International Women's Day
From Shake Shack to Chipotle: 24 female execs on leading in 2021
In celebration of International Women's Day, FastCasual interviewed 24 female leaders on how they make their voices heard in an industry led predominantly by men.
March 8, 2021 by Cherryh Cansler — Editor, FastCasual.com
It's International Women's Day — March 8 — and FastCasual is celebrating by bringing you the stories of 24 female executives leading the limited-service industry. Part 2, which publishes Tuesday, features 12 leaders, while Part 1 includes interviews with the following 12:
- Steph So, VP of Digital Experience, Shake Shack.
- Somia Farid Silber, VP of eCommerce, Edible Brands.
- Laurie Schalow, chief corporate affairs & food safety officer, Chipotle Mexican Grill.
- Adenah Bayoh, founder, Cornbread
- Alice Crowder, VP of Menu Strategy and Innovation, Tropical Smoothie Cafe.
- Mandy Shaw, president and CEO, Blaze Pizza.
- Jennifer Brinker, VP of Marketing, Bruster's Real Ice Cream.
- Mary Beth McGehee, VP Business Development, Coolgreens.
- Jodie Conrad, CMO, Fazoli's.
- Brooke F Perry, director of Marketing, Original ChopShop and bellagreen.
- Kim Freer, CMO, Yoshinoya Japanese Kitchen.
- Monique Yeager, acting CMO, Jim 'N Nick's Bar-B-Q.
Q. How did you get your start in the restaurant business?
A. Restaurants were my first job, right after high school and through college. I was a hostess, server, bartender in a few small restaurants and loved the energy of hospitality.
Q. Do you believe — as many female leaders have stated — that often women impede the progress of other women's advancement? How do you personally address that in your life?
Q. Earlier in my career, this was definitely my experience. It was almost as if women felt that there was only room for a few of us at the more senior levels and there was a need to compete. I think many brilliant women have shown how much farther we all get if we promote and support each other. Today, I don't believe that women impede each other's progress. I actually believe that women have proven to be incredible mentors and women are often uniquely suited to identify and nurture talent (both men and women). Personally, I retain a group of female mentors and mentees, mostly outside of my current job. I strive to make myself available to mentor women at key points in their career. It's the least I can do, as I've sought out and truly appreciated advice of a few strong female mentors.
Q. Can you discuss a time when you were underestimated or discriminated against because of your gender? What did you do? What did you learn from that incident?
A. When I began to have my children, I was certainly underestimated. There were those who assumed that pregnancy would render me useless at work and motherhood would make me less of a contributor. While I may not advise this for everyone, I switched jobs and roles all three times that I returned to work from maternity leave. Motherhood did not make me less of a contributor, it made me want to raise the bar. Work had to be challenging and fulfilling, more so than ever before. I also needed to surround myself with managers who valued my contribution and understood that being a parent makes me an asset to a team.
Q. How do you ensure that your voice is heard and/or that you receive credit and compensation for your contributions?
A. Women should talk about compensation with each other and especially with men. I think there is a misconception that it is impolite to talk about money with peers and colleagues. But that is the only way to know what the market rate is for your skills and the role you are in. I've also found recruiters to be helpful for understanding these ranges. With that data in hand, I am never afraid to advocate for myself and for others. We need millions of those conversations to happen in order close the gender pay gap.
Q. If you have a daughter (and especially if you have a son) what do you want them to take away from your career position about the value of female leaders?
A. I have three sons — it is incredibly important to me that they see me as a working parent. My boys have come to every workplace with me, met my co-workers and shadowed me for "a day in the life." I want them to see the fulfilling career that I have and especially that I play a role beyond "Mommy." I hope it inspires their own work ethic and future career aspirations. My husband and I are both working parents. It means that no one is above emptying the dishwasher and everyone pitches in to support when one of us has to work long hours . We love our demanding jobs and try to model for our boys a healthy integration of work and family.
Somia Farid Silber, vice president of eCommerce, Edible Brands
Q. How did you get your start in the restaurant business?
A.My dad, Tariq Farid, opened the first Edible Arrangements store when I was 6 years old. I worked in our stores for most of my childhood and teen years. During college, I spent summers interning with various departments and joined full time in June 2016.
