’t react. Fifteen years ago, I rolled my eyes at that kind of message. But the universe has a way of teaching you what you need to learn, even if it takes the metaphorical equivalent of a two-by-four. I can now say I fully understand what that sign means.

So when I read the article in our April issue about emotional intelligence — particularly Kelly Dobson’s point that you can’t control other people, you can only change how you respond to them — I found myself nodding in agreement. Dobson, a leadership coach and farmer, says once his clients start leadership training (which connects self-awareness, mindset and management), they find their stress drops. Plus, they can do more with the resources they have. I suspect that’s partly because they’re focusing more on what they can control, instead of what they can’t.

Two of the things Dobson recommends are meditation and breathwork. If you picture meditation as something like George Castanza’s father, Frank, screaming “Serenity now!”, trust me, I’ve been there. I’m still there, a lot of the time, when things are not going well. But I don’t stay there, and that’s important. Meditation can look as simple and low-maintenance as five minutes with an app on your phone.

We can also control how we treat other people — coworkers, friends, family, acquaintances, even strangers. Do you acknowledge and value the work of everyone on your farm team, as well as provide honest, constructive feedback when things don’t go well? The themes in What Is Work Worth? sparked an interesting conversation between associate editor April Stewart and me about the roles women fill on farms and ranches today. Stewart is a farmer, and I am not — and we both made those decisions very intentionally. Women have a lot more choice these days in what they take on, but there’s a lot of work involved in running a family farm. And then there’s the caregiving roles, for children or aging parents. Even the strong, capable people who take on these roles need acknowledgement and support.

There is no shortage of other areas to take a close look at. How’s your cash flow? Is your farm developing “iron disease?” Would your farm benefit from on-farm trials? Some of these things are long-term improvements, rather than short-term solutions.

I’m sure readers have a lot to think about as we head into spring. Whatever your farm business, I wish you the best as we enter what’s sure to be a challenging season. Just a note that our print issue will be on hiatus until the fall but be sure to sign up to receive our e-newsletter. We’ve got plans for digital editorial over the next few months.

The post Editor’s Note: No pressure appeared first on Country Guide.

They are the backbone of our national food security and rural economic infrastructure. They are also living legacies, passed down through families with pride, hard work and an intimate connection to the land. 

The transformation of Canadian agriculture over the past few decades has been revolutionary. Farms that once relied primarily on manual labour and traditional knowledge now operate with GPS-guided machinery, drone technology and data analytics. This shift has dramatically changed how farms operate, creating both exciting opportunities and complex challenges for farmers in terms of levels of capital investment required and the ability for knowledge to transfer between generations.

And with forty per cent of Canadian farmers set to retire over the next ten years, engaging the next generation in the industry isn’t just important, it’s imperative for modernizing and sustaining our agricultural sector. 

Young farmers embody entrepreneurial risk-taking, often bringing fresh perspectives and embracing new technologies and sustainable practices. By creating the right incentive structures that position farming as a strong entrepreneurial and innovation-rich venture, we can retain and attract the next generation of smart young farmers who are eager to apply their drive to advancing agricultural practices.

As CEO of Farm Business Consultants, a national network of accounting and tax specialists, I’ve seen firsthand how the evolving landscape of Canadian agriculture — from recent tax changes to advancing technology requirements and increasing capital demands — have transformed farm succession planning.

Young farmers play a key role in navigating these challenges. Their knack for embracing modern farming methods can boost productivity and help us make the most of our farmland in a sustainable way. This approach is vital for maintaining food security over the long term and maintaining independence in the decisions we make regarding our food production.

Planning matters

Today’s farmers face a complex and unforgiving economic reality. They are asset-rich, but cash flow challenged and managing operations that can require millions of dollars in capital investment just to remain competitive.

The financial pressures on modern farmers are multifaceted. They must contend with the high costs of land, equipment and infrastructure while navigating the challenges of rising operational expenses, carbon taxes and fluctuating fuel costs. 

Additionally, technological advancements in precision agriculture, while promising increased efficiency, demand substantial upfront investment. These cutting-edge tools and data-driven strategies are no longer optional luxuries but essential components for staying competitive in a rapidly evolving agricultural marketplace.

Land prices have skyrocketed, with some prime agricultural areas seeing values increase by over 300 per cent in the last two decades. For many farm families, their land represents their most valuable asset — but it’s also the hardest to divide or transfer without facing significant tax liabilities.

All of this means that it’s important to consider several factors as farms plan for the future of their businesses.

More than just numbers

Succession planning isn’t only a financial exercise, it’s also about preserving family values, maintaining operational continuity and ensuring the next generation has both the tools and the opportunity to continue a proud agricultural tradition.

