We often fail to discuss or even acknowledge the human issues affecting our farms.
Meet another farmer for the first time or meet a farming acquaintance you haven’t seen in a long time, and the talk usually revolves around economic concerns.
Crop yields, grain quality, growing season weather challenges, grain prices and grain movement are all discussed in depth wherever grain farmers gather.
Sometimes this leads to discussions about land prices and cash rents. The bigger economic picture can also play into the conversation.
Read Also
Worrisome drop in grain prices
Prices had been softening for most of the previous month, but heading into the Labour Day long weekend, the price drops were startling.
How long will interest rates stay low? Are some producers taking on too much debt?
What will declining oil prices mean for the rest of the commodity complex? What about the Canadian dollar?
While all of these are important, there’s a whole range of human issues that may be too sensitive or personal to discuss. They may be top of mind or they may be repressed.
Either way, they can be just as critical to the farm’s economic success. And they are even more important to personal happiness and satisfaction.
Yes, we’ll sometimes openly discuss the problem of finding good employees, but family dynamics are seldom broached.
On family farms, the management and most of the labour usually comes from family members. Getting along and pulling in the same direction is always a work in progress. Harmonious families have a much better chance of economic and personal success no matter what happens with grain yields and prices.
Family discord can take many forms. Maybe the husband who is over 60 is still eager to work long hours and expand the operation, but the wife thinks it’s time to ease into retirement.
Two brothers that have long farmed together may find that they have developed different goals and aspirations. Maybe one or both have a son or daughter becoming involved in the operation and the personal dynamics have changed.
A multi-generational extended family that farms together can be a powerful force. It can also be a nightmare if internal squabbles can’t be controlled. A death or divorce can create even more problems.
Management functions tend to evolve over time on family operations. Written job descriptions and rule books are rare.
Who makes grain marketing decisions and are those choices open for discussion?
Who makes the asset purchasing decisions and how much can be bought as a unilateral decision?
How do you decide on the crop mix and the level of inputs? Do different family members own or control different parcels of land and therefore have some decision-making autonomy? If so, how does everything fit into the overall plan?
Succession issues can tear farms and families apart. The older generation is often reluctant to give up control while the younger generation presses for a greater role in management decisions.
Meanwhile, non-farming children can feel alienated.
When big corporate farms fail, it’s often seen as an endorsement of the family farm approach. However, there are lessons family operations can take from the corporate world regarding structure, process, goals and objectives.
Families will always have their internal issues, but a more business-like approach to management and succession can help reduce friction. It all starts with communication.
Even within families, it’s easier to talk about the economic issues rather than personal feelings and aspirations, but those discussions need to happen.
Maybe the upcoming holiday season is the time to call a family meeting to talk about what’s going well, what needs to change and how the future should unfold.
