Name: Sabrina Walker Hernandez

Title: President & CEO

Organisation: Supporting World Hope LLC dba Building Better Boards

Sabrina Walker Hernandez, President & CEO of Supporting World Hope LLC dba Building Better Boards, exemplifies empowerment and strategic leadership. With a robust background in nonprofit management and a passion for fostering leadership skills, Sabrina has empowered countless. Her workshops and Keynotes, including "5 Keys to Unstoppable Keys," have equipped over 10,000 professionals with the tools to make meaningful impacts in their organizations. Certified in Nonprofit Management by Harvard Business School and a published author of eight influential e-books and bestselling book Successonomics, Sabrina not only educates but inspires through her "Sipping Tea With Sabrina" podcast and as editor of the Here’s the Tea Nonprofit Report. She is a proud Rotarian and currently serves on the Board of Directors for Village in the Valley, SOS Foundation, MVEC Cares Foundations, and Museum of South Texas History.

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 Sabrina'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?

As a leader, building trust with employees, customers, and stakeholders is a cornerstone of my approach. I focus on authenticity, open communication, and consistent action. Here’s how I do it: Lead by Example: I model the behaviors I expect from others. Whether it’s demonstrating integrity in decision-making or prioritizing the well-being of my team, my actions align with my values and the expectations I set. Transparent Communication: I believe in keeping communication lines open, whether it's celebrating victories or addressing challenges. Honesty and clarity in my messages help others feel informed and respected. It’s important to me that everyone feels heard and valued, which builds trust over time. Empowerment and Collaboration: I encourage collaboration by leveraging the collective strengths of the team. I unite employees, stakeholders, and partners around a shared vision, empowering them to take ownership of their roles. When people feel valued and included, trust naturally follows. Consistency and Follow-through: Trust is built by consistently delivering on promises and following through on commitments. Whether it's for clients, partners, or the team, I ensure that my actions match my words, reinforcing my reliability. Caring and Authentic Relationships: Building trust also means taking the time to foster meaningful, personal connections. Whether it’s a friendly check-in or supporting someone’s professional development, I genuinely care about the success and well-being of those around me. By creating a culture of transparency, collaboration, and respect, I build lasting trust with all stakeholders. This, in turn, fosters loyalty and long-term success.

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 and mission are the guiding forces that drive both my personal and business endeavors. They are not just abstract concepts but practical tools that shape decisions, inspire action, and create lasting impact. Vision is the picture of what success looks like when the problem is solved. It’s the end result that keeps me focused and motivated, serving as a beacon for the future. It’s not just a lofty idea—it’s a clear, tangible image of what we’re working toward. For example, when I raised $12 million for a state-of-the-art facility in one of the poorest counties in the U.S., the vision was the new facility—a place of hope and opportunity that would uplift an entire community. This vision guided every step of the effort, from overcoming skepticism to inspiring others to join the mission. Mission, on the other hand, is the reason for being—the "why" behind the work. It defines our purpose and the values that underpin everything we do. My mission, particularly with Supporting World Hope LLC dba Building Better Boars, is to empower organizations, both nonprofit and corporate, to become more effective and impactful. In real-world business, the mission is what aligns the team and all stakeholders toward a common goal. It’s the foundation upon which strategies are built and decisions are made. In practice, using vision and mission in business means ensuring that everything—whether it’s a keynote, a fundraiser, or a partnership—is tied to a larger purpose. For example, in my keynote addresses, I aim to ignite passion and inspire action toward a shared vision of stronger, more effective boards and organizations. My mission drives how I engage with clients and partners, fostering collaborations that amplify impact and make the vision a reality. Both vision and mission are critical in providing direction, ensuring alignment, and keeping the focus on what truly matters. In real-world business, they are more than words—they are lived and breathed every day through actions, decisions, and relationships.

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

A leader can empower the people they’re leading by fostering an environment that promotes trust, autonomy, and growth. I believe empowerment comes from inspiring others to recognize their strengths and take ownership of their roles. Here’s how I approach it: Encourage Ownership and Accountability: Empowerment starts by giving people the responsibility to own their work and the freedom to make decisions. I believe in uniting teams around a common vision, then allowing them the space to take initiative and use their strengths. This creates a sense of ownership and a deeper connection to the mission. Provide Tools and Resources: Empowering others means equipping them with the tools, knowledge, and resources they need to succeed. Whether it’s providing training, access to networks, or mentorship, I ensure that the team has everything they need to thrive. Lead with Trust: Trust is a cornerstone of empowerment. I lead by example, demonstrating trust in my team’s abilities and judgment. By refraining from micromanaging, I give people the autonomy to make decisions, while offering support when needed. When employees and stakeholders feel trusted, they are more likely to take bold actions and bring innovative solutions. Foster a Collaborative Environment: Empowerment thrives in a collaborative culture. I prioritize creating an environment where team members feel comfortable sharing ideas and working together to solve challenges. This collaboration not only builds trust but also enhances the overall effectiveness of the team. Support Growth and Development: A key aspect of empowerment is helping others grow. I make it a priority to provide opportunities for personal and professional development. Whether it's coaching, feedback, or creating pathways for advancement, I’m committed to helping others reach their full potential. Inspire with Vision: By communicating a clear and compelling vision, I give my team a sense of purpose and direction. When people understand the bigger picture and how their efforts contribute to a shared goal, they are more motivated to contribute their best. Ultimately, empowering others is about creating an environment where people feel trusted, valued, and equipped to succeed. This leads to higher engagement, stronger performance, and a more united and effective team—something I’ve seen in action in my work with nonprofit boards and corporate partners.

