Leading with Heart: Cynthia Hernandez Of VIP Structures On The Power of Authentic Women’s Leadership
An Interview With Pirie Jones Grossman
…Authentic leadership involves being true to oneself, building trust, and leading from personal values. It positively impacts both individual performance and organizational outcomes…
In today’s dynamic world, the concept of leadership is continuously evolving. While traditional leadership models have often been male-dominated, there is a growing recognition of the unique strengths and perspectives that women bring to these roles. This series aims to explore how women can become more effective leaders by authentically embracing their femininity and innate strengths, rather than conforming to traditional male leadership styles. In this series, we are talking to successful women leaders, coaches, authors, and experts who can provide insights and personal stories on how embracing their inherent feminine qualities has enhanced their leadership abilities. As part of this series, we had the pleasure of interviewing Cynthia Hernandez.
Cynthia Hernandez is VIP’s Chief People Strategist who leads efforts to create a thriving work environment for all VIP employees, including a strong vision for the future and an inclusive culture where everyone can grow, thrive, and feel vital to the success of VIP. In addition, Cynthia uses her expertise to foster a positive culture that identifies and nurtures talent to advance the enterprise to its fullest potential.
Cynthia is a certified Professional in Human Resources (PHR), a Society for Human Resources Management member, a Sociology graduate of Queens College, and a recent inductee to the YWCA Syracuse Academy of Diversity Achievers (2017).
Thank you so much for joining us in this interview series. Before we dive into our discussion about authentic, feminine leadership, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
People Operations is my second career. I initially pursued undergraduate studies with the aim of becoming a social worker, securing a position with the City of New York in Foster Care Services. This experience laid the foundation for many years working in Foster Care and Adoption in New York.
When my husband and I relocated our family to Florida, I continued in this field by managing a specialized foster care program for a nonprofit organization based in Central New York. Unfortunately, when the program lost funding, the organization offered me a position back in Syracuse, New York. I accepted, returning closer to our families.
During my time overseeing the Florida program, I gained valuable experience in Human Resources, particularly in team-building and leveraging individual strengths. These skills proved pivotal when I decided to transition to People Operations. Despite facing rejection twice, I persisted and was ultimately offered the role of a recruiter. This marked the beginning of my 16-year journey in People Operations, encompassing several successful career advancements.
Can you share the most interesting story that happened to you since you started your career?
When I began my second career in Central New York, adapting to a new career and environment brought significant changes in my life. As a recruiter, I interacted with many people daily and often faced questions about my accent or origin. Despite knowing that Central New York was neither NYC nor Miami, feeling like an outsider was unexpected. I experienced a sense of othering and displacement, not just in professional settings but also socially. To navigate this, I learned to code-switch and established strong boundaries between my personal and professional life, which inadvertently helped me advance in my career.
Approximately two years after joining VIP Family of Companies, a family-owned enterprise, I began to feel a sense of belonging. This was not an immediate transition but a gradual one, influenced significantly by the inclusive and supportive environment cultivated by my colleagues. They prioritized work quality and professional achievements, which greatly contributed to my comfort and integration within the team.
I share this story because it marked a pivotal moment in my career, steering me towards authentic leadership. During this time, I realized the profound impact of an empathetic and understanding workplace. The acceptance and encouragement I received allowed me to bring my whole self to work, fostering a culture of openness and shared purpose. This experience underscored the importance of valuing diverse backgrounds and perspectives, essential for driving innovation and growth within any organization.
Embracing this authentic leadership style not only enhanced my own performance but also inspired and motivated those around me. My journey from feeling like an outsider to becoming an integral part of the team highlighted the transformative power of empathy, inclusivity, and genuine connection in the workplace.
What do you think makes your company stand out? Can you share a story?
As a woman-led, family-run business in the design and construction industry, we’ve experienced many noteworthy moments. One of the most impactful occurred during a time of crisis, which demanded a strong commitment from our executive leadership to support each other so that we could effectively support our teams.
From the first day of the 2020 shutdown due to the pandemic, we initiated virtual meetings every morning at 8 a.m. While working from our homes, these meetings were crucial for understanding and conveying important information to our teams. For six consecutive weeks, we maintained this routine, through our own anxieties and personal challenges. We consistently shared both positive and negative news related to the business, deciphered new information together, agreed upon new protocols, and provided emotional and practical support to one another.
This period was also marked by heightened racial and political divisiveness. Reflecting back, I see how this challenging time allowed each of us to embrace authenticity, practice grace for ourselves and others, and engage with curiosity and understanding rather than confrontation.