Q. Do you believe — as many female leaders have stated — that often women impede the progress of other women's advancement? How do you personally address that in your life?
A. I feel like progress is often impeded by corporate dynamics that are typically male-dominated, rather than by women. Women need to rally together and support each other's growth especially in male-dominated industries and workplaces. I am fortunate enough to have a strong network of supportive mentors, most of whom are women. One of the most important things I've learned from my mentors and other women in business and tech is that I have to focus on myself and my own professional growth. Constantly comparing myself to others is not going to help my success, but rather will potentially hold me back. You have to remember to focus on yourself and to not lose your confidence.
Q. Can you discuss a time when you were underestimated or discriminated against because of your gender? What did you do? What did you learn from that incident?
A.At Edible, we're lucky to have an executive team that is 50% women, and I personally have not experienced a lot of discrimination here. However, I have experienced discrimination in other workplaces and settings. The recurring comments that I have received the most from male colleagues are telling me to "smile more," or that I come across as "pushy" for being opinionated and outspoken when it comes to my work. Early in my career, remarks like these used to frustrate me so much because I knew they weren't being made to my male counterparts. My way of dealing with it was to just ignore it. Now, I've found that comments like these actually just create within me an even stronger urge to do more and to do even better to make sure women have a seat at the table and get credit where credit is due.
Q. How do you ensure that your voice is heard and/or that you receive credit and compensation for your contributions?
A.As mentioned before, it's very important to me. However, if you have a seat at the table, you need to actively participate rather than sitting there quietly. If you partake in something valuable, you have to make sure you are recognized for it. People who care about you succeeding may not always be around. For the women around me, I make sure they receive the recognition they deserve. I used to be very shy and would not speak up even when I had a great idea or comment. One piece of advice that I got from a friend early in my career is that I should remember that the worst thing a manager or leader can say is "No" or "You're not ready," and we cannot let fear of this rejection keep us from making an impact. Now, if I ever hear, "No," I take some time to think about why my idea was rejected — if it was my delivery, if I didn't have enough supporting data, etc. "No" actually encourages me to figure out how to make it a "Yes" in the future.
Q. If you have a daughter (and especially if you have a son) what do you want them to take away from your career position about the value of female leaders?
A.I don't have any children, but if I did, I would teach them the importance of diversity and empathy. We need to get to the point where we're not talking about "female leaders" but just "leaders." At the end of the day, it shouldn't matter when women are in executive positions, and I look forward to the day when this is normalized. For now, I will focus on teaching my younger siblings, cousins and future children the value of empathy and diversity. Both empathy and diversity in leadership are keys to showing your value as a leader, and it will allow for all different perspectives. Women are often told that they are too emotional for leadership roles, but sometimes emotion is needed. I'm not an outwardly emotional person, but I know when I need to be. Another reason why diversity is so key for leadership teams is because you want the people running a brand to truly represent their customer base and their needs. I truly believe a team with these qualities can make magic happen!
Q. How did you get your start in the restaurant business?
A.I have spent over 25 years in the industry and I truly love it! Actually, my first job was working as an ice cream scooper at Baskin-Robbins in Ohio as a teenager. The dynamic nature of the business is a rewarding challenge and I feel fortunate to be a part of a purpose-driven company within the restaurant industry. After graduating with my MBA, I joined YUM! Brands working on the Public Affairs team at Taco Bell.
Q. Do you believe — as many female leaders have stated — that often women impede the progress of other women's advancement? How do you personally address that in your life?
A.While some women may have an alternative agenda, I believe it is important for women to support each other and lift each other up. I am passionate about mentorship and I love to champion other women as they navigate their own careers. In fact, at Chipotle I am an active member of the HUSTLE (Humans Uniting to Support the Ladies Experience) Employee Resource Group and enjoy participating in events and speaking opportunities about topics similar to this. Healthy discussions are a great avenue for growth and development.
Q. Can you discuss a time when you were underestimated or discriminated against because of your gender? What did you do? What did you learn from that incident?