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?

Two remarkable women who profoundly shaped my leadership are Ella de La Rosa and Mary A. Flores. Each left an indelible mark on me, not just as a leader but as a person. Their mentorship reflects the power of resilience, dignity, and selfless leadership. Ella de La Rosa: The Board Champion Ella served on my Board of Directors during my tenure as CEO, and she truly exemplified what it means to be a board champion. She always had my back, supporting me in every way possible. Ella didn’t just fulfill her board duties—she went above and beyond, attending conferences with me to learn about the organization and how to be a better board member. She accompanied me to meetings and even sat beside me in the superintendent’s office during a challenging moment when I faced criticism for an error. Her presence was not only a comfort but also a powerful statement of solidarity. Ella also championed initiatives that weren’t always popular with the board, like 100% board giving and our ambitious $12 million capital campaign for a new building. She carried those messages forward with conviction and grace. Even as she faced her own battle with breast cancer while serving as Board Chair, she didn’t miss a single meeting. Ella taught me how to approach adversity with dignity, a lesson I drew from years later when I faced my own cancer diagnosis. One poignant memory of Ella stays with me: she was with me at a conference five years into her remission when she found a lump and knew the cancer had returned. Despite the heartbreak, she faced her journey with the same courage she had shown in every aspect of her life. She passed away three months later, but her legacy lives on. When I was diagnosed with two blood cancers six years later, I knew exactly how I wanted to navigate my journey—because Ella had shown me the way. Mary A. Flores: The Selfless Mentor Mary was my boss for five years and played a pivotal role in my growth as a leader. She brought me on as her successor and trained me to succeed in the CEO role. Mary had been with the organization for 30 years, and when she retired, she made the intentional decision to step away completely—choosing not to remain on the board or stay involved. By doing so, she gave me the invaluable gift of independence, allowing me to lead outside of her shadow and make the role my own. Mary’s example of selfless leadership taught me the importance of trust and letting go. She demonstrated that true leadership isn’t about clinging to power but about empowering others to rise and thrive. Her mentorship gave me the confidence to step into the role fully prepared, and her willingness to walk away showed me what it means to give someone the freedom to lead. The Impact of Their Mentorship Both Ella and Mary showed me what it means to lead with courage, humility, and grace. Ella taught me to face life’s hardest battles with dignity and strength, while Mary taught me to lead boldly and independently. Their lessons continue to guide my leadership, shaping how I empower others, build trust, and inspire change in every organization I serve.

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

Maintaining focus in my role as a leader often comes down to intentionally choosing what I don’t do. Leadership is about prioritizing what truly matters and staying aligned with the mission and vision, while avoiding distractions or unnecessary involvement. Here’s how I stay focused: Avoid Micromanaging: I trust the people I lead to do their jobs well. Micromanaging not only undermines their confidence but also pulls me away from the bigger picture. Instead, I focus on empowering my team and providing them with the tools and resources they need to succeed. Say No to Misaligned Opportunities: I’ve learned to evaluate opportunities through the lens of my mission and vision. If something doesn’t align with the long-term goals of the organization or doesn’t contribute to our impact, I say no—no matter how tempting it might seem in the moment. Step Away When Necessary: One of the most valuable lessons I’ve learned is knowing when to step back. When I transitioned into leadership roles, mentors like Mary A. Flores showed me the power of stepping aside to let others lead. Similarly, I focus on developing leaders within my organization, knowing that my role is not to control every detail but to create space for others to grow and thrive. Prioritize the Long Game: I avoid getting bogged down by short-term fires and distractions. Instead, I stay focused on the larger vision—what it will look like when the problem is solved. This approach guided me when I led a $12 million capital campaign in one of the poorest counties in the U.S. I didn’t let doubts or daily setbacks derail the mission. Delegate and Focus on My Strengths: I know my strengths and make it a point to delegate tasks that others can do better or more efficiently. This allows me to focus on where I bring the most value—whether that’s inspiring others, cultivating strategic partnerships, or delivering impactful keynotes. Stay True to My Values: I remind myself of my belief that "nonprofit is a tax designation, not a business model," which keeps me grounded in running organizations with strategy and purpose. Staying true to my values helps me maintain clarity and avoid being pulled in directions that don’t serve my goals or the people I aim to empower. Ultimately, maintaining focus is about leading with intention, making deliberate choices, and trusting the process. By focusing on what matters most and avoiding unnecessary distractions, I ensure that my efforts have the greatest impact.

