By Managing Partner Jon Leafstedt and Managing Director Aaron Locker
Coming out of this year’s Western Seed Association Annual Convention, one theme stood out clearly: the seed industry is navigating a major generational transition, and not everyone is ready for it.
Across conversations with company leaders, we heard a consistent story. Many of these are family-owned businesses, and the founders—the ones who built the relationships, weathered market cycles, and defined their companies’ reputations—are preparing to hand over the reins. While some successors receive more intentional guidance than others, most leaders recognize that succession planning remains more of an idea than a structured plan.
What’s striking is how universal this leadership transition theme has become. We’ve heard it at CropLife, EuroSeeds, and now Western Seeds. Regardless of geography or company size, the same question surfaces: is the next generation truly ready to lead?
The readiness gap goes beyond technical skills. The next generation brings strong education, digital fluency, and fresh perspectives that will shape the industry’s future. What’s changing is how relationships are built; longstanding face-to-face partnerships give way to faster, digital communication. Technology increases efficiency but trust still grows through time and shared experience. Balancing these new ways of connecting with strong relational foundations will be key for the next wave of ag leadership in the seed sector.
Beyond ownership transitions, companies are grappling with how to attract, engage, and retain high-potential talent. In rural markets or specialized sectors, limited talent pools and competitive constraints can make retention challenging. Clear paths for development, coupled with structured leadership coaching, help leaders at all levels build the skills to inspire, communicate effectively, and motivate their teams, and in turn, strengthen their organization’s capacity to perform and grow.
Despite recognizing these challenges, many companies hesitate to seek outside support for leadership or succession planning, even while investing heavily in equipment or facilities. Taking a proactive approach—evaluating leadership pipelines, identifying gaps, and investing in development before challenges arise—ensures organizations are prepared to navigate transitions successfully and capitalize on emerging opportunities. Investing in people at every level strengthens engagement, builds trust, and positions the organization for long-term success.
Because at the end of the day, leadership development isn’t just about preparing for tomorrow’s CEO, it’s about strengthening the entire organization today. When employees see their companies investing in their growth, it builds trust, engagement, and loyalty. That’s what makes teams resilient and, ultimately, what enables organizations to adapt quickly and capitalize on emerging opportunities.
If you’re exploring ways to strengthen your leadership pipeline or develop your high-potential employees, connect with us. We’d be glad to discuss strategies and approaches that fit your organization’s needs.
