May Scally Of Morgan Schaffer On How We Can Increase Women’s Engagement in Leadership and Management
An Interview With Vanessa Ogle
Coaching, Mentoring, and Networking: Comprehensive support through coaching, mentoring, and networking is vital at all career stages. Mentoring programs that pair experienced leaders with emerging female talents offer invaluable support in navigating career challenges and finding opportunities for advancement.
Despite strides towards equality, women remain underrepresented in leadership and management roles across various sectors. In this series, we would like to discuss the barriers to female advancement in these areas and explore actionable strategies for change. We are talking with accomplished women leaders, executives, and pioneers who have navigated these challenges successfully, to hear their experiences, tactics, and advice to inspire and guide the next generation of women toward achieving their full potential in leadership and management roles. As part of this series, we had the pleasure of interviewing May Scally.
May Scally leads Canadian operations at Morgan Schaffer, a Doble Engineering company, overseeing production, oil laboratory management, and local R&D initiatives. She holds an MBA from Concordia University and brings 30 years of experience in business development and operations management. She is fluent in French and English and passionate about mentorship, gender equity, and diversity in the workplace.
Thank you so much for doing this with us! Before we dig in, our readers would like to get to know you a bit more. Can you tell us a bit about your “backstory”? What led you to this particular career path?
My career path has been quite a journey. I began working at a phone company at just seventeen, not fully aware of what the job entailed. I began by distributing mail throughout the office and gradually advanced from sales to management. Along the way, I completed my MBA. By 2000, I had held various positions in product management and marketing, eventually serving as VP of E-commerce, where I helped businesses establish their websites and electronic services.
Then I became the General Manager of a biomanufacturing company focused on food and environmental safety. This position gave me extensive international experience and deep insight into operations, production, and laboratory management.
When the opportunity at Morgan Schaffer came along, it seemed like a great fit. The role required a blend of utility and laboratory management experience, which matched my background perfectly. I joined in 2012 and have been working with clients and partners worldwide since.
Can you share the most interesting story that happened to you since you began your career?
One of the most interesting stories from my career happened during a strike at Alcan (now Rio Tinto aluminum manufacturing company). I was there representing Bell Canada, and the striking workers surrounded my car. To my surprise, they lifted it off the ground! Trying to lighten the mood, I rolled down my window and yelled, “I’ll buy you all a beer later, just put my car down!” Thankfully, it worked.
Another memorable experience was during my international business travels. I’ve traveled to about 50 different countries, so unique situations were common. One time, I got stuck in Ukraine when a plane got shot down. Through these experiences, I also picked up some handy tricks. For instance, if you’re a woman traveling in certain countries, booking a sleeper car on a train and locking the door can be a safe way to travel.
Can you share a pivotal moment in your career that significantly influenced your path to leadership?
In 1994, Bell Canada launched a pilot program to promote two sales professionals to second-tier management, and I was chosen to represent the Eastern region of Canada. The timing was quite remarkable — I had just given birth to my son on December 25th and was back in the office by February 1st.
Taking over managing a team I had been a part of just a month earlier was both thrilling and daunting. It was my first leadership role and balancing that with the responsibilities of being a new mom presented plenty of challenges. I had to be vulnerable and openly ask my team for help, leading me to embrace an authentic and truth-based approach to leadership for the rest of my career. Their response was incredible — they rallied and delivered beyond expectations. This lesson in the power of genuine leadership and teamwork has stayed with me and has shaped every new role I’ve taken on since.
None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story about that?
I am incredibly grateful to two people who significantly contributed to where I am today.
First, my maternal grandfather played a large role in my early development. He taught me to drive an old Ford tractor when I was nine years old and encouraged me to explore the forest around his farm. This was a time when kids had more freedom than they do today. He never limited my activities based on my gender; I was free to roam the woods and take on chores traditionally done by boys. His belief in me instilled a sense of confidence and independence in me from a young age.
Second, Jacques Gaumond, a VP at Bell Canada at the time, was instrumental in my professional growth. He adjusted my work schedule so that I could complete my MBA in 1997 while I had two young children at the time. He took the time to coach me and point out areas for improvement. Jacques promoted me to Assistant VP, a role that came with tough business turnaround challenges, and he guided me through them to success. One of the most impactful things he did was take the time to correct my written French, marking it up with a red pen and sending it back to me. This attention to detail and commitment to my growth was invaluable. We are still in touch today, and his mentorship has had a lasting impact on my career.
Is there a particular book that made a significant impact on you? Can you share a story or explain why it resonated with you so much?
One of the most impactful books I’ve read is Execution: The Discipline of Getting Things Done by Larry Bossidy and Ram Charan. I read it in 2007 when I was managing a company facing significant challenges. The methods proposed in the book helped me hire a strong team and develop strategies that turned the company around.
The principles outlined in the book have since become my modus operandi for implementing change and ensuring execution and have also proven valuable when it comes to recruitment and HR decisions. The focus on people, truth-telling, and personal discipline has been key to actually doing what I say I’m going to do. There’s nothing more rewarding than working with a successful team, and this book has been instrumental in guiding me toward that goal.