A.As a female leader in the restaurant industry, throughout my career I was often the only female with a seat at the table. What I learned from this experience was that I needed to ensure my voice was heard and that I did my part in championing more diversity in leadership roles by bringing others along with me.
Q. How do you ensure that your voice is heard and/or that you receive credit and compensation for your contributions?
A.My advice is that women need to own their careers, and this means speaking up for what they believe they deserve. The key is to have the results BEFORE you ask for the promotion or raise and don't be shy about letting others know the impact you are having on the organization.
Q. If you have a daughter (and especially if you have a son) what do you want them to take away from your career position about the value of female leaders?
A.As a mother of two teenage daughters, it is very important to me that my girls know that they can have it all! They can have their dream job, a family and pursue their passions in life and nothing will stop them except themselves. It's also important that young women see other female leaders in diverse roles and that they have support systems in place to help them achieve their dreams.
Q. How did you get your start in the restaurant business? (Two answers; take your pick!)
A. Well, I've always been involved in the hospitality industry in a way. My late grandmother played a big part in raising me when we lived in Liberia because my parents were working in America to pay for our schooling. My grandmother was an amazing woman. She owned over 100 acres of farmland, she owned restaurants, and she was involved in real estate. She was highly respected and growing up, she really helped to shape my entrepreneurial drive. She told me, when I was 6, that I had a skill for business and had me working in her restaurant. I'm really thankful to her for helping me to realize my own potential and giving me a space to learn at such a young age.
Q. Do you believe — as many female leaders have stated — that often women impede the progress of other women's advancement? How do you personally address that in your life?
A. No. I believe that this is a harmful myth perpetuated by a culture that pits women against one another. I can't speak for everyone, but in my experience, women have been some of my biggest supporters. I wouldn't have been able to open my restaurants without the support and leadership of several women.
Nicole Durham-Mallory, the IHOP Director of Franchise Developments, was key to helping me secure the funding to open my first IHOP location. She coached and mentored me, and she ultimately helped connect me to financing. And I'm proud to have partnered with Zadie B. Smith to open Cornbread. Together, we've built something I've been dreaming about for years and Zadie's input and her innovation when it comes to creating the menu have completely blown me away.
Lastly, just as I have benefited from the support of other women, I advocate for and support women. All of my IHOP General Managers are women and the majority of the Cornbread workforce is women.
Q. Can you discuss a time when you were underestimated or discriminated against because of your gender? What did you do? What did you learn from that incident?
A. Before I started my first IHOP, in Irvington, I was turned down by seven banks before I was able to secure a loan. It's difficult for me to separate how much of that was because I was a woman, and how much of that was because I'm Black, but oftentimes, it's both. People underestimate me because of that intersectionality. To address these barriers I keep working and pushing. With each loan denial, I honed my pitch, made sure I had an answer for all of their questions.
But I should not have to jump through extra hoops or be subjected to a different more stringent standard. Our systems of lending and investing are not equitable, so I'm working to change this reality through advocacy and policy. I serve on the Federal Reserve Bank of NY Small Business Council, and I'm using my platform to try to create policy change for entrepreneurs who look like me.
Q. How do you ensure that your voice is heard and/or that you receive credit and compensation for your contributions?
A. Initially, I had to find my voice. I was so young when I opened my first restaurant, and honestly, I did allow myself to be intimidated. But I know my value, and now I speak up and speak out. I also know that at this point in my career, my work stands for itself.
Q. If you have a daughter (and especially if you have a son) what do you want them to take away from your career position about the value of female leaders?
A. I have two children, a son and a daughter, and they are my pride and joy! I think it's crucial for both of them to have a strong woman as a role model. I want them to know that women can lead and I want them to see the tremendous value of women's leadership.
Alice Crowder, Vice President of Menu Strategy and Innovation, Tropical Smoothie Cafe
Q. How did you get your start in the restaurant business?
A. When I was 15, I got a part-time job at KFC and never lost the love for the energy that runs through a well-operated unit. I still fondly remember the cool, sticky feel of biscuit dough between my fingers.
I started my career in packaged goods (automotive aftermarket products) and transitioned to restaurants via an insights role — the perfect way to come to a new industry, by immersing oneself in the data on which the business is built. I was immediately drawn to the pace at which restaurants operate and how quickly you see your work come to life and be enjoyed by your guests.
