Name: Patricia Vaz

Title: Co-Founder

Organisation: New World Leaders Institute

With over 15 years of leadership experience across Brazil, the USA, Spain, and Australia, I’ve learned that true growth—both personal and professional—begins with self-awareness and the strategic use of our talents. This insight has shaped my approach as a mentor, coach, and organisational strategist.

As a passionate developmental coach and dedicated organisational leader, I thrive on connecting with people, uncovering the passions that drive fulfilment and success, and creating the conditions for transformation.

Co-founding the New World Leaders Institute reflects my deep belief in leading with the heart. Inspired by Dr Joe Dispenza’s words, “The brain thinks, but the heart knows,” I help individuals and organisations align their decisions with what truly matters.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

We’ve gone through the interviews and asked the best of the best to come back and answer 7 MORE Questions on Leadership.

I hope Patricia's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. As a leader, how do you build trust with employees, customers and other stakeholders?

I learn about my clients’ needs, aspirations, and strengths (or employees’ in an organisational context), coaching and empowering them to connect with their own hearts and unique potential to achieve meaningful outcomes for themselves or their organisation. Their aspirations and strengths must align with the organisation’s vision, business plans, strategic objectives, and roadmap to ensure the right capabilities are in place to deliver planned outcomes.

A leader’s role is to connect the dots—aligning people’s skills and aspirations with organisational needs and outcomes. It all starts with a real, authentic connection and consistency in actions, because that’s how we build trust.

2. What do 'VISION' and 'MISSION' mean to you? And what does it actually look like to use them in real-world business?

To me, vision is the bigger picture—the world I want to help create. It serves as a guiding light, providing clarity on what truly matters. My vision is "A world of thriving, heart-centered people." This reflects my belief that when people connect with their hearts, they unlock their full potential, leading to more meaningful lives and workplaces.

Mission, on the other hand, is about action. It defines how I contribute to making the vision a reality. My mission is "Empowering people to connect with their heart and unique potential." This means coaching individuals and guiding organisations to cultivate cultures of growth, connection, trust, and innovation—creating environments where people and businesses thrive together.

How This Looks in the Real World In business, vision and mission are not just words on a strategy document—they should actively shape decisions, culture, and leadership. I apply my vision and mission by:

- Coaching leaders to expand their mindsets and lead with authenticity.

- Helping organisations align people’s aspirations with business goals to drive meaningful success.

- Creating workplaces where trust, connection, and innovation fuel both individual and collective growth.

- Supporting people in making heart-led decisions, because, as Dr. Joe Dispenza says, also mentioned before, "The brain thinks, but the heart knows."

For me, real impact happens when vision and mission are lived daily—in how leaders lead, how teams collaborate, and how organisations create environments where both people and business thrive.

3. How can a leader empower the people they're leading?

In my personal opinion, a leader empowers people by creating an environment where they feel valued, supported, and inspired to grow. True empowerment happens when leaders:

- Lead with Heart & Authenticity. Empowerment starts with a real, human connection. When leaders show empathy, honesty, and consistency, they create a safe space where people feel comfortable sharing ideas, taking risks, and being themselves.

- Embrace Servant Leadership. Great leaders serve first. Servant leadership is about putting people’s growth, well-being, and success at the centre. Instead of focusing on authority, servant leaders listen, support, and remove barriers so their teams can thrive.

- Align Strengths with Organisational Goals A leader must connect the dots between people’s skills, aspirations, and business needs. When people’s strengths align with the organisation’s vision, both individuals and the business succeed.

- Cultivate a Growth Mindset. Empowerment means helping people see beyond their current limitations. Encouraging curiosity, learning, and resilience creates a culture where people feel confident to grow and innovate.

- Trust & Delegate Responsibility True empowerment means giving people ownership and responsibility. When leaders trust their teams and let them make decisions, people feel valued and motivated to contribute fully.

- Recognise & Celebrate Contributions. People thrive when they feel seen and appreciated. A simple acknowledgment of effort, not just results, builds a culture of trust, motivation, and shared success.

- Act with Integrity & Consistency. Words mean little without action. Leaders who consistently act with integrity, follow through on commitments, and lead by example earn trust and inspire those around them.

