What it takes to keep crypto safe
Part three of a five-part series on strengthening Canada’s blockchain ecosystem
Unlocking the power of diverse thinking
When experienced tech start-up executive Kirsten Paquette first met with Brane’s leadership team, she noticed something unique about their collective communication style: everyone was allowed to finish their sentences.
“At first glance, it might not seem like a big deal. But having professionally grown up in entrepreneurial environments, I know how difficult it can be for people to have their voices heard,” she explains. “It’s not that everyone here agrees – it’s that our culture allows each team member to share information in a way that results in really well-thought-out solutions.”
“Because of the very nature of the blockchain ecosystem, there’s tremendous value in diverse thinking. You often hear about a ‘culture fit’ approach to hiring. We’re more interested in a ‘culture build’ model.”
Independent thought is appreciated, encouraged and expected from every single person, she says, describing Brane’s culture. “I can’t use the word ‘trust’ enough. We work to ensure that each team member feels consistently valued and challenged. Recognizing everyone’s individual currency helps our leadership create programs that speak to each team member, so each person feels they’re doing meaningful work.”
The company’s mission – creating secure, independent custody solutions for institutional investors – is a critical next step in the future of finance and investment. Now Brane’s vice president of People and Culture, Ms. Paquette says, “There’s still a gap between the traditional finance system and this emerging digital asset class, a gap we’re tackling through education as well as technology. The security, trust and assurance we provide are integral links in the crypto- currency ecosystem.”
Melanie Pump, who recently joined Brane as its chief financial officer, is a chartered professional accountant also known as a leading advocate for healthy work environments and the author of Detox: Managing Insecurity in the Workplace. “The leadership team here believes that innovation requires a positive corporate culture, a place where people want to work and feel like they can learn and grow. People here are always comfortable putting up their hand and throwing out an idea, even if it is unexpected or opposes somebody else’s view.”
“The leadership team here believes that innovation requires a positive corporate culture, a place where people want to work and feel like they can learn and grow.”
In the post-pandemic labour market, attracting the best talent demands responsiveness and flexibility, both cultural qualities that the company has built in from its beginnings. From the first weeks of the pandemic, “Brane’s team was able to lean into remote work and recruit new talent regardless of their location, and we’re seeing the benefits,” says Ms. Pump.
She knew some members of the leadership team prior to joining the organization, and it was watching them grow that initially caught her attention, Ms. Pump says. “An environment like this allows people to stretch beyond their expected talents. We hear a lot about diversity and inclusion these days, but at Brane, it’s a deep belief, throughout the company, that leads to the broadest range of skills, talents and perspectives.”
While many organizations approach diversity as a social responsibility issue, it’s seen as a business imperative at Brane, adds Ms. Paquette. “We are always seeking out people with different backgrounds, knowledge, skills and abilities to add to our current team.”
This approach has provided a great foundation for innovation and growth despite the added uncertainty of the pandemic. “The last couple of years have been challenging in society as a whole in so many different ways,” says Ms. Pump. “Having an empathetic leadership team encourages people to bring their whole selves to work. Sometimes that means we have children or animals popping in during our virtual meetings; other times we’re encouraging one another to take advantage of special health resources that we offer, or taking flexible time off to relax and fully recharge. We value leading with empathy and trust at the core – having that impact on every individual’s life.”
As team members are motivated to grow and develop, to come in with new initiatives or recommendations on programs or offerings, everyone benefits, Ms. Paquette emphasizes.
“Because of the very nature of the blockchain ecosystem, there’s tremendous value in diverse thinking. You often hear about a ‘culture fit’ approach to hiring. We’re more interested in a ‘culture build’ model.
“We’re always encouraging people with a similar growth mindset and trust at the core of their personal value system to explore the opportunities on our Careers and LinkedIn pages, and to reach out and connect with us.”
Empathetic leadership essential to post-pandemic productivity
For 18 months, we have all been living in a pandemic-induced state of uncertainty, says healthy workplace advocate and Brane CFO Melanie Pump. And as she writes in her new book, Detox: Managing Insecurity in the Workplace, when we feel uncertain, the brain protects us by halting our focus on anything else. Our threat response weakens analytical thinking, creative insight and problem solving.
Leading with fear, micromanagement and the setting of unreasonable goals are all tactics that increase insecurity, worsening the problems. (This is always true: in fact, a 2018 study found that leaders who control through fear stifle their employees’ creativity and initiative.)
Instead, leaders need to engage, motivate and inspire, writes Ms. Pump in Detox. How? It’s possible with the basics: communication, a clear direction and a plan to get there.
Communicate. Humans crave certainty and therefore transparency. It’s important that leaders keep employees informed about the effects of the pandemic on the organization. When people don’t have all of the facts, they fill in the blanks, often with the worst-case scenario. This leads to more instability, insecurity and disengagement. If your business is doing well, share and celebrate all of the wins.
Refocus on your mission and vision. Counter the engagement drain of pandemic uncertainty by taking this time as an opportunity to connect with and motivate employees. Clarifying the direction of the business increases certainty, demonstrating that you are looking ahead and believe in the future of the business. This motivates employees to drive towards that future and will result in stronger corporate results.
Ensure that each employee has clear goals connected to your mission and vision. Engagement requires that each employee understands how their work supports those end goals. However, excessively bold goals can backfire and create fear – challenging goals that motivate but are also achievable give teams wins to celebrate.
For more stories from this feature, visit globeandmail.com
To view the full report as it appeared in The Globe's print edition: Cryptocurrency Series 2021