Previously, I wrote about the hard work, sacrifice and determination required of first-generation farmers to build farming businesses from the ground up. Many of these farmers started with little more than a dream, a piece of land and an unwavering commitment to succeed.
By Maile Matsimela, digital editor at African Farming
Through years of hard work, they have built businesses that support families, create jobs and contribute to South Africa’s food security. But building a farming business is only half the journey. The equally important question is this: Who will continue the legacy when you are no longer able to lead it? For a farming legacy to survive beyond the founder, the next generation must be involved early.
Also read: From Maile’s desk: First-generation farmers, I salute you
Succession is not a retirement plan
One of the biggest mistakes farmers make is treating succession planning as something that can wait until retirement, illness or old age. The reality is succession should begin while the business is still growing and while the founder is still energetic, active and capable of mentoring the next generation. A farming business is not like a vehicle that can simply be handed over with the keys. It is a complex operation built on years of knowledge, relationships, experience and decision-making.
If the next generation only starts learning when the founder steps away, they may already be too late.
Let them learn the business; not just the farming
Many children of farmers are exposed to the operational side of the business from an early age. They help with livestock, accompany their parents to the fields and learn basic production activities. While this is important, it is only one piece of the puzzle.
The future successor must also understand the business side of farming. They need to know where the money comes from and where it goes. They need to understand production budgets, input costs, cash flow, debt obligations, financing arrangements, marketing decisions and profitability.
Too often, future heirs are kept away from the books. They know how to work on the farm but have little understanding of what keeps the business financially sustainable. That can become a serious problem when they are suddenly expected to take over.
Also read: From Maile’s desk: June 16 – time for youth to sharpen their farming spear
Knowledge cannot be inherited
Land can be inherited. Livestock can be inherited. Machinery can be inherited. But knowledge cannot. The experience that allows a farmer to identify risks, negotiate with suppliers, manage workers, secure markets and make sound financial decisions must be deliberately transferred from one generation to the next.
This transfer cannot happen overnight. It requires years of involvement, observation, participation and mentorship. The best succession plans are not built around paperwork – they are built around people.
Give the next generation responsibility
Involving the next generation does not mean waiting until they are adults before giving them responsibility. The process can start with small tasks and gradually expand as they gain confidence and understanding.
Allow them to attend meetings. Let them sit in on discussions with accountants, financiers, extension officers and buyers. Give them opportunities to contribute ideas and make decisions. Most importantly, allow them to make mistakes while you are still there to guide them. The lessons learned during these moments are often more valuable than any formal training.
Also read: From Maile’s desk: Knowledge is one input farmers should never tire of paying for
Build a legacy that outlives you
As I travel across South Africa covering agriculture, I meet many first-generation farmers who are building impressive enterprises. My hope is that these businesses do not end with the people who founded them. A true farming legacy is not measured only by the hectares acquired, the livestock numbers achieved or the profits generated, but by whether the business remains successful long after the founder has stepped aside.
The goal should not simply be to build a farm. The goal should be to build future farmers. If you want your farming legacy to continue, involve the next generation early. Teach them the business. Expose them to the challenges. Allow them to learn from your successes and your mistakes. Because one day, whether we like it or not, the baton will have to be passed on.
The question is whether someone will be ready to receive it.
Also read:
From Maile’s desk: Nampo remains a field of dreams for farmers
From Maile’s desk: We can’t expect farmers to drive Land Cruisers without the engine
From Maile’s desk: Is agriculture’s Master Plan delivering?
