C-Suite Crisis – Why Finding the Right Leaders is Ag’s Biggest Challenge ​

The agricultural sector is facing a perfect storm: a mass exodus of retiring leaders, growing complexity in technology and sustainability, and a shrinking pool of candidates with both business acumen and agricultural fluency. For the seed industry in particular, this leadership vacuum presents not only a strategic challenge—but an existential threat.

We’ve entered a new era, one that demands leaders who can think boldly, act decisively, thrive in ambiguity, and bring strong digital acumen to navigate rapid technological change.

The stakes are high. Research shows poor leadership can cost companies as much as 7% of annual revenue in established firms¹ and up to 20 times an executive’s total compensation in PE/VC-backed businesses².

These aren’t just theoretical numbers, they reflect opportunity costs, stalled innovation, lost contracts, and diminished morale.

A major Midwest agribusiness learned a hard lesson when a new CEO—despite strong credentials—lacked the sector-specific insight needed to navigate the farm economy. 

Within two years, operational missteps and eroded trust led to significant financial setbacks. When leaders come from outside the industry, structured onboarding is essential to build context, relationships, and credibility quickly. 

The takeaway is clear: today’s ag leaders need more than general management skills—they need an understanding of industry dynamics and agility to lead through complexity.

A Demographic and Cultural Shift

The looming retirement wave is accelerating the issue. By 2025, we’ll see a record number of people globally turning 65³. For every potential leader aged 35–50, two are preparing to retire. In agriculture, where many senior leaders have been in place for decades, this creates an acute succession challenge. A majority of ag companies have no formal succession plans in place.

Layer in the cultural shift—new generations seeking purpose, flexibility, and values alignment—and the leadership equation becomes even more complex. Companies are not only competing for skills; they’re competing for hearts and minds. In this landscape, leadership development must be strategic, intentional, and deeply connected to company culture.

What Makes a Leader Resilient—and Why It Matters

So what should we look for in the next generation of ag leaders?

According to research from AESC and insights from our firm, Kincannon & Reed, three attributes rise to the top⁴:

1. Emotional Intelligence (EQ): Leaders with high EQ foster trust, manage diverse teams, and navigate high-pressure situations with composure.
2. Results-Driven Mindset: A clear orientation toward execution and measurable impact is essential in fast-changing markets.
3. Adaptability in Ambiguity: The ability to pivot without losing focus—balancing long-term strategy with near-term reality—is crucial.

McKinsey data shows companies with resilient leadership outperformed peers by 50% in shareholder returns during post-crisis recoveries.

Closing the Gap: What Seed Companies Must Do Now

To future-proof their leadership pipelines, seed industry executives must act decisively. That means:

• Creating strong succession plans. Start to define “who’s next?” and treat succession as a core element of strategic planning, not a contingency.
• Formally assessing leaders and Aligning development with strategic vision. Besides “who’s next?” also ask “do they have the potential to take us where we need to go?” and “what is the development plan?” 
• Expanding the search. If you need to go outside the industry, broaden candidate pools to include those from outside ag—then provide onboarding that builds credibility and context fast.
• Doubling down on culture. In today’s job market, candidates choose companies with values that resonate. A strong employer brand rooted in purpose and innovation is key.

The challenges facing the seed industry—technological change, generational shifts, and increasing complexity—demand leadership that’s both resilient and attuned to the realities of agriculture. The organizations that invest early and thoughtfully in leadership are the ones most likely to sustain performance through change.

For over 40 years, Kincannon & Reed has worked exclusively in food and agriculture, helping companies identify, develop, and support the leaders who will shape the future of the industry. If these issues resonate and you’re thinking about your organization’s leadership needs, we welcome the conversation.

Aaron Locker, K&R Managing Director, alocker@krsearch.com   |   1-302-354-5709

Jon Leafstedt, K&R Managing Partner, jleafstedt@krsearch.com   |  1-515-988-4888

Resources:

1 – The True Cost of Poor Leadership by Unicorn Labs

2 – 20x: The Impact of Failed Leaders in Private Equity Backed Companies by PrimeGenesis

3 – The Peak 65 Zone Research Paper by the Retirement Income Institute

4 – 2024 Client Research Report by the Association of Executive Search and Leadership Consultants