Q. Do you believe — as many female leaders have stated — that often women impede the progress of other women's advancement? How do you personally address that in your life?
A. This question uncovers one of the main challenges for women in business through its mis-assignment of blame. Instead of villainizing women by asking why we impede progress of other women (propagating a damaging stereotype that women are bitchy/cliquey/selfish/mean girls), why not explore why it continues to be a standard of the modern workplace culture that women are made to feel there are only a small number of leadership spots open to their gender and that they must compete against other women for these spots?
There are currently just 24 women in the U.S. Senate; we just elected the first woman vice president in the history of the country. Think about how many board seats or chief officer or VP spots in your current or past companies are held by women; the minority position of women in these roles is likely similar. I get that there are very few pure meritocracies in this world, but if one of the conditions for women is a spoken or unspoken "only X% of women allowed," then a combative environment is created, and we shouldn't be surprised when some women compete.
How do I personally address this? I'm a big believer in the power of data, of reason and process. It's hard for anyone — men or women — to say that they find a number "unlikeable" or "shrill" or "not relatable," and the more cases and positions are built on empirical data, the harder to assail they (and we) will be.
Q. Can you discuss a time when you were underestimated or discriminated against because of your gender? What did you do? What did you learn from that incident?
A. Look, I'm a short, chubby woman with a slight Southern accent and a little gray at my right temple – I get underestimated a lot … but only in first impression. I know I have to be strong, quick, prepared and razor-sharp, and though I resent the learning curve I have to fight through, I've become inured to it.
I'll tell what stands out, though. My first job in marketing was for an automotive aftermarket company, and the annual show happened in Vegas every October. The overwhelming majority of companies presenting and buyers shopping the booths were men (in fact, I was only one of two women in our company). For several years a floor mat company had the booth a couple of spots from ours and their yearly shtick was to hire models that paraded the floor in only a "dress" made of two floormats and stiletto heels. To have my gender so basely objectified, to say to not just me but to the few professional women and all the professional men at this show "this is what women are good for" and for such to be accepted so easily by all — I still feel the slap of that inequity, that diminishment, that other-ing.
Q. How do you ensure that your voice is heard and/or that you receive credit and compensation for your contributions?
A. You know whose voice gets heard? The person who has the smartest things to say, and whose judgment is right the most often. Certainly there are other people whose voices are heard, and who are even compensated more, but if you give too much emotional energy to that, it'll eat you up inside.
In terms of compensation, statistics suggest that I've not been fairly compensated for my contributions – women as a whole aren't. It's why I agree with the idea of transparency in payment, for all industries; it might be the only way to guarantee fairness in compensation. I always pay people I want on my team the best I can, because I'd hate to put the time and energy and investment into someone that jumps to a better deal because I was playing "gotcha" with salary levels. I hope the people who employ me feel the same, but if they don't value me enough to pay me fairly for my work, someone else will. And they have.
Q. If you have a daughter (and especially if you have a son) what do you want them to take away from your career position about the value of female leaders?
A. First, I hope both my sons enter the workplace where "leader" isn't commonly modified by gender.
That's not to say that my gender isn't there and isn't a part of who I am, but it doesn't add or subtract value from who I am as a leader, peer or subordinate and there's not a hard-and-fast componentry to be communicated (All female leaders are maternal! All female leaders are ball-busters!). I expect my children to evaluate strengths and weaknesses of the members of their teams based on how those folks enhance or detract from the goals of the team, both in a business sense and a cultural sense. I expect them to look for and celebrate diverse thought, to challenge norms, to put their hearts into their work and to push for better — because that's the style I think works best.
Q. How did you get your start in the restaurant business?
A. Early in my career I was an auditor with clients in media and entertainment, technology and restaurants. When my son was 2 years old, I was ready for a lifestyle and career change and went to work for one of my clients, Outback Steakhouse Inc., which is today called Bloomin' Brands (the parent company of Outback, Carrabba's Italian Grill, Fleming's Prime Steakhouse & Wine Bar, Bonefish Grill and other concepts). I started as the lead in external financial reporting, and in over 13 years, I progressed to chief accounting officer. As my career continued, I later became chief information officer, and my last role was the chief financial officer for the international division of the company.
