Clink Fischer

And so it takes, like I said, buy-in on both the owner generation. The successor generation needs to approach it in a way that is not, I'm entitled to this. I don't have my hand out, but I have skills and knowledge and am willing to work my tail off to make this transition happen.

And so if we can transition the management side of things before any ownership, before any estate planning or ownership transition happens, if we can make that happen, then yes. We can go from this is a lifestyle that I inherited from my folks to this is being treated as a business. We're actually having business management meetings.

And so if we can transition the management side of things before any ownership, before any estate planning or ownership transition happens, if we can make that happen, then yes. We can go from this is a lifestyle that I inherited from my folks to this is being treated as a business. We're actually having business management meetings.

And so if we can transition the management side of things before any ownership, before any estate planning or ownership transition happens, if we can make that happen, then yes. We can go from this is a lifestyle that I inherited from my folks to this is being treated as a business. We're actually having business management meetings.

We're actually separating these things away from the family drama. That's where I've seen that actually happen, Corey, is when we have buy-in from both generations.

We're actually separating these things away from the family drama. That's where I've seen that actually happen, Corey, is when we have buy-in from both generations.

We're actually separating these things away from the family drama. That's where I've seen that actually happen, Corey, is when we have buy-in from both generations.

Oh, completely, yeah. So I think that's where people see that. This is no knock on what has happened from the 1880s to the 2000s. This is just, we're concerned right now about the economic future of our operations. And, you know, there's this general consensus out there that we don't want corporate farms. Okay. How do we preserve a family farm legacy?

Oh, completely, yeah. So I think that's where people see that. This is no knock on what has happened from the 1880s to the 2000s. This is just, we're concerned right now about the economic future of our operations. And, you know, there's this general consensus out there that we don't want corporate farms. Okay. How do we preserve a family farm legacy?

Oh, completely, yeah. So I think that's where people see that. This is no knock on what has happened from the 1880s to the 2000s. This is just, we're concerned right now about the economic future of our operations. And, you know, there's this general consensus out there that we don't want corporate farms. Okay. How do we preserve a family farm legacy?

Number one, you build something that's somewhat profitable to bring in that next generation. Number two is you have a good plan, a written plan to transition it. It's not that complex, but both of those two things are key and paramount to us preserving family farm operations.

Number one, you build something that's somewhat profitable to bring in that next generation. Number two is you have a good plan, a written plan to transition it. It's not that complex, but both of those two things are key and paramount to us preserving family farm operations.

Number one, you build something that's somewhat profitable to bring in that next generation. Number two is you have a good plan, a written plan to transition it. It's not that complex, but both of those two things are key and paramount to us preserving family farm operations.

Great question. Number one is willingness. And that's not something that your attorney or your banker or your accountant can provide. It is a personal character trait of having that willingness to say, number one, we're is capable, has the skill set, has the ability to take over some of our management duties. And then number two is that how the heck do you just give up control?

Great question. Number one is willingness. And that's not something that your attorney or your banker or your accountant can provide. It is a personal character trait of having that willingness to say, number one, we're is capable, has the skill set, has the ability to take over some of our management duties. And then number two is that how the heck do you just give up control?

Great question. Number one is willingness. And that's not something that your attorney or your banker or your accountant can provide. It is a personal character trait of having that willingness to say, number one, we're is capable, has the skill set, has the ability to take over some of our management duties. And then number two is that how the heck do you just give up control?

And that's just human nature is we want control. And so in order to give up control, To me, it is for that next generation to show their aptitude, their skill set, their ability to, A, take over the operation and kind of keep things status quo. But also, what are they bringing to the table?

And that's just human nature is we want control. And so in order to give up control, To me, it is for that next generation to show their aptitude, their skill set, their ability to, A, take over the operation and kind of keep things status quo. But also, what are they bringing to the table?

And that's just human nature is we want control. And so in order to give up control, To me, it is for that next generation to show their aptitude, their skill set, their ability to, A, take over the operation and kind of keep things status quo. But also, what are they bringing to the table?

Are they bringing some other type of skills and ability or connections, relationships to the farming operation so that the owner generation says, okay, this thing is in good hands.