Do you have a favorite “Life Lesson Quote”? Do you have a story about how that was relevant in your life or your work?
Absolutely, I have a couple of favorite life lesson quotes that resonate deeply with me:
“I’m not going to continue knocking on that old door that doesn’t open for me. I’m going to create my own door and walk through that.” — W.P. Kinsella
“Our greatest freedom is the freedom to choose our attitude.” — Victor Frankl
Both quotes highlight the importance of agency — having it for ourselves, and empowering others with it. Throughout my personal life and career, these principles have guided me profoundly. They remind me that while we can’t always control outcomes, we can always choose our responses.
I’ve encountered situations where phrases like “That won’t work here” or “We’ve tried that before but…” were commonly used to express defeat and victimhood. Instead, I’ve always strived to promote optimism and confidence. Victor Frankl’s words, especially, have been a constant reminder that our attitude shapes our ability to navigate challenges and influence outcomes positively. I read Victor Frankl’s book, Man’s Search for Meaning, at a young age, and it influenced my perspective on responsibility and resilience that I carry with me today. As a woman in a male-dominated industry, we will inevitably be perceived differently and experience unique roadblocks. It has helped me understand that amid difficult circumstances, the attitude we choose can significantly impact our ability to overcome obstacles.
How have you used your success to make the world a better place?
Building trust and fostering self-confidence are principles that resonate deeply with me and are applicable in all facets of life — at work, at home, and socially. One of my commitments has been to bring these values to my own family and to ensure that my children embrace openness and accountability. Today, I strive to educate my grandchildren to be responsible contributors to society.
Beyond family, I’m actively involved in several organizations dedicated to social causes. I serve on the board of a non-profit organization called Psyman, (https://psyman.ca/) where we provide psychological support to young men navigating challenges, such as dropping out of school and other roadblocks in their lives and careers. Empowering these young men with the confidence to speak up and contribute positively not only helps them but also enhances the communities they are a part of. Men across all age groups and professions, are instrumental in enabling gender equality for all of us.
Additionally, through my involvement with associations like the Canadian Manufacturing and Exporters (CME), I participate in initiatives that promote social change and inclusivity. One particular focus is engaging men in transforming attitudes and approaches around women’s roles in business and society as a whole. I believe real change starts with education, fostering understanding, and collaboration rather than divisiveness.
According to this report, only about 31.7% of top executive positions across industries are held by women. This reflects great historical progress, but it also shows that more work still has to be done to empower women. In your opinion and experience what is currently holding back women from leadership and management?
Societal norms and traditional gender roles often place a burden on women, particularly in balancing their careers with caregiving responsibilities. This dual role can impact women’s availability and perceived commitment to career growth, affecting their opportunities for promotion and leadership roles.
Unconscious biases and systemic barriers within corporate cultures also enforce stereotypes and limit opportunities for women. Microaggressions and gender-based assumptions can dwindle confidence. These biases may influence recruitment decisions, performance reviews, and access to mentorship and networking opportunities, creating a less inclusive–and equitable–environment for women.
Can you share a few reasons why more women should become leaders and managers?
When more women assume leadership roles, they serve as role models and mentors, inspiring future generations and showing that ambitious career paths are attainable for everyone. Women in leadership can break down stereotypes and challenge the status quo in male-dominated industries, proving that leadership is not confined to a single gender and fostering a more inclusive and balanced workplace.
Increasing the representation of women in leadership can help close gender gaps within organizations and challenge biases that hinder career advancement. When men and women work together as equals, it creates a balanced and fair workplace, benefiting everyone involved.
Can you please share “5 Things We Need To Increase Women’s Engagement in Leadership and Management?”
- Affordable and Trustworthy Childcare/Daycare: In Quebec, government-sponsored daycare at $8 a day changes the game for working mothers. For instance, a friend of mine, a marketing manager, was able to pursue her MBA and advance to senior management because affordable daycare relieved some financial pressures and ensured her children were well-cared for during work hours. Not everyone has this benefit.
- Equal Pay for Equal Work: Despite legal protections, pay disparities persist, impacting women’s engagement in leadership roles. My daughter’s experiences as a lawyer highlight this issue. She discovered a male colleague with similar qualifications was earning a $45,000 bonus compared to her negotiated $15,000. Laws mandating pay transparency, like those forthcoming in the US and Canada, will empower women to negotiate fair compensation and foster workplace equity.
- Gender Bias Education and Awareness: Starting education early is crucial to addressing biases that can turn into microaggressions in workplaces. By integrating gender bias education from grade school through grad school, we can equip future leaders with tools to combat biases. This education is essential for creating inclusive workplace cultures where women can thrive based on merit, not stereotypes.
- Equal Communication Standards: It’s simple: if you wouldn’t say it to a man, then don’t say it to a woman. Conversely, if you would say it to a man, by all means, say it to a woman too. Ensuring feedback and critique are delivered constructively to both men and women creates a more respectful and equal work environment.
- Coaching, Mentoring, and Networking: Comprehensive support through coaching, mentoring, and networking is vital at all career stages. Mentoring programs that pair experienced leaders with emerging female talents offer invaluable support in navigating career challenges and finding opportunities for advancement.