Q. Do you believe — as many female leaders have stated — that often women impede the progress of other women's advancement? How do you personally address that in your life?
A. I don't believe that women "often" impede the progress of other women, and there are plenty of advocates or people who don't consider gender when evaluating talent. Unfortunately, sometimes there are misogynistic women in the workplace. I wasn't sure that I believed it until I encountered it myself the first time and have seen it since. The unfortunate outcome of this occasionally being true is that it gives others the permission to trivialize real disconnects. Statements like, "Oh, you don't work well with her? It must be because women can't work together" are the kind of generalizations that are really unhelpful.
When I have encountered women that seem insecure or threatened, I addressed it head on. I met with the person and talked about where any conflict may stem from and sincerely worked towards addressing anything that caused friction. It's really the same toolkit you use to address any relationships in the workplace that aren't as successful as you'd like. Meet with the person one-on-one and explain that it's unhealthy for the team dynamic as well as another obstacle in the way of all women achieving more success. Thus, it becomes something that really has to be dealt with. Ultimately, if you work for someone, man or woman, who is intent on undermining you, taking credit for your achievements or just getting in the way of your progression, you have to move on!
Q. Can you discuss a time when you were underestimated or discriminated against because of your gender? What did you do? What did you learn from that incident?
A. I have been working for nearly 30 years, so the short answer is a hard yes. It ranges from the inane, like my first job out of college and not being allowed to wear pants in the workplace, to walking into the reception area to meet a board member who was expecting me, and yet he still assumed I was the administrative assistant. Examples of discrimination are hard to talk about, because there is always fear of being labeled "the crazy feminist" and being discounted by men as a result, but we have to or things won't continue to change. I remember an international assignment when I was putting together a significant development deal and was so excited about the progress we were making. At the close of the last meeting, the potential partner asked for my personal cell number, and I really didn't think twice about it. When he shortly thereafter started sending inappropriate texts and phone calls, I was stunned. Really the worst part was that it nearly completely erased the professional satisfaction that I had walking away from the meetings. I told several people in the organization, including human resources, but was told there wasn't really anything we could do because he was a business partner of ours. From that, I learned to create my own boundaries and definitions of what I would tolerate, to communicate them clearly and not just go along with something that made me uncomfortable just to avoid making others uncomfortable. Too often, women don't speak up because we're supposed to just put up with it. Don't.
Q. How do you ensure that your voice is heard and/or that you receive credit and compensation for your contributions?
A. I think really, for women, people of color, or anyone whose peers don't look like them, there is a tendency for leadership to say you're asking for too much. They'll point out, "Look at all you've accomplished, isn't that enough? You're already so far ahead of other women," instead of "How do we get you to the next level?" What this means is that if you don't self-advocate, you likely won't receive credit or compensation at the appropriate levels. There have been many times in my career (particularly because I achieved certain levels of success at a younger age than may be typical) that I had to assess what the market was for my position, or the financial benefit that was a result of my contributions and schedule a meeting to sit down with my boss and have an unemotional, fact-based talk about it.
The biggest lesson I learned years ago is that no one but you really sees how many hours you're putting in (a lot, sure, but do they know you haven't had a day off in three months?), the list of your accomplishments, or the achievements that you've brought to the organization. By the end of any year, I would forget much of what I'd done because I tend to keep looking forward, so keep a list! Include other things you've done to make a better workplace, like establishing a relationship with the National Association of Black Accountants to attract more diverse candidates, or creating the first mother's room so women had a place to pump after returning from maternity leave.
Put numbers against your business contributions, including how much revenue was generated, cost savings that were achieved, time that was saved. Lastly, be persistent. I've been told no plenty of times in my career. I ask for the reasons why…is it the lack of education, experience, or what? And then walk away and evaluate whether you agree. If you do? Go get the thing that's missing. And if you don't? Politely go back and ask again with your perspective on why you do meet the criteria. Ask to be given a shot at it and give them your plan on how you'll overcome anything that is a concern.