Family dynamics play a vital role. Open, transparent communication about expectations, capabilities and long-term vision becomes as important as any financial strategy. The most successful transitions I’ve witnessed are those where families approach the process with mutual respect, clear communication and a shared commitment to the farm’s future.

Additionally, succession planning should consider the broader community impact. Farms are often central to rural communities, providing employment and supporting local economies. A well-executed succession plan can ensure that these community benefits continue for generations to come.

When succession planning begins years before the intended transition families can successfully navigate complex tax situations, gradually transfer operational control and even expand their operations during the transition. Success stories all have one thing in common: they started early.

In contrast, reactive planning severely limits options, forces important decisions under pressure, often leads to higher tax implications and misses opportunities for strategic restructuring. Without proper planning, we’re seeing more families forced to sell to corporate entities or foreign investors, a trend that deeply concerns me as someone committed to preserving Canada’s agricultural heritage and diversity.

The difference between proactive and reactive succession planning could not be more dramatic. Proactive planning opens doors for thoughtful structuring, maximizes tax efficiencies, preserves operational stability and often has far more chance of successfully maintaining family harmony.

Charting a sustainable future

Based on my years of experience, successful succession planning hinges on several critical considerations which I believe farmers and the industry should prioritize:

• Engage early: Begin the succession planning process years in advance to optimize operational structures and maximize tax benefits.
• Strategize with tax planning: Stay informed about potential tax changes and prepare for various scenarios to minimize tax burdens during the transition.
• Evaluate operational structures: Regularly review ownership structures to identify the unique benefits they offer and align them with long-term succession goals.
• Build financial resilience: Diversify income streams, accumulate cash reserves, and consider innovative funding models, such as community-supported agriculture or local business partnerships, to secure long-term sustainability.

It’s also important to consider the human element in any succession planning conversation. This includes identifying and nurturing the next generation of farm leaders, whether they’re family members or not. Successful transitions often involve a gradual transfer of knowledge and responsibility, allowing younger generations to gain experience while the older generation can still provide guidance.

A succession plan isn’t just about retirement. It’s about preserving a legacy of Canadian agriculture that deserves to continue.

The challenges are significant, but they are challenges we can tackle. Remember, every farm’s situation is unique. There’s no one-size-fits-all solution. But the principles of early planning, strategic thinking and open communication apply universally. 

Don’t wait until retirement is imminent. The most valuable gift that anyone can give their family’s agricultural legacy is starting this process now while options remain open and the most beneficial strategies can be implemented effectively.

– Yves Millette is CEO of Farm Business Consultants (FBC), a national network of accounting and tax specialists.

The post Sell the farm or save the family legacy? appeared first on Country Guide.

Motivation can be complex. What gets you excited about work today might not be the same a year or several years from now.

It’s natural for our motivation to ebb and flow just like our emotions and physical energy, says Pam Paquet, Chilliwack, B.C. business coach and therapist. Doing things you don’t like to do, don’t want to do or don’t see as necessary, or not getting the expected results and not having our efforts acknowledged by others are motivation killers, she says.

Paquet says having short-term goals that contribute to your long-term goals can help you stay motivated. She says that staying creative and innovative with new and different projects can also help with motivation.

That’s been Ava Emily van Beusekom’s experience. A farmer in Owen Sound, Ont., she is motivated by her passion for farming and the positive feedback she gets from customers. But she admits the challenges of work, markets, politics and finances can leave her feeling drained. She has found her motivation has increased, however, since she and her husband expanded the farm and added a new farm store at Stonekreek Feed & Farm Supply a few years ago. “I love what I do and want to continually improve,” she says.

Two kinds of motivation

Motivation can be divided into two kinds, says resiliency expert Beverly Beuermann-King of Little Britain, Ont. Intrinsic motivation comes from within, driven by passion, purpose, or personal fulfillment. “A farmer who enjoys working the land because it brings satisfaction to watch a great crop grow is intrinsically motivated.”

On the other hand, she says extrinsic motivation comes from external rewards, such as financial success, recognition or avoiding negative consequences. “A farmer who stays motivated due to having a nationally recognized herd or meeting family expectations is extrinsically motivated.”

These factors determine how motivated someone feels to continue a task, adapt to challenges and sustain long-term commitment — such as staying engaged in farming after a decade or more, explains Beuermann-King, who grew up on a dairy farm in southwestern Ontario.

Rob Musselman says his motivation has changed since he and his wife first began farming nine years ago. Having grown up on a farm, it was his lifelong dream to farm. He enjoyed working the land, watching crops and cattle grow, and, most of all, the sense of accomplishment from seeing a job through to the end. His wife, Stacey, didn’t have a farm background but supported his passion.