In times of crisis or uncertainty, the unity and commitment of authentic leaders can strengthen team resilience and drive recovery and growth.
You are a successful business leader. Which three-character traits do you think were most instrumental to your success? Can you please share a story or example for each?
Integrity tops the list for me. I believe that any business leader must demonstrate integrity at all levels. Integrity is directly tied to trust, it sets the tone for company culture, and basing decisions on ethical principles fosters lasting relationships, trust and loyalty. In my role, I am required to make decisions on merits, facts and ethical considerations without favoritism or self-serving interests. For example, when faced with inquiries about leadership decisions, I must carefully distinguish between those who have a legitimate need to know and those who do not. Serving as a confidant to leadership necessitates continuous self-regulation of ethical standards. Brené Brown refers to integrity as “emotional currency.” It is vital to remain vigilant against individuals who seek information about the leaders being served, leveraging emotional currency to fulfill their objectives.
The second important trait is curiosity. A leader who exhibits curiosity approaches interactions with positive intent, which is needed for promoting inclusion and avoiding preconceived notions or assumptions about others’ motives. By asking questions with the aim of learning, we often uncover valuable insights about ourselves and others. This trait is particularly beneficial during onboarding processes, where understanding new team members’ communication preferences and work habits can prevent many misunderstandings. For instance, learning that a team member prefers communication via chat channels rather than email can clarify expectations and enhance responsiveness.
Lastly, generosity is essential. By fostering and sharing abundance, we facilitate ongoing success for our employees, whether through promoting generational wealth or reinvesting in their professional development. Our senior leadership team adheres to five core values, including generosity, which demonstrates that giving freely of one’s time, energy, or kindness is integral to our culture. Exhibiting generosity through actions generates a ripple effect of goodwill. This approach not only enhances collaboration across our integrated enterprise but also strengthens team connections and productivity. For example, we provide designated quiet areas and meditation rooms for employees to manage overwhelm or restore their mental state.
Leadership often entails making tough decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader? I’m curious to understand how these challenges have shaped your leadership.
Making decisions that affect others is always a challenging task for me. In my role, making difficult decisions is unavoidable, whether it involves balancing budget constraints or reducing staff. In such situations, I strive to avoid overthinking. Instead, I concentrate on evaluating the risks, potential rewards, and any unintended consequences that might arise. For example, one particularly challenging decision involved the offboarding of a long-tenured, beloved employee who, despite various forms of support, was unable to meet work obligations due to personal circumstances. Ultimately, the decision centered on what was best for the team. I had to set aside concerns about external perception and prioritize the needs of team members who were consistently contributing. I relied on established relationships with team members and made sure they were informed about the various alternatives to separation. This process was challenging, but it ultimately resulted in a strong, more cohesive team. A valuable lesson that influenced my leadership approach is to carefully consider the broader impact before prioritizing the needs of one individual over those of the entire group.
Can you share a personal experience where embracing your unique leadership style, which might not align with traditional expectations, led to a significant positive impact in your organization or team?
The most personal experience that has profoundly influenced my leadership style and priorities is becoming a caregiver to my mother, who is experiencing mid-stage Alzheimer’s. This journey has reshaped how I balance my professional responsibilities with caregiving, compelling me to delegate more effectively and plan for succession within my team. Empowering others to make decisions in my absence has become a crucial aspect of my leadership approach.
This experience has also underscored the importance of focusing on what truly matters, both personally and professionally. I consistently remind my team to take their vacation days, keep their medical appointments, and cherish memory-making moments with their families. By emphasizing the significance of well-being and work-life balance, I strive to foster a supportive and resilient organizational culture.
A quote from Theodore Roosevelt that I keep near my desk encapsulates my leadership philosophy: “No one cares how much you know until they know how much you care.” This principle guides my interactions with my team, ensuring that they feel valued and supported. Caring deeply about the well-being of my team members not only enhances their performance but also ensures that the organization can continue to thrive, even in my absence.
In your journey as a leader, how have you balanced demonstrating resilience, often seen as a masculine trait, with showing vulnerability, which is equally powerful, but typically feminine? Can you give an example where this balance created a meaningful difference?
Showing vulnerability is simply being human. I openly share my uncertainties and feeling of being overwhelmed with others, balanced by self-reflection. This practice helps me to recognize my feelings and move forward, learning and growing from each situation rather than staying stuck in emotion.
This approach makes a meaningful difference during times of uncertainty. For instance, when faced with a critical decision that could impact the entire organization, I take a moment to self-reflect. This helps me assess my emotional state and separate my feelings from the facts. By doing this, I can approach the decision-making process with a clear mind, ensuring that my choices are grounded in logic and ethical principles rather than being clouded by stress or fear.
