Building the proper environment

How have you built and sustained a culture of innovation?

We want to provide an environment where our employees can operate with high agency. That is crucial to driving true innovation. It means letting teams understand the outcome we're trying to drive, and trusting them to do great work to achieve that outcome. Coupled with that is the concept of failing forward. For us, embracing the idea that whether you succeed or fail, you should always be learning something new and integrating that into your next approach is crucial to creating a culture of innovation.

What role has culture played in leading through the pandemic?

Our overall mission and the purpose was reinforced. We launched a $1 million relief fund for the legal industry, and delivered a brand new product roadmap to help law firms pivot to a cloud-based environment. We were highly transparent with our teams about how we were responding to the crisis. The first 100 days we sent out a daily email to the entire team, launched a variety show called Morning Cup of Clio, talent shows, and cooking shows to create connections across the company.

How have you managed through the pandemic?

I bought a road bike and had an amazing time leaning into that sport. I cycled from Vancouver to Whistler. I did the Triple Crown Challenge, riding up the three North Shore mountains.

Joanna Griffiths, founder & CEO, Knix: Growth category winner

What is the impact of culture on performance?

Our brand mission is to inspire our community to live unapologetically free. This is the same as our culture internally at Knix. We accept everyone for who they are. When you do this, you foster an environment where everyone feels safe, respected and valued and where employees can trust and lean on each other. When people work in a cohesive way, tasks and challenges start to feel easier. We have a high-performing team at Knix but we also still put great value on work-life balance.

What role does purpose play in your culture?

Purpose is at the heart of everything we do. We wouldn't be where we are today without it. Very early on, I was having a hard time advocating for myself and the brand. A board member advised me to attach the brand to a mission or cause that was bigger than myself. Our goal as a brand isn't to just sell underwear, our goal is to change how our customers and community feel about themselves. The decision to build Knix as a mission-driven brand has enabled me to attract talent that I never would have thought was possible, and navigate our team through challenges. When you are leading with a purpose it makes it so much easier for others to join you and to inspire and lead your team to greatness.

What did you learn about yourself during the pandemic?

As a relatively early career leader (I started Knix when I was 28 years old) it's easy to feel as though everyone else has it figured out. The pandemic showed me that couldn't be further from the truth. I've learned to trust my instincts, lead with heart and not second guess myself. While I didn't pick up a new hobby over the past year I did grow two humans [she delivered twin girls on International Women's Day]. This year I've developed a newfound respect for my personal strength both emotional and physical.