By Managing Directors Aaron Locker and Heiri Gugger
Coming out of this year’s CLA/CPDA Annual Meeting, what stood out most to both of us was the quiet energy in the room. After several years of political uncertainty and cautious decision-making, agribusiness leaders seemed more settled, measured, but ready to move forward. The “wait-and-see” mindset that marked the early months of this administration appears to be fading. Companies are focusing less on what might happen and more on how to execute against their plans, and that means focusing on leadership.
Across our conversations, one theme came through clearly: succession planning and leadership development are again top of mind. Many organizations feel confident in the strength of their current leadership teams yet recognize a gap between a solid bench and true readiness for senior roles. It’s not a matter of technical skill—agribusiness is full of domain expertise—but rather the need to intentionally build leadership capability.
Larger organizations often have the structure to rotate employees through diverse experiences that prepare them for bigger roles. Smaller and mid-sized companies, by contrast, can find it harder to carve out that space for growth while still meeting operational demands. The result is strong performers who could lead but haven’t had the opportunity to develop horizontally before the next vertical move.
This realization is leading many leaders to take a more holistic look at their organizations. They’re asking not just What is our strategic plan? but Do we have the right people and skill sets to deliver on it? In some cases, that means accelerating development of internal talent; in others, it means acquiring the right leadership externally.
What we’re hearing is a growing awareness that the two are closely linked. The ability to develop from within and attract from the outside are both strategic capabilities, and the most resilient organizations are intentional about doing both. It’s also where we find ourselves spending more time as trusted partners: helping companies think beyond filling positions to shaping the kind of leadership that will enable their long-term success.
For us, this is exactly why we launched K&R Edge, our suite of solutions designed to help organizations cultivate leadership potential from within. Leadership development isn’t just a response to a vacancy; it’s a proactive way to strengthen the organization’s culture, stability, and future bench. In times of uncertainty, it also provides something equally important: reassurance to employees that the company is investing in them and their growth.
From our perspective, development is both a retention tool and a performance driver. The cost of losing top talent is steep, not only financially, but culturally. By contrast, investing in development yields long-term returns in engagement, capability, and continuity.
We often remind leaders to think beyond the immediate need. Roles evolve, strategies shift, and markets change. Hiring and developing for potential rather than for a narrowly defined slot creates agility. Those who bring in and build up leaders with that adaptability will be best positioned to navigate whatever comes next.
After several years of disruption, agribusiness appears ready to move again, cautiously but confidently. The companies that invest now in the leaders who will carry their strategies forward, whether through development or thoughtful acquisition, will be the ones best equipped for what’s ahead.
