Your operation doesn’t just need someone to maintain the status quo – it needs a leader who drives progress. Now is the time to step into that role and set an example for those who will follow.

By Rena Striegel

Illustration by Corey Lewis

Succession planning is not just another task on your to-do list – it’s a defining moment in your leadership. Are you willing to step up and take ownership of the future of your operation? It’s time to stop waiting for the right moment and start leading with intention. You have a responsibility to ensure that your operation, your family and your legacy are positioned for long-term success. This requires making tough decisions, having hard conversations and pushing forward even when the process feels uncomfortable. It’s time tobethe leader your operation needs.

What kind of leader will you be?

Before you can guide your operation’s future, take a hard look in the mirror. Are you leading with purpose, or are you reacting to challenges as they come? Your operation doesn’t just need someone to maintain the status quo – it needs a leader who drives progress. Do you have a clear vision for where your operation is going? Are you making strategic financial decisions that ensure stability and growth? Can you resolve conflicts and keep your family aligned toward a common goal? The industry is evolving, and your operation needs a leader who is adaptable, financially savvy and capable of building strong relationships both within and outside the family business. Now is the time to step into that role and set an example for those who will follow.

Leaders must also be willing to tackle uncomfortable conversations head-on. Succession planning is not about avoiding the hard topics, it’s about confronting them with confidence. Whether it’s discussing business decisions with partners, defining the roles of next-gen leaders or addressing concerns from family members who may not be actively involved in the operation, these conversations must happen. If you avoid them, you’re not leading – you’re delaying. Strong leaders embrace these discussions because they recognize that clarity is key to building a sustainable future.

Establishing a communication structure that works

If your team doesn’t know what’s happening, how can they possibly help move the operation forward? As the leader, it’s your job to create a communication structure that ensures everyone is informed, engaged and aligned with the plan. That means setting clear expectations about decision-making, running regular meetings – both operational and family – and making sure important discussions aren’t avoided just because they’re difficult. Tough conversations – about roles, finances and the future – must happen. If your family struggles with productive discussions, bring in a neutral party to facilitate, but don’t let fear or discomfort keep you from leading with transparency and decisiveness.

A good communication structure starts with consistent meetings. These meetings should serve as a forum to discuss operation updates, financial performance and succession planning progress. Each member should have a voice, but the conversation must remain productive. Establish ground rules to ensure that discussions remain focused on the operation’s future, rather than personal conflicts. If difficult topics arise, address them directly and professionally. Strong leaders guide these conversations with confidence and ensure that every meeting results in actionable next steps.

Decision-making roles must also be clearly defined. Everyone in the operation should understand who is responsible for what. If multiple family members are involved in leadership, outline specific roles and responsibilities to avoid confusion. It’s also important to establish confidentiality boundaries – financial and operational details should be shared with those who need to know. When successors are aligned on their roles and responsibilities, communication becomes smoother and decisions can be made more efficiently.

Developing the next generation because the future starts now

Your operation’s future leaders won’t just emerge on their own. You must be intentional about identifying, mentoring and preparing them. Waiting until you’re ready to step back is too late. What hands-on experience are you giving them now? Are they learning how to manage employees, negotiate contracts and handle financial responsibilities? If they’re not, you’re failing them and your operation’s future. Encourage formal education, cross-training and external leadership development. Set clear performance expectations, and give them increasing responsibilities. Leadership isn’t given; it’s earned. Ensure your successors are earning their place at the table through real-world experience and demonstrated commitment.

Developing next-gen leaders also requires mentorship. You can’t simply throw them into leadership roles and expect them to succeed. Take the time to guide them through the decision-making process. Allow them to sit in on important meetings, review financials with them and involve them in problem-solving discussions. The more they experience firsthand, the better prepared they will be to lead when the time comes.

Education is another critical factor in leadership development. Encourage your successors to seek formal education in business, agriculture or leadership. Investing in their development through workshops, conferences or continued education ensures they have the knowledge, and the network, needed to run a successful operation. By actively preparing them today, you are securing your operation’s future for generations to come.

Setting the standard for advancement

No one should walk into a leadership role just because of their last name. If you want your operation to thrive, you need standards – real, measurable criteria that define what it takes to move up. Successors must meet experience milestones, pursue ongoing education and prove they can handle financial responsibilities before taking the reins. Holding them accountable to these standards isn’t just about fairness – it’s about protecting the legacy of your operation. If your next-gen leaders aren’t willing to step up and meet expectations, you need to be honest about who is truly best suited for leadership.

Define specific milestones that must be reached before leadership transitions occur. Require successors to manage key projects, demonstrate problem-solving abilities and show financial literacy. Leaders earn their roles through action and competence, not entitlement. If your successors aren’t meeting expectations, have a candid conversation about their future involvement. Your operation depends on strong leadership, and only those who prove themselves ready should advance.

Overcoming challenges and staying on course

Let’s be real – succession planning is hard, and plenty of families abandon the process because it gets messy. But if you let fear, conflict or hesitation stop you, you’re putting your operation’s future at risk. Are you willing to let that happen? If control is your issue, start delegating responsibilities now instead of waiting until you’re forced to step away. If family dynamics are causing gridlock, get help. Structured meetings, clear role definitions and financial advisors can all keep things moving. And if procrastination has been your biggest roadblock, set deadlines and hold yourself and others accountable. The longer you delay, the harder the transition will be.

Every operation faces challenges in succession planning, but the strongest leaders push through them. They don’t let obstacles derail progress. Instead, they find solutions, adapt and stay focused on the long-term goal. By taking action today, you are ensuring your operation continues to grow and prosper long after you step away.

Final challenge: Will you lead or linger?

This isn’t just about succession – it’s about leadership. Will you actively shape the future of your operation, or will you let uncertainty and hesitation dictate what happens next? Great leaders don’t wait for things to fall into place – they take decisive action and lead with confidence. Your operation needs a strong leader today to ensure success for tomorrow. The question is, will that leader be you?

This article in the March 2025 issue of Progressive Cattle. Progressive Cattle – March 2025

Article by Rena Striegel, President of Transition Point Business Advisors

Transition Point® Business Advisors also as has a program entitled, The DIRTT Project®, which gives the American Farmer full control of their succession plan from beginning to end. Go to our website to learn more about Transition Point Business Advisors and The DIRTT Project®.

The Ag Inspo podcast uncovers the stories that inspire, empower and drive change. Hosts Rena Striegel and Rob Rabou explore the journeys of farmers, entrepreneurs and leaders who are making a difference.

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