Q. If you have a daughter (and especially if you have a son) what do you want them to take away from your career position about the value of female leaders?
A. I have a 19-year-old son and a 15-year-old daughter. I told them I was being interviewed and asked if they felt my career had any sort of impact on them. After I got the eyerolls, they both answered with the equivalent of a resounding "duh" and provided me with their impressions. My daughter knows that to have choices in life, she may have to choose a different path to ensure the success that she desires. She also knows that she may have to fight a little harder to get it because she's a woman.
They've both watched me progress and heard me talk at the dinner table about my career and life as a single mom for the past decade. They've listened to my stories of success of the people who have worked for me and the missteps I thought perhaps others were making or also my own. My son, in particular, made note of me making him uncomfortable telling him stories of sexual harassment, but quickly acknowledged that he understood why I did.
I have always been very open as a parent about what real life looks like, and although we have a ton of fun, heavy topics are fair game in our house. So, when asked what my son takes away, he said he's proud of me and that he knows the sacrifices and hard work that it has taken to come completely on my own from a modest beginning to the position I hold today. What I hope he knows as he is beginning his own career, is that strong leaders are also compassionate, team-oriented, and value diversity. There is unparalleled strength in the combination of different backgrounds, viewpoints and perspectives. And if I don't see it, he'll be hearing from his mom!
Q. How did you get your start in the restaurant business?
A.My background is actually in franchise marketing … which is what led me to Bruster's. As a key player in the growth of GNC, a franchise retailer, for well over a decade, I effectively developed and led high-performing teams that grew the customer base and revenue while also building brand equity. This experience translated well into my role at Bruster's — when I joined more than five years ago to help build the brand to reach growth goals. Alongside our leadership team, we've continued to build a successful brand that is in the midst of seven consecutive years of same-store sales increases, with cumulative growth at 49.5%, and are on pace to open 20 new locations this year.
Q. Do you believe — as many female leaders have stated — that often women impede the progress of other women's advancement? How do you personally address that in your life?
A.At Bruster's we focus on creating a space for employees to be successful by delivering on our values. Women play a key role in our success across all areas of the business from marketing and franchise development to operations, store owners, managers, certified ice cream-makers and scoopers. We're committed to promoting teamwork, motivation and collaborative idea generation while also helping the business and its franchisees to attain growth goals.
Q. Can you discuss a time when you were underestimated or discriminated against because of your gender? What did you do? What did you learn from that incident?
A.My career achievements have been based on my own professional merits and supported by leaders, colleagues and friends. Based on that career experience, and as a senior leader, I am cognizant of sustaining an inclusive team atmosphere in which our Marketing group can feel supported and empowered to achieve goals.
Q. How do you ensure that your voice is heard and/or that you receive credit and compensation for your contributions?
A. I am blessed to work for a company that is led by trailblazers, like CEO Jim Sahene, who recognize my contributions as well as fully support the endeavors of both myself and my team.
Q. If you have a daughter (and especially if you have a son) what do you want them to take away from your career position about the value of female leaders?
A.As a mother of a teenage daughter graduating high school this year and a son, who is a junior in college, I want them to take away the importance of finding inner happiness on their career journeys. I encourage them to find something that fulfills, empowers, and challenges them while also remaining authentic, proactive and being active listeners. I believe these characteristics will help them to become great leaders that are strong communicators and exude confidence to inspire future colleagues and teams to do great things.
Q. How did you get your start in the restaurant business?
A.My background is in the office coffee and vending industry. I joined the Coolgreens team to launch and grow the Coolgreens Market, the brand's modern, innovative smart fridge. The restaurant industry is still very new to me, but it's exciting to be with a company at the forefront of innovation.
Q. Do you believe — as many female leaders have stated — that often women impede the progress of other women's advancement?
A. How do you personally address that in your life?
It's definitely a factor in our advancement, but it hasn't been my experience. Personally, I have found that collaboration is key to any team's success and respecting the contributions everyone bring to a company. What impedes women's progress is inequality of pay and the balance of working while carrying the heavier domestic burden.
Q. Can you discuss a time when you were underestimated or discriminated against because of your gender? What did you do? What did you learn from that incident?