Furthermore, self-reflection has enabled me to become more empathetic toward my team. Understanding my own emotions has heightened my sensitivity to the emotions of others, allowing me to provide better support and guidance. This has been particularly beneficial in fostering a collaborative and inclusive work environment where team members feel valued and understood.
As a woman in leadership, how have you navigated and challenged gender stereotypes, especially in situations where traditional male-dominated approaches are the norm? What strategies have you employed to remain authentic to your style?
The build industry is often filled with gender-based expectations and stereotypes. To succeed in this environment, I have found it important to let go of the need for external validation. Rather than seeking approval from others or prioritizing their opinions, I trust in my own worth and focus on performing to the best of my ability. I adapt to changes and embrace learning opportunities as they arise. By maintaining confidence in my skills and values, I challenge the traditional norms and demonstrate that effective leadership transcends gender stereotypes. This approach not only helps me remain authentic to my leadership style but also serves as a model for others in the industry.
How do you utilize emotional intelligence and active listening to create an inclusive environment in your team or organization? Could you share a specific instance where these qualities particularly enhanced team dynamics or performance?”
Team dynamics can sometimes become complex. As individuals we behave and perform based on our values and beliefs. Therefore, coming together as a team on a new project or integrating a new team member requires both self and social awareness. At our enterprise, we encourage the development of emotional intelligence (EI) and incorporate this into our professional development programming.
Heightened self-awareness and social awareness contribute to an inclusive environment, where we focus on calling people in, rather than calling people out. For example, if a team member is struggling, we do not banish them; instead, we get curious. We ask questions, actively listen to understand their perspective and provide support. This approach is something I see regularly practiced at our enterprise.
What role has mentorship played in developing your authentic leadership style, and how do you communicate authentically to inspire and empower both your mentors and mentees?
I have had the privilege of working with several mentors throughout my career. Their ability to communicate candidly has always made a significant impression on me. With the guidance of an executive coach, I recognized candor is a powerful tool for building trust and fostering accountability. Vagueness and avoidance can undermine meaningful relationships, especially in a professional setting.
Work relationships are of great importance to me. It is essential that my team members trust me, feel valued and secure, and understand that discussions about their performance and growth opportunities are intended to empower them. My objective is to help my team members realize their potential, take ownership of it, and achieve success.
Clear communication about expectations and the actions that meet those expectations is a form of empowerment. I hold myself to the same standard and expect my team members and colleagues to reciprocate.
Based on your experience, can you please share “5 Ways Leading Authentically as A Woman Will Affect Your Leadership”?
Authentic leadership involves being true to oneself, building trust, and leading from personal values. It positively impacts both individual performance and organizational outcomes.
First, many women I work with exemplify authentic leadership by balancing confidence with empathy. They earn respect for their skills and simultaneously connect on a personal level, fostering goodwill.
Second, authenticity enables women to break free from conforming to unrealistic expectations. This promotes inclusion and supports a culture where team members feel safe to be themselves and share ideas openly.
Third, genuine leaders build trust and inspire collaboration towards common goals, enhancing teamwork and effectiveness.
Fourth, self-aware leaders create a sense of purpose among employees, which increases their investment in their work and drives higher engagement and productivity.
Finally, authenticity involves accepting our own strengths and weaknesses. Embracing our fallibility — acknowledging that we can make mistakes and learn from them — leads to more resilient, adaptive, and grounded leaders.
Are there potential pitfalls or challenges associated with being an empathetic leader? How can these be addressed?
Being an empathetic leader has its challenges, particularly the risk of over-emphasizing empathy and crossing into enabling behavior. It is crucial to set healthy boundaries and remember that, as a leader, I am not responsible for fixing all issues. A significant reminder for me, when I sense that boundaries may be becoming unclear, is if I start feeling accountable for someone else’s situation or emotions. During such times, self-reflection becomes essential.
Additionally, I recognize the importance of taking a break. If I notice that I am becoming overly involved in someone’s situation, it’s an indicator for me to pause, step back, and recharge. This helps me maintain my objectivity and the effectiveness of my leadership.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger.
Hands down it would be adopting the Spanish Siesta or Italian Riposo. If the U.S. can embrace a mass work-from-home movement, then a mid-day break movement isn’t that far-fetched.
How can our readers further follow you online?
LinkedIn is the best way to find me! Follow me here.
Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!
Leading with Heart: Cynthia Hernandez Of VIP Structures On The Power of Authentic Women’s… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.