Farm transition conversations can be tough, especially between family members. As a farmer begins to step back and allow the next generation to take on leadership roles, conversations about finances, management practices and even expectations are often lost in the shuffle.

Just as many other young farmers now with families of their own, Illinois Soybean Association (ISA) Board Directors Heath Houck and Elliott Uphoff are familiar with the reality of farm succession.

TIMING
When farmers are considering when to begin not only succession conversations but also the actual transition of ownership and management, it’s important to remember that transition often takes longer than expected and delaying it can make things harder.

For Houck, a fourth-generation farmer in Montgomery County and the ISA Soybean Production Committee Chairman, the transition of ownership included a series of gradual changes to the operation. “First, we bought a sprayer, and we diversified a little bit to make room for me on the farm. Then I began to take on a management role, and made the fertilizer, seed and chemical decisions for the farm.” he said. “Overall, we’ve spent about eight to ten years to try to get to a point where I was fully managing all the acres, and my dad was completely out with his acres.”

Similarly, Uphoff, a fifth-generation farmer in Shelby County and ISA District 10 Director, has implemented a five-year transition plan to ensure his dad is able to exit the operation the most economical way possible. “I think that’s what scares a lot of older farmers. They think, ‘I don’t know how to get out of this without paying a small fortune, so I’m just going to keep doing it until I can’t anymore,’ and that’s not fair to the next generation,” he said.

TRANSPARENCY
When families do begin succession efforts, open communication is often the missing piece. Both Uphoff and Houck have found significant value in transparency from their successors.

“Have the blunt conversations, because without those, you’re going to feel awkward,” said Uphoff. “When I was younger, my grandpa and I would drive around and he loved to tell me, ‘Your uncle’s getting this piece. Your aunt’s getting this piece. Your dad’s getting this piece.’ He was always up front about it and clear about how it was going to be done.”

Houck agrees. “The biggest thing is transparency. Start early. Make sure the entire operation knows what’s going on,” he said. “I know that for a lot of people, either grandpa or dad or whoever doesn’t want to be up front with them, but everybody needs to be on the same page. Everybody needs to understand what is going on, and that can be tough. It’s not an easy subject to talk about sometimes, because some farmers might think that you’re wanting them to move on, and that’s not necessarily the case.”

Uphoff also values the opportunity for young farmers to take on leadership roles on the farm as soon as possible. “Our farm was a little different, and I really appreciate the way my dad did it. I graduated college in 2012 and quickly after I started working, my great uncle retired, and I had the opportunity to take over his portion of the farm. So, I never really worked under my dad. It was always me working with him. He gave me that role right off the gate and said, ‘This is your part of the farm. You’re in charge of it. Do with it what you want.’”

He adds, “I see some peers who have not been given that opportunity. They’re my age and they’ve been doing it for a dozen years, and they really don’t have a full grasp on things because they’ve never been put in that leadership role.”

PREPARING THE NEXT GENERATION
Beyond succession logistics, both farmers emphasized the importance of properly preparing the next generation for what managing a farm truly requires well before any transition takes place.

For Uphoff, that preparation starts with honesty about the demands of the career. “I want my kids to know that if they don’t have an intense passion for agriculture, it’s probably not the right career choice,” he said. “But if they want to come back, I’m going to try to make everything a lot easier for them by simplifying operations to make it more of an enjoyable environment where they can succeed.”

At the same time, he believes it’s important to set realistic expectations. Farming can be deeply fulfilling, but it can also be extremely stressful and challenging. “It’s not easy, and not every year is going to be great, but it’s also one of the most rewarding careers. That’s why you see so many people who are not farmers wanting to be part of an operation, because it’s such a rewarding experience to put something out there and watch it grow,” he said. “If you don’t love it, you’re not going to last long.”

Houck takes a similarly practical approach with his kids, focusing on building a well- rounded understanding of the operation early on. “You don’t just step into a manager role,” he said. “You need to know every working part of the operation. You don’t have to be an expert, but you need to have a solid understanding of what you’re working with, whether it be seed, chemical, and fertilizer decisions, or bookkeeping, cash flows and balance
sheets.”

That preparation, he added, also starts with explaining the ‘why’ behind decisions. “I try a lot to try to convey that we don’t just go out and do stuff. There’s a reason and strategy behind every decision, and it’s important the next generation understands that.”

A TRANSITION THAT FITS THE OPERATION
Ultimately, both farmers agree that no two transitions will look the same. “Transition is going to be unique in every situation. There’s not going to be one catch-all approach,” Houck said. “The biggest thing is communication, transparency and doing what’s best for your operation.”

For farm families navigating these decisions, that means focusing less on finding a perfect plan and more on building a process that fits their goals, timelines and relationships.