The MBA Means Almost Nothing to Her. Here's What Does Pt. 3
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What early experiences in India revealed gender bias in the workplace?
Welcome. Welcome to the best five-minute wine podcast with Forrest Cali.
Was there any specific times when you thought, you know, you could see the difference and go, okay, they're not responding to me because I'm a woman?
Oh, many, many times. And some of it's been cultural. It's changed a lot. But I remember my first trip to India twenty something years ago. I was the most senior person there. We were building an office and the you know, the site manager there as I went to check in on it wouldn't talk or engage with me, but my male employee. So I've gone from that kind of thing to, you know, having people question me or call there's, you know, traits that in a man they're called one thing, and in a w woman they're another. So you can be, you know, aggressive versus assertive. The B word has often been used.
How does the guest describe the double‑standards of aggressive vs. assertive language for women?
And so I've I've had those kinds of things. I've also, on the other side, been I've been made to feel feel as they made. Some of it is my own, um, but I will say there's there's others who've, you know, I think have attempted to make me feel guilty for being a mother and being um as driven. Like I took very little maternity leave in Canada. Both my children were born in Canada. There were it's six months and now it's one year maternity leave. I took very little. I went back to work. I gave birth this you know I worked the same day I gave birth first to my second, like those kinds of things. And so people were like, Oh, well, how can you do that? Well I'm like, ask a man.
What pressures do driven mothers face and how did she navigate short maternity leave in Canada?
No, that's it. I recognize medically, but like when I went back to work after two weeks, you know, been some real double standards. And uh at other times I'm used to just sitting and being, you know, one of if not the only woman. In the room.
I uh I remember uh early in my career that um realized that I didn't play golf and so I I felt left out because there all these decisions were made on the golf course and I'd come back and it's like well how'd you find that out? Well well on the golf course. I didn't get the email, I didn't get all this and I thought I wonder if this is what it feels uh what it feels like to be left out and then I started picking up golf and uh didn't do very well at it, but uh
So much in the corporate world that happens on the golf course. I've had to say I try not to play it. I'm not a huge fan, but I'm like, look, I drive a mean golf cart and I buy drinks incredibly well. I'm like and so I go when I need to, but otherwise I try and find other avenues to uh to build the relationships.
Let's go, she's coming. Listeners, you're probably wondering what does this have to do with wine?
Why does feeling excluded on the golf course matter, and how did she find alternative ways to build relationships?
We will get there and it's gonna be good. What quality do you recognize whether it's in your kids or other co workers or something? Is there something that you can r see in people now that you're fifty that says, okay, this person is going to be successful?
You know, I think people can surprise you. So I try not to, you know, make any kind of blanket judgments. That said, I think of, you know, when I hire people, I am not one who looks for like necessarily the polished university educated applicant. You know, MBAs mean very little for me. I want real life experience. So I'm comfortable hiring people that meet, you know, a number of the you know requirements. Say there's you know 10 things you want to hire for. I'll hire someone at seven that maybe only has seven or eight of those. Then it's my job to you know help fill that gap and coach and develop them. But I am looking for people who are agile, who th this phrase is used abused a lot, but the growth mindset, I mean everything.
Why does she prioritize real‑life experience over MBAs when hiring, and what is the ‘seven‑out‑of‑ten’ rule?
There's the the the only constant they say is change right now. So I'm looking for that. I'm looking for like like good humans and good fit, you know, and those with like aspirations. I sign a lot of my um social media posts with two hashtags. One is unstoppable. That's my life's philosophy. Like you can't prevent all the challenge or adversity that you're that comes your way, but you can choose how you're gonna respond to it. The other one is uh no excuses.
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Chapters
7 chapters
1
What early experiences in India revealed gender bias in the workplace?
0:04–1:00
2
How does the guest describe the double‑standards of aggressive vs. assertive language for women?
1:00–1:37
3
What pressures do driven mothers face and how did she navigate short maternity leave in Canada?
1:37–2:34
4
Why does feeling excluded on the golf course matter, and how did she find alternative ways to build relationships?
2:34–3:33
5
Why does she prioritize real‑life experience over MBAs when hiring, and what is the ‘seven‑out‑of‑ten’ rule?
3:33–4:11
6
What are the #Unstoppable and #NoExcuses philosophies and how do they shape her hiring and leadership style?
4:11–4:40
7
What new books is she releasing and how do they expand on personal branding, whole‑human leadership, and influence?
4:40–5:37
Speakers
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