As his term as Canadian Seed Growers’ Association president comes to a close, Glenn Logan reflects on the value of listening, the importance of member engagement, and why the next generation of leaders will need support as much as opportunity.
As Glenn Logan looks back on his time as president of the Canadian Seed Growers’ Association (CSGA), he isn’t measuring success by a list of accomplishments or a single defining initiative.
Instead, he points to something less tangible but ultimately more important: listening.
Throughout his presidency, Logan says one of CSGA’s biggest responsibilities was ensuring seed growers had meaningful opportunities to shape the future of Canada’s seed certification system. That was especially true during the Canadian Food Inspection Agency’s ongoing Seed Regulatory Modernization (SRM) process.
“Seed growers have had every opportunity to express their thoughts,” Logan says. “Many of those thoughts have been accepted by CFIA, and I think the final report that comes out will show that growers have been listened to.”
For Logan, that collaborative approach reflects how the association should operate. While leadership often involves making decisions, he believes the best leaders are willing to change course when new information emerges.
“Be true to your convictions,” he says. “But the sign of a good leader is the ability to listen and pivot on those decisions.”
“There is always going to be something that comes along that modifies the decisions you anticipate making. In reality, those may not end up being the right decisions.”
That philosophy also shaped how he approached the presidency itself.
“I never came to this position with an agenda in mind,” Logan says. “There was nothing specific I wanted to change.”
Instead, he focused on a handful of priorities while recognizing that the association’s direction would ultimately be determined by its members and future leadership.
One challenge that remains, however, is ensuring the association has enough volunteers willing and able to step into leadership roles.
Like many industry organizations, CSGA has often relied on the same experienced members to carry significant governance responsibilities. Logan recognizes that asking younger seed growers to volunteer can be difficult when they’re balancing growing businesses and young families.
“I think we’ve had to rely on the same people too much,” he says.
“It’s difficult when you’re young and new in the industry and trying to establish yourself on the farm with a young family.”
That reality has made experienced volunteers invaluable.
“We’ve been thankful we’ve had senior members who have had the time to do the job,” Logan says.
Having transitioned the day-to-day operation of his own farm to the next generation, Logan found himself in a position to give back.
“My family has taken over my farm, and I certainly have time to do the job,” he says. “I made it as busy as I wanted it to be.”
Looking ahead, Logan believes the strength of CSGA will continue to depend on members who are willing to participate, listen to one another, and adapt as the industry changes.
For him, leadership has never been about leaving behind a personal legacy. It’s about helping build an organization that is stronger than when you found it, and leaving room for the next generation to chart its own course.