A. I've always made it a point to seek out companies who are intentional about hiring women for their teams, talking about gender inequality in the workspace and doing the work to close the representation gap.
Q. How do you ensure that your voice is heard and/or that you receive credit and compensation for your contributions?
A.It's simple — I'm not afraid to speak my mind. I'm a very persistent and vocal person and make sure that everyone I'm talking to — whether it's a possible client or member of the team — hears my opinion.
Q. If you have a daughter (and especially if you have a son) what do you want them to take away from your career position about the value of female leaders?
A.I raised two sons, who are both very productive, contributing adults to society. I worked outside the home (part or full-time) all of their lives and modeled the values of hard work and dedication. At the end of the day, it was my children who helped create balance in my life. Today, my oldest son is married, and his wife is a very intelligent, strong woman and leader in pediatrics. My son understands the value he brings to his marriage in offering balance and support since he grew up in a family with a strong female leader.
Q. How did you get your start in the restaurant business?
A.I worked at a restaurant as my first job in high school and college, and then worked on a restaurant account at an advertising agency before going to work in restaurant marketing on the client side.
Q. Do you believe — as many female leaders have stated — that often women impede the progress of other women's advancement? How do you personally address that in your life?
A. I am happy to say I have never personally experienced that type of behavior. I worked for and with women who have been great mentors and supporters and who celebrate the successes and recognition of other women.
Q. Can you discuss a time when you were underestimated or discriminated against because of your gender? What did you do? What did you learn from that incident?
A. I have certainly experienced being underestimated. The two actions I've taken in that situation is 1) deliver quality of work that is unquestionably as good as or better than that of male colleagues — and if that doesn't do it, 2) find another workplace where you are not underestimated for being a woman.
Q. How do you ensure that your voice is heard and/or that you receive credit and compensation for your contributions?
A. I have never really had a problem making sure my voice is heard — I think that originated in school, where I never felt that being female was any kind of a disadvantage. However, like many women, I'm still not particularly comfortable tooting my own horn. If I'm honest, I'm not sure that I'll ever be.
Q. If you have a daughter (and especially if you have a son) what do you want them to take away from your career position about the value of female leaders?
A. Female leaders are necessary and valuable to make sure any organization has diversity of thought and approach. The best teams I've worked on were not those where everyone's thinking or style was alike — but where there was a shared respect for the different perspectives individuals brought to get the work done. At the end of the day, you want to work with people that are going to make you more successful — and it's likely that some — or most — of those people are going to be women.
Q. How did you get your start in the restaurant business?
A. I started as a marketing intern at Zoe's Kitchen while I was a freshman in college and worked remotely for them for several years. I quickly discovered my passion for brand marketing. That, paired with my love of food made restaurant marketing a natural fit for me. After graduating, I worked at the Jamba Juice corporate office in brand strategy and oversaw social media for the brand.
Q. Do you believe — as many female leaders have stated — that often women impede the progress of other women's advancement? How do you personally address that in your life?
A. Women impeding the advancement of other women can be an unfortunate reality both inside and outside of the restaurant industry if the right organizational policies and culture are not in place. I have been very fortunate to have had a different experience throughout most of my career. Many of the leaders that I've had the honor of working for have been women and I always believed and trusted that they had my best interests at heart. My female leaders have taught me some of my greatest personal and professional lessons thus far. I have always seen other women in my organizations as partners to achieve success in both our shared and personal goals. Now, as a leader, I believe it is my responsibility to hire women when they are the best person for the job, while also inspiring growth and development in women within my organization.
Q. Can you discuss a time when you were underestimated or discriminated against because of your gender? What did you do? What did you learn from that incident?
A. When working for a previous company, I will never forget being pulled aside by a male leader during my training to discuss my performance. He told me that he felt that I would struggle to earn respect from my team because I was a young woman in my twenties and because he felt I was "too attractive."
He suggested I find a way to use my appearance to manipulate my team so I could be more effective in my role. Of course, I didn't listen to him and continued to lean on my knowledge and skillset to be successful at work. My job search started that day, and I was at a new company within two months. I've never looked back or regretted leaving that environment. I don't accept that kind of behavior from a leader and chose to find a healthier environment where leaders would focus on the skills that I bring to the table rather than my gender, age or appearance.
