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I got called out years ago by one of my managers when I commented on a person:
"How can that person be so paranoid?"
Without missing a beat, my boss looked at me and said:
"I don't know. You tell me."
Touché.
I remember just staring at him for a second.
I was the paranoid one. I just hadn't realized it yet.
I believe people can accomplish amazing things. I believe businesses can overcome almost any obstacle. I believe there is a solution to nearly every problem.
I also spend a lot of time thinking about what could go wrong. Not because I expect it to happen, but because I've seen it happen.
I Grew Up Where Things Went Wrong
Growing up on a farm has a way of changing your perspective.
Disaster wasn't theoretical it was real. We had droughts, floods, tornadoes, and fires. Sometimes all within a couple of years.
When your livelihood depends on weather, livestock, equipment, and timing, you learn quickly that bad things happen. Not because you're doing something wrong, just because life happens.
The farmers I knew weren't pessimists. They weren't walking around assuming disaster was right around the corner. They understood exposure, and when something went wrong, they adapted.
Looking back, I think that's where my "paranoia" comes from.
Great Operators Think Differently
I've spent years walking manufacturing facilities, and I've noticed the best plant managers, operations leaders, and manufacturing executives all share a similar trait. They're slightly paranoid.
They ask questions like:
What happens if this machine goes down?
What happens if our ERP system fails?
What happens if this supplier misses a shipment?
What happens if our internet goes down?
What happens if we lose this key employee?
What happens if we get hit with ransomware?
What…What…What….
Most people hear those questions and think they're negative.
I don't.
I think they're responsible.
The Difference Between Paranoia and Preparation
The worst leaders assume everything will work out.
The best leaders understand that things occasionally won't.
The best manufacturers I've worked with don't spend their time worrying. They spend their time preparing.
They know where they're vulnerable. They know where they're exposed. They know which systems are aging. They know which machines are critical. They know where information flows through the organization, and they have plans.
That's not paranoia. That's leadership.
The Companies That Keep Me Up at Night
Ironically, it's not the paranoid companies that worry me. It's the ones that aren't worried enough.
The ones that tell me:
"I compared your quote and we are getting something similar that’s cheaper."
"You can dance on my grave if that happens”
"We thought about it and are willing to take the risk.”
Those comments make me nervous and are associated with emergency spending. Unexpected downtime, frustrated employees, lost production, and leadership wondering how nobody saw it coming (even though the warning signs were pointed out).
Nobody listened.
Why We Love Working With Manufacturers
One of the reasons we focus on manufacturing is because the best manufacturers understand risk. You have to.
Downtime is expensive. Production matters. Schedules matter. Customers matter.
Most manufacturing leaders understand that preparation beats reaction every single time.
The best ones don't wait for disaster. They get ahead of it. They ask hard questions. They challenge assumptions. They build contingency plans. They invest before something breaks.
Looking back, my boss wasn't wrong. I probably was paranoid, and I still am.
After growing up on a farm, building businesses, raising five teenagers, and spending years helping manufacturers navigate risk, I don't see that as a bad thing anymore.
The best leaders I've met are all a little paranoid.