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?

Planning is essential in my role, and I approach it with a combination of intentionality, adaptability, and alignment with my mission and vision. Here’s how I plan for the week, month, and years ahead: Weekly Planning: Staying Grounded in Action Each week, I focus on actionable steps that align with my larger goals. Set Priorities: At the start of each week, I identify my top three priorities, ensuring they align with my long-term vision and the immediate needs of my business or clients. Time Blocking: I allocate dedicated time for key tasks like strategic thinking, client outreach, and content creation. This method helps me balance day-to-day operations with big-picture initiatives. Reflection and Adjustment: I review the past week to assess what worked, what didn’t, and where adjustments are needed. This keeps me flexible and ready to adapt to unforeseen challenges. Monthly Planning: Strategic Alignment Monthly planning is about ensuring that my short-term actions align with my mid-term objectives. Set Measurable Goals: Each month, I set clear, measurable goals, whether it’s securing a new partnership, growing my social media audience, or finalizing a keynote outline. Review Metrics: I track progress, such as social media growth, newsletter engagement, or sponsorship outcomes, to ensure I’m on track. For example, with over 44,000 website visitors and an 8,000+ subscriber newsletter, I focus on metrics that matter most to my business growth. Focus on Projects: I dedicate each month to moving significant projects forward, such as preparing for speaking engagements, refining a nonprofit strategy, or supporting boards of directors. Yearly Planning: Vision and Legacy Yearly planning focuses on the long-term impact and big-picture strategies for my business and leadership. Clarify the Vision: I revisit my vision—what it will look like when the problems I’m addressing are solved. For example, my vision for boards is stronger, more effective teams driving transformational impact. Set Strategic Milestones: I break the year into quarters, setting milestones for key goals such as expanding keynote opportunities, launching new initiatives, or scaling my work with corporate and nonprofit boards. Reflect and Refine: At the end of each year, I reflect on accomplishments, lessons learned, and areas for improvement. This reflection fuels the next year’s plan and ensures continuous growth. How It All Comes Together My planning process is not just about tasks but also about aligning everything I do with my values and purpose. For example: When I planned a $12 million capital campaign, I started with the end goal in mind, then broke it into manageable steps, engaging stakeholders and adapting as needed. When organizing my virtual nonprofit summit or managing partnerships like the one with Bloomerang, I set clear timelines, collaborated effectively, and remained flexible to ensure success. Planning, to me, is about balancing structure with adaptability. It’s about keeping the vision in sight while taking intentional steps every week, month, and year to make it a reality.

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

For a young leader struggling to delegate effectively, my advice is rooted in my own leadership journey and the lessons I’ve learned along the way: 1. Shift Your Mindset About Delegation Delegation is not about giving up control—it’s about empowering others to take ownership. It allows you to focus on what only you can do while giving your team the opportunity to grow. When I transitioned into leadership roles, I learned that trying to do everything myself only limited my impact. By trusting others, I created space to focus on the vision and strategy that moved the organization forward. 2. Understand Your Team’s Strengths One of the keys to effective delegation is knowing the unique strengths and skills of the people you’re leading. Take time to understand what each person excels at and what motivates them. When you delegate tasks aligned with their abilities and passions, they’re more likely to succeed and feel engaged. 3. Start Small and Build Trust If you’re hesitant to delegate larger responsibilities, start small. Assign manageable tasks and provide clear instructions. As your team completes these tasks successfully, your confidence in their abilities will grow, and so will theirs. 4. Communicate Clearly Delegation works best when expectations are clear. Share the “why” behind the task, outline the desired outcomes, and ensure your team has the tools and resources to succeed. I’ve found that when people understand the bigger picture, they’re more invested in delivering their best work. 5. Be Willing to Let Go of Perfection It’s important to recognize that others may approach tasks differently than you would, and that’s okay. Focus on the results, not the process. Allowing your team to bring their own perspective often leads to creative solutions you might not have considered. 6. Provide Support, Not Micromanagement Delegation doesn’t mean abandoning your team—it means guiding and supporting them without micromanaging. Be available to answer questions, offer feedback, and remove roadblocks, but give them the autonomy to take ownership of the task. 7. Learn from Mentors I’ve been fortunate to have mentors like Mary A. Flores, who showed me what it means to trust and empower others. She didn’t micromanage or stay involved after transitioning leadership to me; instead, she gave me the space to lead independently. That gift of trust taught me how to delegate effectively and confidently. 8. Embrace Delegation as Leadership Development Delegation isn’t just about lightening your workload; it’s about developing your team. By giving others the opportunity to lead, you’re building their skills and preparing them for future roles. When I led a $12 million capital campaign, I relied on my team to execute many aspects, which not only made the campaign a success but also strengthened the organization as a whole. Remember, leadership is not about doing everything yourself—it’s about creating an environment where others can thrive. By delegating effectively, you’ll not only grow as a leader but also empower your team to achieve greater impact together.