Q. How do you ensure that your voice is heard and/or that you receive credit and compensation for your contributions?
A. I am an adamant believer that my reality is what I make it. Because of that, I've always had the mindset that my gender is actually an asset in business, even if it's not seen that way by others. When I walk into a room full of male executives, I immediately stand out and I'm able to contribute something different to the conversation: a woman's perspective. It is important for women to have a seat at the table in the restaurant industry for endless reasons, but also because we know that women are either involved in the decision-making process or are the sole decision-makers for the majority of dining decisions in America.
I don't spend a lot of time concerned about getting credit for my work. I think it's more important to focus on doing great work and being the best leader I can be each day while working for a great company that I trust to treat me equally. I believe consistently showing up, getting the job done and bringing value to the conversation is more effective in advancing my career than ensuring I get credit for X, Y or Z. With that being said, giving credit where it's due is an incredibly important responsibility of a leader and I do my best to always recognize my team when they've done an outstanding job.
Q. How did you get your start in the restaurant business?
A. I was hired by an advertising agency to work on the Subway sandwiches account and have been enamored with the restaurant industry ever since. I found the fast pace, changing menu items and the immediate guest feedback energizing. At the same time, food inherently brings us together. It gives us an opportunity to not only share a meal, but also share ideas. I love working in a field that feeds our body and our soul, allowing us to connect and build relationships.
Q. Do you believe — as many female leaders have stated — that often women impede the progress of other women's advancement? How do you personally address that in your life?
A. Because there are so few women in leadership positions, particularly in the restaurant industry, some believe there's only room for one female to rise to the top, creating a competitive environment. I, however, believe that instead of looking at each other as adversaries, women should network and cheer each other on. As one female leader climbs the corporate ladder, others will follow and will have a true a role model to look up to, learn from and thrive with.
Q. Can you discuss a time when you were underestimated or discriminated against because of your gender? What did you do? What did you learn from that incident?
A. I had the pleasure of listening to Denyelle Bruno, the CEO of Tender Greens, speak about gender equality. During the discussion, the audience asked how she handles being the only female in a meeting or how she dresses knowing the attendees will be male. Her answer was so perfect. She said she didn't think about it all, because any energy spent on it would simply detract from her focus and preparation. We all have stories to share about times we've been overlooked, underestimated or discriminated against, but the thing that stuck with me from her discussion was to focus on the now. Approach each moment as an opportunity. Be present in meetings. Over prepare. Make your voice heard.
Q. How do you ensure that your voice is heard and/or that you receive credit and compensation for your contributions?
A. You've got to be your own advocate. Have confidence in your abilities. Articulate your point of view. Take credit for your contributions. Stick to your guns. Make each moment count.
Q. How did you get your start in the restaurant business?
A. I worked at the first and original Momma Goldberg's (Momma G's) when I was a student at Auburn University, and that job culminated into a love of the industry. Don Dement, the founder of Momma G's, was the very first business owner that I worked directly with and he gave me a good education on the industry.
Q. Do you believe — as many female leaders have stated — that often women impede the progress of other women's advancement? How do you personally address that in your life?
A. I have worked with some amazing women in my career and Jim 'N Nick's is no different. I believe having an "of service" attitude and treating all people with kindness and respect is the only way to be successful in any business. I strive to practice this in all areas of my life, whether professionally or personally.
Q. Can you discuss a time when you were underestimated or discriminated against because of your gender? What did you do? What did you learn from that incident?
A. Women are making great strides in the restaurant industry. Lessons I have learned include less talking and more seeking to understand the other person, having a proactive, strong work ethic and learning to address difficult issues tactfully. Each of these lessons and several more have helped me professionally, especially as a female in business.
Q. How do you ensure that your voice is heard and/or that you receive credit and compensation for your contributions?
A. As a leader, I am less worried about who receives credit for a well done or successful project. It's my job to ensure that everyone on the team is valued for their talents and hard work is rewarded. I believe it's important for everyone, including females, to know their worth and be confident in their strengths and be unafraid to speak honestly.
About Cherryh Cansler
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