Empowering leadership is about serving, guiding, and creating the right conditions for people to do their best work—because when people thrive, organisations do too.

4. Who are some of the coaches or mentors in your life who have had a positive influence on your leadership? Can you please tell a meaningful story about one of them?

I've had bosses who inspired me to become the kind of leader they could never be, and I've had coaches who shaped me in a different way.

My coaches and mentors held up a mirror, helping me see the truth as it was, but with kindness. Honest, genuine feedback, whether positive or challenging, has the power to shift perspectives and spark growth when delivered with care.

One leader, in particular, had a profound impact on me. He was incredibly supportive of everything I did, yet he constantly pushed me out of my comfort zone. He acknowledged my efforts but also guided me to make the necessary changes to improve. Often, the work I initially produced looked minor compared to what it became after his feedback, but I still felt a deep sense of contribution.

With his guidance, support, and encouragement, I achieved outcomes I never thought possible. The lessons I learned under his leadership were more valuable than anything I had learned in years of formal education. He taught me that growth happens when we are both challenged and supported—and that’s the kind of leader I strive to be.

5. Leadership is often more about what you DON'T do. How do you maintain focus in your role?

Leadership is just as much about what you don’t do as it is about what you take on. To maintain focus in my role, I prioritise what truly matters—people, impact, and strategic outcomes.

How I Stay Focused:

- I don’t micromanage – I trust and empower my team to take ownership of their work. This creates space for them to grow and for me to focus on bigger-picture leadership.

- I don’t chase every opportunity – Not everything requires my attention. I focus on high-value initiatives that align with the organisation’s goals and have a long-term impact.

- I don’t avoid difficult conversations – Clear, honest communication prevents distractions and misalignment, allowing everyone to stay on track.

- I don’t say “yes” to everything – Protecting my time and energy is key. I assess what truly adds value and say “no” to things that don’t serve the vision or priorities.

At the core of my leadership is clarity of purpose—knowing what to let go of so I can focus on empowering people, driving meaningful outcomes, and fostering a culture of trust, connection, and growth.

6. If you fail to plan, you plan to fail. Everyone plans differently. How do you plan for the week, month and years ahead in your role?

I like to plan in advance so I have a clear view of what’s ahead while also allowing space for flexibility. Planning helps me balance professional responsibilities with personal commitments, ensuring I’m present for my family while making time for what truly matters. How I Plan:

- Weekly – I set priorities, schedule key meetings, and block time in my calendar so there is space for personal time and unexpected tasks.

- Monthly – I review progress on key projects, align with my team on upcoming goals, and adjust priorities as needed. This also includes checking in on my personal commitments.

- Yearly – I map out long-term goals, strategic initiatives, and career development plans. I have a mirror board which I like to revisit often. I also reflect on how to grow as a leader, organise for personal development activities, and create space for my husband, family, overall, and personal well-being, including weekends with my girlfriends once a year.

For me, effective planning isn’t just about work—it’s about creating a life where both professional success and personal fulfillment coexist.

7. What advice would you give to a young leader who is struggling to delegate effectively?

Delegating isn’t about giving up control—it’s about creating space for growth, both for yourself and your team.

I’ve always believed that trusting your people and delegating effectively allows you to focus on bigger challenges while empowering others to develop their skills. However, I understand that for some people, especially young leaders, letting go can feel difficult.

My Advice for Delegating Effectively: - Start with trust – Believe in your team’s abilities. Delegation fails when leaders micromanage or second-guess every decision.

- Be clear on expectations – Communicate what needs to be done, why it matters, and what success looks like. Then, let them own it.

- Delegate for development, not just workload – Look for opportunities that help your team grow their skills, not just lighten your to-do list.

- Let them figure things out (be a coach) – Offer guidance, but resist the urge to step in too quickly. People learn best when they have space to solve problems themselves.

- Give feedback and celebrate progress – Acknowledge effort, provide constructive input, and recognise achievements. This builds confidence and encourages ownership.

I’m navigating this challenge in my own role right now, and I’ve seen firsthand that when you delegate well, you create leaders around you—and that’s the real measure of leadership. In my view, we all want to contribute to something bigger than ourselves, and when we are given meaningful tasks along with the support to succeed, we develop in those around us a can-do attitude, confidence, and fulfilment at home and at work.