Leading with Courage

I am savouring an excellent issue of Harvard Business Review right this moment. The September/October cover features the title “A Playbook for Creative Leadership.”

The article “Now is the Time for Courage” by Ranjay Gulati is a must-read.

His research demonstrates that the companies that emerged from the past recession in the best shape did more than cut costs. They took manageable risks and made wise investments, focusing not on protecting their market share but on growing their businesses. Gulati shares five strategies for leaders to become more lucrative. Recognizing that bravery is a choice when faced with volatile conditions, as we do today, his five strategies, as listed below, provide an inspiring and clear framework for how to be brave:

Recently, I was asked by my producer at CBC Metro Morning to do an article on Knix’s reentry to the US market with their store in the SoHo neighbourhood of New York City. As I delved deeper into the story, it became clear that this was not a business narrative, but a film about courageous leadership led by Knix’s superhero founder, Joanna Griffiths.

Knix, for those who don’t know, is a Toronto-based intimates and apparel company, founded by Griffiths in 2013. Knix has built a reputation for innovation, pioneering leakproof underwear, wireless bras, and comfort-driven apparel, while promoting body positivity and inclusivity. Over the past decade, it has grown from a small direct-to-consumer startup into one of Canada’s most successful global lifestyle brands.

Joanna is well-known for pitching period blood to investors, being rejected hundreds of times, and building a company worth $400 million, which was acquired by Essity in 2022. Grifths still holds a 20% share in the enterprise and continues to lead the charge as President.

Knix’s decision to expand in the United States was not a hasty move, but a strategic one. The opening of the New York City store in SoHo, one of New York’s most visible and competitive shopping districts, this summer, was a calculated step. This location was chosen based on data showing New York as Knix’s largest American online market, a testament to the company’s thorough market research and strategic planning.

In addition to. With a larger e-commerce footprint, the company launched a US marketing push called “You’re Good,” featuring actress Kristen Bell and extensive activations, from subway advertising to in-store events.

To combat tariffs, Knix also implemented a distribution expansion with a new fulfillment center in Ohio, designed to shorten delivery times and reduce the impact of rising US tariffs on Canadian imports. Knix is also rethinking its sourcing strategy, moving away from a reliance on China to include other countries, such as Korea.

The Ohio fulfillment center represents a strategic response to tariffs. Instead of absorbing high import costs, Knix is moving closer to its American consumers. This facility comes at a price, potentially reducing some warehousing and logistics jobs in Canada. That is true. However, it protects higher-value Canadian jobs, such as product design, innovation, marketing, and brand leadership, which remain headquartered in Toronto. In this sense, Knix is helping Canada position itself as a high-value job economy, rather than competing in low-margin logistics or manufacturing.

At the center of this story is Joanna Griffiths’ leadership. Expanding into the US during a volatile trade environment, while retail faces mounting pressures, requires conviction.

In the recent article in Harvard Business Review, I cited a study that studied how companies behaved during the 2008 recession. It was found that only 9 percent of firms acted courageously during the downturn, but those that did came ahead when the economy recovered.

Knix’s US expansion, despite the challenges of tariffs and uncertainty, is a testament to the company’s resilience. Instead of waiting for calmer markets or lower risks, Griffiths is positioning Knix to seize opportunities now, demonstrating the company’s determination and adaptability. This bold move today is a bet on a brighter tomorrow, a strategy that is both courageous and inspiring.

Knix’s expansion is about more than bras and underwear. It is a case study in how Canadian firms can compete on the world stage by protecting high-value jobs at home, investing in infrastructure abroad, and leading with courage.

As entrepreneurs globally look at how to deal with the uncertainty that comes south of the Canadian border, they can learn from Joanna: 1. Adapt to external pressures with an innovative strategy, not retreat; 2. Invest in your core strengths at home: design, innovation, branding; 3. Lead with courage.

Courage may be the difference between surviving and thriving in uncertain times.