By Michael Graydon, CEO, Food, Health & Consumer Products of Canada (FHCP)

These days, negativity feels almost unavoidable. It’s in our headlines, our conversations, and even in our own thoughts as we face the day-to-day grind. I see it in the uncertainty surrounding the global economy, the unpredictability of U.S. political decisions, the strain of inflation, and the ever-growing demands for sustainability, affordability, and transparency. It’s easy to feel weighed down. But as someone who has spent years in the food, health, and consumer products sector, I’ve learned that leadership is never more important—or more powerful—than in times like these.

Our industry is part of Canadians’ everyday lives. It’s the coffee you grab on the way to work, the medicine you give your child when they’re sick, and the cleaning products you use to keep your home safe. These aren’t luxuries; they’re essentials. And yet, providing them has never been more complicated. Costs are rising, supply chains are stretched, and we’re being called upon to innovate faster and more transparently than ever before.

It would be easy to focus on what’s going wrong—and trust me, the list of challenges is long. Trade tensions with the U.S. are unpredictable, tariffs loom on the horizon, and the weight of overregulation is stifling the ability of businesses to grow. At the same time, consumers are rightly demanding products that are more sustainable, healthier, and affordable. These are not small asks, and balancing them feels like walking a tightrope over uncharted territory.

But here’s what I believe: leadership isn’t about avoiding challenges; it’s about rising to them. When I think about the people who depend on us—the families trying to stretch their grocery budgets, the workers in manufacturing plants across the country, and the small businesses that rely on fair policies to compete—I see the stakes clearly. This isn’t just about keeping businesses afloat; it’s about ensuring Canadians can trust us to deliver on what matters most.

Trust is where leadership begins. In our industry, that means being upfront about the challenges we face—whether it’s explaining why prices are rising or outlining what we’re doing to make packaging more sustainable. Canadians deserve transparency, and they deserve action. They need to know we’re not just talking about solutions but implementing them.

And we are. Take sustainability, for example. Our sector has made impressive strides in recyclable packaging, reducing plastic waste, and improving supply chain efficiency. But progress like this doesn’t happen in a vacuum. It requires collaboration between industry, government, retailers, and environmental advocates. These partnerships aren’t always easy, but they’re essential. We can’t just meet consumer expectations; we have to exceed them.

Still, to truly rise to these challenges, we need more than good intentions and short-term fixes. What we’re lacking is a comprehensive manufacturing strategy for Canada—one that ensures our industry can grow and innovate sustainably over the long term. Stopgap measures won’t cut it. If we are serious about food and consumer health product sustainability, we need a plan.

The Barton Report was a promising start, offering actionable insights to position Canada as a global leader in agri-food and other key sectors. Yet it never saw the light of day. That’s a missed opportunity we can no longer afford. A cohesive manufacturing strategy could provide the foundation for the innovations and efficiencies we need to balance sustainability, affordability, and growth.

The same is true for affordability. We know how hard families are working to make ends meet. It’s why we’re advocating for smarter regulations and tax reforms that reduce costs without compromising safety or quality. We’re pushing for policies that create a competitive environment where businesses can innovate and grow while keeping essentials within reach for all Canadians.

None of this is simple, but leadership never is. It’s about stepping into uncertainty and showing that even in the toughest times, progress is possible.

What gives me hope is the resilience I see in our sector every day. I’ve watched businesses adapt, workers rise to challenges, and consumers hold us accountable in ways that push us to be better. This is what leadership looks like—not just managing through adversity but using it as fuel for innovation and trust-building.

We’re not just fighting to keep shelves stocked or prices fair; we’re working to prove that even in a world filled with negativity, leadership can make a difference. It’s about showing Canadians that we’re not only listening to their concerns but acting on them.

Leadership in a time of negativity is about more than finding solutions; it’s about giving people hope. And that, I believe, is what will carry us forward—not just as an industry, but as a country.

This article was originally published on LinkedIn.