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DES MOINES, IA, February 2026. Rena Striegel, President of Transition Point Business Advisors, is drawing attention to what she believes is one of the most overlooked risks in ownership transfer. It is not poor accounting. It is not flawed estate documents. It is silence.
When Everyone Thinks They Agree
Striegel has spent more than twenty years working with farm families across the United States. In that time, she has seen succession plans that were technically sound yet stalled in practice. Documents were drafted. Advisors were consulted. Meetings were held. Still, nothing moved.
Often, the issue was not disagreement. It was assumption.
A father assumed his daughter knew she would eventually take over management. The daughter assumed her brother had already been chosen. A successor believed more training was expected before ownership would be discussed. No one directly confirmed these beliefs. Each person filled in the blanks privately.
From the outside, the family appeared aligned. Internally, they were operating from different stories.
“Most ownership transitions do not break down over numbers,” Striegel said. “They break down over assumptions that were never voiced. Clarity in communication is an act of protection for both the business and the family.”
The Weight of Unspoken Expectations
In agricultural operations, roles are often shaped by years of habit. Authority may be implied rather than defined. Compensation may be discussed informally. Leadership development may be assumed instead of planned.
Striegel notes that next-generation members frequently carry quiet uncertainty about their future. They may hesitate to ask direct questions out of respect. Senior leaders, in turn, may avoid firm timelines because they fear creating pressure.
The result is a slow build of tension that rarely announces itself openly. Progress pauses. Conversations circle the same topics without resolution.
Listening Before Leading
At Transition Point Business Advisors, Striegel emphasizes structured dialogue over casual conversation. She encourages families to create a dedicated space for discussing readiness, authority, and ownership structure. Just as important, she asks families to listen before they respond.
Successors are invited to articulate how they see their role evolving. Senior leaders are asked to clarify expectations that may have remained unspoken for years. Assumptions are surfaced and tested, not ignored.
Striegel believes that this level of communication is not optional. It is foundational.
When expectations are clear, decision-making becomes steadier. When roles are defined, confidence grows. When assumptions are addressed early, conflict is less likely to escalate.
A Strategic Issue, Not a Soft One
Across rural communities, generational turnover is accelerating. Farms that once had decades to plan now face tighter timelines. In this environment, Striegel argues that communication is a strategic safeguard.
Legal structures matter. Financial planning matters. But without alignment in understanding, even well-crafted plans can falter.
By highlighting communication gaps in ownership shifts, Striegel hopes to prompt families to examine not only what is written in their documents, but also what remains unspoken around their tables.
More information about Transition Point Business Advisors and available succession planning resources can be found at transitionpointba.com. Rena Striegel also shares insights and educational content through:
LinkedIn: Renastriegel
Facebook: Rena.striegel
YouTube: @TransitionPointBA
About Rena Striegel
Rena Striegel is President of Transition Point Business Advisors and a leading authority in agricultural and family business succession planning. Raised on a dairy farm in Iowa, she combines firsthand experience with more than two decades of advising multi-generational families. She is the creator of The DIRTT Project and host of the Ag Inspo podcast.
About Transition Point Business Advisors
Transition Point Business Advisors works with agricultural and family-owned businesses to guide ownership transitions through structured communication and leadership planning designed to protect both business continuity and family relationships.
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