The very nature of the family farm means that inevitably tensions and disputes will arise. The family business is usually farmed by more than one generation with everyone involved both living and working in the same place. Sounds claustrophobic? It often is!
It is worth looking at some of the pinch points. It may seem glib to pass many of them off as inevitable family problems which are exacerbated by the fact that everyone inhabits and works in the same space. However, that seems to be the reality and so many families appear to find it difficult to debate and resolve those hot topics which arise every now and then.
Some of the principal issues may be seen to be predictable:
…the list goes on!
It is relatively easy to identify the weaknesses and fault lines; more difficult, of course, to resolve them. One of the problems that so many farming families have is an inability to talk to each other about the business in anything like a strategic way. Sometimes, of course, they cannot talk to each other at all!
Many families trade in partnership and, hopefully, there is a partnership agreement to govern the business relationship between the parties. The problem with many of the farming partnership agreements which I see is that they are out of date and, more often than not, observed in the breach. Put simply, they have outlived their time and badly need renewal.
In the agricultural sector, it is unfashionable to provide for a decision-making mechanism in the partnership agreement but this may well be part of the solution. Why not agree to have a quarterly partnership meeting with, if thought necessary, an independent chairman or facilitator? In this way, the partners have an early opportunity to air and confront the difficult issues in an orderly and controlled environment. Whichever route is adopted, the common and crucial factor is the non-family chairman.
The identity of that person is irrelevant; it could be the family accountant, agri-consultant or solicitor. Whoever it is must, self evidently, command the respect of the partners and have the requisite skills to promote compromise or agreement. The cry will inevitably go up, ‘We cannot afford that!’ The easy and entirely appropriate response is, ‘You cannot afford not to!’.
The reality is that very few agri-family disputes flare up into full blown litigation. Rather they rumble on and become an unpleasant elephant in the room. It means that there is a running sore on the fabric of the family and business which operates to impinge upon decision making and progress across a wide spectrum of the family’s affairs. The parties involved become used to managing the problem and professional advisers learn to tread carefully around them. Everything becomes uncertain and a deeply unsatisfactory stand-off ensues.
How much more satisfactory it could be if the parties resorted to a mediation process in order to try and resolve the situation and, effectively, move on. Mediation does not have to be an alternative to litigation; it can be an end in itself. In so many ways, it may well be the answer to a whole range of family-orientated business disputes which the parties find it difficult to resolve themselves.
The non-adversarial nature of mediation is ideally suited to such problems and, indeed, a very good case can be made for ensuring that these disputes are mediated sooner rather than later. After all, the longer the argument lasts, the less likely it will be that harmonious relationships will ever be restored.
We will never be able to prevent our clients from falling out with each other but we can help them to find a way through the problems and mediation should be one of the first strategies which we apply, rather than the last.