As the family and the farm have grown, the pressures have changed, says Musselman. “It takes both Stacey and I to manage the farm now and our motivation is driven by the thought of providing a future for our children and growing a business that we can all be proud of.”

Musselman also enjoys building relationships with their customers who visit the farm each summer. “Details matter in our business and we are motivated to exceed the expectations of our guests, in both the quality of our produce and the experience our guests have on the farm.”

“External validation,” says Beuermann-King, “whether from family, customers, or industry peers, boosts motivation by reinforcing the value of one’s work.”

Support in the trenches

Seeking support from others “who are in the trenches” helps Douglas, Ont. grain farmer Jenn Doelman stay motivated. After being involved in a family farm and farm supply business, Doelman and her husband began farming on their own about five years ago. The independence feels good, says Doelman, who likes being the “captain of her own destiny.”

Doelman finds that when things get overwhelming, connecting with other farmers and other businesswomen who have kids helps. She’s also intentional about her “social media diet,” choosing not to read negative comments about agriculture online, which helps protect her mental health.

Motivation is deeply tied to how much physical, mental and emotional energy you have available, says Beuermann-King. Without proper energy management, even the most passionate and driven farmer can experience burnout, frustration and a loss of motivation.

Beuermann-King’s number one strategy for maintaining motivation is to manage energy effectively. This includes:

• Prioritizing physical health: Fatigue is a major motivation killer. Prioritize sleep, hydration and nutrition to ensure your body has the right fuel needed to sustain energy.
• Implementing strategic rest: Avoid burnout by building in moments of pause, whether it’s micro-breaks during the day in between all the chores, or time away from the farm. “A short break or shift in routine can provide a fresh perspective.”
• Practicing stress-reduction techniques: Use mindfulness, deep breathing or relaxation exercises to prevent chronic stress from draining your drive.
• Creating seasonal rituals: Each season brings different tasks. Look forward to them by setting seasonal traditions such as a reflection in the winter of where you have come from and where you would like to be in the spring, or celebrations after harvest and the gratitude for what you have achieved.
• Planning for the off-season: Use slower months to rest, plan for the next season, and get away and explore personal interests that fuel overall well-being.

Van Beusekom has found that managing her energy is an important element of staying motivated. “I have learned to respect myself and how much I can accomplish in a day.” She strives to give 100 per cent each day but recognizes that what that looks like may vary from one day to the next.

Taking time to enjoy the small things in life such as the beauty of nature, watching her children play, and cranking up the dance music, along with taking a step back to see the bigger picture, help her keep challenges in perspective.

Musselman finds it’s easy to be motivated in spring and early summer in the lead-up to strawberry season when there is much to do to get the crop ready and prepare the farm for visitors. “Preparation starts as soon as the snow melts. The arrival of warm temperatures and fresh air makes it easier to enjoy the work that needs to be done.”

But after the strawberry harvest, he says it’s harder to complete the menial tasks (weeding and other crop management tasks) that need to be done, especially with the heat and humidity. “Customers have left, the urgency is gone, and the only remaining motivation is knowing crop management needs to be done to get the crop ready for the next season.”

In the off-season, the Musselmans also prioritize family and vacation time while balancing their full-time off-farm jobs.

Beuermann-King debunks the notion that motivation is only about discipline or willpower. “It’s deeply rooted in psychological factors,” she says, emphasizing that farmers can maintain motivation by balancing intrinsic and extrinsic drivers, fostering resilience, and managing energy.

“When motivation dips, reconnecting with purpose, setting achievable goals, and leaning on support systems and people can help reignite the drive to continue.”

Staying motivated

Understanding the factors that influence your motivation can help keep you positive even through hardships, says resiliency expert Beverley Beuermann-King of Little Britain, Ont. These include:

Purpose and meaning
A strong sense of purpose fuels motivation. Farmers who view their work as essential, such as feeding their communities, preserving the land for future generations or continuing a family legacy, are more likely to remain engaged.

A lack of meaning can lead to detachment and a decrease in motivation. Reconnecting with “why the work matters” helps sustain commitment.

Self-determination and autonomy
Farmers feel more motivated when they have autonomy, the ability to make their own decisions. Farmers who can create and change their processes are more likely to stay motivated than those who feel trapped, with no choice in how things are done. For example, restrictions caused by market demands or regulations are demotivating.

Feeling skilled and capable in your work strengthens motivation. If challenges become too overwhelming or there’s a sense of stagnation, motivation can drop. Increase your motivation by learning new techniques or setting small, achievable goals.

Social connection and support
Motivation is stronger when individuals feel connected to a group. Farmers who engage with peers, join networks, or share experiences with other farmers, are more likely to sustain motivation than those who feel isolated and that no one understands the challenges they are facing.

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