The average age of the British farmer is close-on 60 years. For those involved in making the business decisions on family farms, succession planning must be considered a priority, especially for those who fit into the above average age category.

While I see many excellent examples of management involving the next generation, I also see those where potential successors are excluded from the decision-making process.

Mark Morison

The next generation will not be prepared to take over without the necessary practical business experience, so here are a few ideas to implement before it’s too late:

Ensure that you are not indispensable.

Ask yourself what would happen if you do consider yourself indispensable, how would the business cope in your absence?

A good business should be prepared to continue without your intensive involvement. Your business will be ill-prepared for the inevitable future and you will be trapped in your role without any option to consider stepping back from the coal face, perhaps even to enjoy something like a retirement.

Stepping back from the daily management routine will also provide you with new opportunities to take time to analyse new personal or business perspectives and opportunities. My view is that you should aim to leave a legacy that outlasts your time in charge.

Include.

Prepare the next generation for the challenges they will need to address. That doesn’t just mean sending them to agricultural college but also exposing them to the practical business management environment. Include them in conversations and meetings that will expose them to the people and the issues that they don’t have experience with.

Challenge.

Give your successor projects that will round out their experience base. Leave them to learn their own way through challenging them to deliver.

This will build their confidence and ability and provide ultimate job satisfaction. Testing and challenging the next generation will open your eyes to their potential and perhaps uncover new business direction.

Coach.

It is important that you pass on your knowledge and know-how by communicating. Ask questions that help them to debrief what they’ve learnt from experience and help them prepare for what’s ahead.

If you don’t have the time or inclination to coach them yourself, find someone external who is capable of playing that role. Do not throw them into the deep end with no support. Your aim must be to develop leadership, not to debilitate them.

Mark Morison, partner with property professionals Roger Parry and Partners LLP