In your opinion, what systemic changes are needed to facilitate more equitable access for women to leadership roles?
Several. Affordable childcare and pay equity are important but require both governmental and corporate support.
Early career development programs should actively identify and nurture potential leaders among women as they do with men. Mid and senior-level leaders must commit to mentoring and sponsoring women in their organizations at a level equal to their male counterparts. This approach ensures that women are prepared, recognized, and supported in their journey towards leadership roles.
Corporate policies must implement gender-neutral practices in talent management, promotion criteria, and succession planning. This includes creating transparent pathways for advancement and ensuring that biases are mitigated through awareness and education at all organizational levels.
What strategies have you found most effective in mentoring and supporting other women to pursue leadership positions?
Confidence-building and helping them recognize their potential has the most impact. For example, many women worry about sounding too “aggressive” or “cold.” Mentorship can provide that space for women to find their voice and offer guidance on communication techniques, such as avoiding phrases like “I don’t know but…” or “I’m not sure, but…” that signal a lack of confidence.
I focus on helping women identify and articulate their strengths. Encouraging them to reflect on their achievements and the skills they bring to the table helps them see their true capabilities. However, it’s key to provide constructive feedback and set realistic goals which involves creating a safe space where women feel comfortable discussing their challenges and aspirations. By breaking down their long-term goals into manageable steps and celebrating small victories along the way, I help them build momentum and self-assurance.
How would you advise a woman leader about how to navigate the challenges of being a woman in a leadership role within a male-dominated industry?
Building confidence and resilience is essential. Focus on your job and don’t let negative comments or biases deter you. Developing a thick skin and maintaining resilience will help you stay on track. Understanding power dynamics is also essential. Observe who can say “yes” in your organization — they hold the power.
I’d also say to seek mentorship and build a network of support. Mentors can provide invaluable guidance and perspective for navigating challenges and identifying opportunities. Networking can also open doors and provide support.
It’s crucial to understand and address gender bias, especially if you’re working in a male-dominated industry. Educating others on the impact of gender biases and microaggressions, creating awareness, and fostering an inclusive environment can help reduce these barriers over time.
How do you balance the demand for authoritative leadership with the stereotypical expectations of female behavior in professional settings?
I don’t. I simply manage like any other leader would, regardless of his or her gender. I don’t agree that there are differences and I ignore the perceived stereotypes. Instead, I prioritize hiring competent and self-motivated individuals, which reduces my need for imposing authority. However, I can and do become authoritative when necessary.
Being kind and possessing strong listening skills are essential qualities for leadership, regardless of gender. What people often perceive as a more “feminine” style of leadership — being inclusive, listening attentively, and providing honest, direct, and polite feedback — is, in my view, the best leadership model, whether you’re a man or a woman.
You are a person of great influence. If you could inspire a movement that would bring the most amount of good for the greatest number of people, what would that be? You never know what your idea can trigger.
I would inspire a movement focused on understanding and addressing the roots of hate and suspicion of differences around the world. Not a “wide-eyed” wish for world peace, but rather a research-based approach to exploring the seeds and fuels of these negative attitudes.
I’m interested in why these fears and attitudes persist and I believe that a deeper understanding could lead to practical solutions. It’s disheartening to see what modern humans can do to each other, and this movement would aim to foster empathy, reduce prejudice, and promote inclusivity through education and awareness. By addressing these underlying issues, we could create a more understanding world.
How can our readers further follow your work online?
I am fairly active on LinkedIn. I share events that I’m attending, and trends I’m seeing in leadership, mentoring, and the workforce. Please don’t hesitate to reach out. I look forward to opportunities to exchange new ideas!
Thank you for these fantastic insights. We greatly appreciate the time you spent on this.
About The Interviewer: Vanessa Ogle is a mom, entrepreneur, inventor, writer, and singer/songwriter. Vanessa’s talent in building world-class leadership teams focused on diversity, a culture of service, and innovation through inclusion allowed her to be one of the most acclaimed Latina CEO’s in the last 30 years. She collaborated with the world’s leading technology and content companies such as Netflix, Amazon, HBO, and Broadcom to bring innovative solutions to travelers and hotels around the world. Vanessa is the lead inventor on 120+ U.S. Patents. Accolades include: FAST 100, Entrepreneur 360 Best Companies, Inc. 500 and then another six times on the Inc. 5000. Vanessa was personally honored with Inc. 100 Female Founder’s Award, Ernst and Young’s Entrepreneur of the Year Award, and Enterprising Women of the Year among others. Vanessa now spends her time sharing stories to inspire and give hope through articles, speaking engagements and music. In her spare time she writes and plays music in the Amazon best selling new band HigherHill, teaches surfing clinics, trains dogs, and cheers on her children.
Please connect with Vanessa here on linkedin and subscribe to her newsletter Unplugged as well as follow her on Substack, Instagram, Facebook, and X and of course on her website VanessaOgle.
May Scally Of Morgan Schaffer On How We Can Increase Women’s Engagement in Leadership and… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.