Celeste Haldane, a lawyer and chief commissioner of the BC Treaty Commission, at the Musqueam First Nation in Vancouver.DARRYL DYCK/Globe and Mail
Celeste Haldane is the chief commissioner of the BC Treaty Commission and a practising lawyer with a degree in constitutional law from Osgoode Hall Law School. Ms. Haldane is also the first Indigenous chair of the Legal Services Society of BC and a director of the Brain Canada Foundation and the Hamber Foundation. She is a member of the Sparrow family from Musqueam and is Tsimshian through Metlakatla, as well as a mother of three and grandmother of two.
I grew up in B.C.’s Lower Mainland in the 1970s and lived there through most of my life. My parents worked as commercial fishers. I learned about hard work through them, and how it pays off. I also learned about how it’s important to be dedicated to what you love.
I also worked as a commercial fisher in my teens. It’s partly where my grit comes from. You get an understanding of what it’s like to work very hard. It can be tough and dangerous work. You can also have some lean years and some great years in that business.
I learned a lot from my father and his leadership skills. He was a captain of a boat. There’s a sense of freedom out on the water. You’re out there with just a few other people. You also learn how to crisis manage when you’re out there.
When I was a kid, I wanted to be like my dad and run my own boat. My parents had other ideas for me. They really wanted and encouraged me to go back to school. They believed the fishing industry wouldn’t be as sustainable over the longer term.
My mother was also a role model. She went back to university when I was in elementary school. She’s got a bachelor’s degree in criminology and psychology and recently completed a master’s degree in community planning.
I started thinking about being a lawyer in high school. I became interested in constitutional law while working as a consultant for the Musqueam Indian Band, where I worked on issues around treaties, land development and resources. I later worked at the Nuu-chah-nulth Tribal Council in Port Alberni, B.C. There was a lot of crisis management and situations where you were thrown in and had to provide not only the best advice but support as a human being.
I am blessed to come from a family of strong leaders. The best advice I’ve been given is to “remember who you are and be proud of it.” I never lose sight of the long nights and the tough days that helped me get to where I am. It’s about having that tenacity. When you’re given a role and given deep responsibility, don’t quit. Things will get tough. Sometimes you have to look inward for the solutions.
I also believe strongly in leaving this place better than when you found it. As a mother and a grandmother, I take that to heart when it comes to how I lead.
One of the most important issues of our time right now is reconciliation with Indigenous peoples. There has to be an understanding, empathy and compassion. We also need to know where we are going. What is the vision and how will we get there? Right now, we have the political will. We may not always have it.
I work with incredible teams that do amazing work that I can rely on. As a leader, I believe collaboration is key. Consensus building is also important. That said, you can’t make every decision by consensus. I have no issues making decisions, and tough decisions when I have to, that are in the best interests of the organization, my team and for our brand.
I would describe my management style as firm but fair. That’s my parenting style as well.
Not everyone loves me, and that’s okay. That’s the way it has to be. That means I’m doing my job.
Dialogue creates understanding. We may not always agree, but at least we can sit down and talk with each other. It’s also important to listen − not listen to speak or react, but just listen. Working in Indigenous communities, you learn that skill very quickly if you want to get anything done and if you want to build relationships.
This interview has been edited and condensed.
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