How to turn your farm’s strategic goals into action

In part one of this two-part series, we looked at why the farm business planning process gets overlooked and where and how farmers can start developing a long-term strategic plan.

Though it’s difficult to make time for long-term business planning when you’re scrambling to keep up with the day-to-day, data consistently points to the benefits of getting your plans down on paper.

And while a long-term plan is an important first step, the real value comes from how that plan is used.

For many Canadian farms, the difference between a plan that drives results and one that gathers dust comes down to discipline. It’s not about creating a more complex document. It’s about building habits and processes that keep the plan active, relevant and tied to day-to-day decision-making.

Heather Watson, executive director of Farm Management Canada, says that’s where rigour comes in. “The difference is not the plan or the document itself, it’s the discipline around using it,” she explains.

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Build planning into the seasonal cycle

Rather than treat farm business planning as a one-time exercise, Watson encourages farmers to think of it as a cycle that aligns naturally with the farm’s growing or production season.

The most effective time to start is often after harvest or the farm’s busiest season, when there’s an opportunity to reflect. She says that reflection can form the foundation for a more structured approach and also provides a cause for celebration — something we often forget to do.

Planning can start with evaluating performance, i.e., what worked, what didn’t and why. From there, farmers can assess the broader business environment to identify external threats and opportunities alongside internal strengths and weaknesses.

“That process can guide the next steps,” Watson says. “By bringing that knowledge together, you can ask, ‘Given this is our business environment, and these are our strengths and the resources we have at our disposal, where should we go?’”

From there, the process can move into setting a clear vision, defining goals and strategic priorities, and outline the specific activities, timelines and performance measures needed to move forward.

Once the plan is in place, the focus shifts to execution, tracking progress, adjusting as conditions change and revisiting results at the end of the year before starting the cycle again.

Make an actionable plan

A long-term strategic plan may define direction, but it’s the business plan that turns that direction into action.

For that to happen, plans need to be used consistently.

Watson stresses the importance of regular check-ins throughout the year, whether quarterly or at key decision points, to track performance and ensure the farm stays aligned with its long-term goals.

“A plan is most effective when it’s actively used in decision-making, reviewed regularly, supported by measurable targets and owned by the people involved in the business,” says Watson.

Eric Olson, national leader of Farm Management Consulting with MNP, agrees. “There’s no value if it sits on a shelf,” he says. “The real value is in the check-ins, asking what you’re doing right and what needs to change.”

Those check-ins don’t have to be complicated, but they do need to be intentional. Revisit the plan once or twice a year to keep the business on track and ensure decisions are purposeful.

Bring the right people to the table

Adding rigour to a long-term plan also means expanding who’s involved in the process.

Both Watson and Olson emphasize the importance of including key family members, team members and advisors early on — not just at tax time or during loan renewals, but as part of an ongoing management team.

Advisors bring technical expertise, external perspective and accountability. They can challenge assumptions, navigate family dynamics, test scenarios and ensure the plan reflects the realities of the current farm business environment.

“The most effective approach is to treat advisors as part of a broader management team,” Watson says.

Olson also advises farmers schedule structured, facilitated meetings, explaining that a more formalized approach can make a significant difference, particularly for family farms.

“Let people respond to ideas and plans, and give them permission to disagree,” he says. “I also recommend bringing in a facilitator, because it helps keep conversations productive and focused.”

He also suggests planning meetings be held away from the farm to help reduce distractions and create space for more deliberate thinking.

Measure what matters

Benchmarking is another key element of planning. Olson believes that understanding how a farm performs relative to similar operations provides important context. It can help identify whether the business is leading, keeping pace or falling behind and can highlight areas that need attention.

“Benchmarking helps you understand where you are today,” Olson says. “And that’s critical for making decisions about where you’re going.”

Watson notes that combining benchmarking with scenario planning can further strengthen a plan. Farmers who consider potential risks and map out responses in advance can be better prepared to adapt when conditions change.

Turn intention into habit

Ultimately, the most effective long-term plan comes down to consistency. Successful farm businesses treat planning as part of their regular operations, not an occasional task. They make time for it, involve the right people and build in processes to review and adjust their plans as conditions evolve.

It also requires strong communication. Bringing people together, listening to different perspectives, and aligning around shared goals can be just as important as the numbers on the page.

“Planning is not an option, it’s a requirement for a successful farm business,” Olson says.

That may sound like a big ask, but the fundamentals remain straightforward: know where the business stands today, know where it’s headed and make deliberate, purposeful decisions to close that gap.

“Because in the end, a long-term plan isn’t just about setting direction,” says Olson. “It’s about creating a system that keeps the farm moving forward, with clarity, confidence and purpose.”

Four ways to strengthen your farm plan

Moving from intention to action doesn’t require a complete overhaul. These practical steps can bring more structure and consistency to your farm’s long-term planning process:

1. Write it down

A documented plan creates clarity, accountability and a reference point for decision-making.

2. Schedule regular reviews

Build time into the year, at least once or twice, to revisit your plan, track progress and adjust as needed.

3. Use benchmarks

Compare your performance to similar farms to understand where you stand and where improvements are needed.

4. Involve your team and advisors

Strong plans are built collaboratively, with input from family, employees and trusted advisors who can challenge and support your decisions.