I recently had the chance to speak with Viridiana Hernandez at the conclusion of her one-year sabbatical, following her transition after 9 years as Executive Director at Poder in Action and AZ Poder. Having completed the full year, she is feeling proud and grateful for the opportunity to have spent that time grounding herself.
As she figures out her next step, she is reflecting deeply on the gaps in our movement ecosystem, and how we can approach transitions differently. Our conversation touched on everything from the raw emotional weight carried by leaders from historically excluded communities to the strategic mechanics of a healthy organizational exit. Crucially, Viridiana offers a call to action for the philanthropic community, encouraging a reimagining of their role in leader longevity.
Read on for a vital roadmap on how we can work together to sustain the heart of our movements: the people.
You transitioned out of your role during a period of intensifying external political and social instability. How did that climate impact your transition?
Viridiana: The political climate definitely made me second-guess my transition. It created a sense of doubt about whether it was the right time, and I felt unsettled by the need to step away during a crisis – especially during an increased attack on immigrants, directly impacting my family.
But I had to remind myself that, at my core, I needed the time and the holding of myself that I had never been afforded. I couldn’t stay in the work from a place of guilt and deficit. As brown women, migrants, and young people, we are often expected to pick up the work and stay, but we are rarely invested in or prepared to hold that weight.
I realized that BIPOC leaders are often healing while leading. Many times, we feel forced to choose leading over healing, but having the opportunity to do both would have made me a more strategic leader. I had to acknowledge that being in a constant state of “fight/flight/freeze” wasn’t helping the work. My most important contribution was to be a clear-minded, grounded leader, and that meant stepping back.
Part of that clarity meant recognizing the trap of “unintentional leadership”—that feeling that you have to step up to fill a gap, even without the right prep or skills, simply because it feels like there are no other choice points. I’ve actually had to say no to three ED positions in just the last few months to keep from falling back into that scarcity mindset. I want other leaders to know they have a choice in how they lead.
What specific strategies did you use to stabilize the organization’s mission against that external chaos?
Viridiana: I spent my final year regrounding our team on our organizational purpose and theory of change. The goal was to ensure we could hold steady and respond from a place of strength rather than from fear alone.
We also:
- Brought in trainers to sharpen our organizing mindset.
- Had transparent conversations with key funders at least a year before the shift.
- Connected our team more deeply with coalition spaces and larger tables.
Transitions affect the whole team. How did you manage the impact on the people around you?
Viridiana: We opened up weekly discussion circles where staff and board members could ask me anything—about development, strategy, or past decisions. We also had a history and storytelling session to co-create a “Poder timeline,” which we documented on video to preserve our origin story.
One of the most important things we did was hold a ceremony for my transition. It allowed my spirit to be held and gave the team a space to process the “emotions and sadness” that come with this change.
How did the financial side—like General Operating Support—impact the process?
Viridiana: General support was critical. It allowed us to hire the trainers and consultants we needed without debating the overall budget. It gave us the “mind capacity” to focus on the transition rather than just fundraising stress.
However, the funder’s response was a mixed bag. Only a few offered deep support; most just asked to be connected to the “next person.” In some ways, it made us feel disposable. Funders really need a more strategic orientation to view these transitions through an ecosystem lens.
You’ve spoken about the unique toll of movement work. What should we be prioritizing to address burnout?
Viridiana: I don’t know any other “job” where your own family’s safety is at risk because of the work you do. Individual self-care isn’t enough. We need to invest in our collective resilience, in things like emotional intelligence and coaching. We need to learn how to regulate our emotions and separate our reactions from our responses. Movement spaces allow healing to happen, but they should not be our personal healing spaces. Reducing burnout will come when we collectively engage in rigorous practice.
However, the funder’s response was a mixed bag. Only a few offered deep support; most just asked to be connected to the “next person.” In some ways, it made us feel disposable. Funders really need a more strategic orientation to view these transitions through an ecosystem lens.
Looking back, is there anything you wish you had done differently?
Viridiana: In hindsight, I would have brought in a consultant sooner to help lead the process. I also wish I had hired key staff earlier to allow for at least a year of direct coaching, especially for our interim co-EDs.
Other practical things include:
- Documenting organizational history and holding work sessions on specific topics sooner.
- Implementing stronger staff evaluations to ensure the right fit before the transition.
- Spend more time coaching and meeting with my team.
- Prioritizing “grief processes” for both the team and myself much earlier and for a longer amount of time.
What is your most vital piece of advice for the next generation of leaders?
Viridiana: Get help. You are likely already overextended, so someone else should lead the transition process while you focus on your unique strategic advantage.
Celebrate. None of us signed up to lead 501(c)(3)s; we signed up to intervene in injustice. Celebrate that you stepped into the unknown to lead, and celebrate that you are stepping back into the unknown to rest and reground. It is very hard, and it deserves to be honored.
To philanthropy, I’d say: Invest in people. Invest in our rest and invest in our development. Stop treating us as disposable. A transition shouldn’t be your excuse to exit or pull back; it’s actually the moment you should double down with unrestricted general operating support. That flexibility is what gives us the “mind capacity” to exit with intention rather than out of chaos. We need you to be true partners in this process and committed to successful transitions for a healthy ecosystem.
For BIPOC, migrant, and queer leaders, taking time for ourselves isn’t a luxury—it’s a strategic necessity for the movement’s survival. We aren’t just placeholders for a title; we are trusted leaders and deserve investment in our development and growth to sustain us as political workers for many years ahead.
Ultimately, Viridiana’s journey underscores that a successful transition is about far more than handing over the keys—it is a deeply intentional act of movement-building. Her key takeaways challenge us to reject the “unintentional” leadership born of scarcity, and instead invest in the emotional intelligence, documented history, and collective healing necessary to sustain organizations long-term. By prioritizing her own grounding and urging others to seek help early, she reminds us that for leaders from historically excluded communities, rest is a strategic necessity rather than a luxury. Her experience serves as a powerful call to the movement ecosystem to stop treating leaders as disposable and to start honoring the difficult, sacred work of stepping back with the same rigor and celebration we bring to stepping in.
Viridiana Hernandez was the Executive Director of Poder in Action, a grassroots organization focused on building community power to disrupt and dismantle systems of oppression and determine a liberated future for people of color and working families in Arizona. Viri’s story is intertwined with Arizona’s story – Viri had lived in fear for 23 years during infamous Sheriff Arpaios’ raids and anti-immigrant laws becoming the norm in the state. In 2010, Viri was moved into action after the passage of the “show me your papers” law SB1070. Viri since then has led efforts to increase civic participation and leadership development in Arizona by organizing hundreds of young people to take action, working to expand the electorate, leading in efforts to defeat Arpaio and creating spaces of community and love. Viri is an alumna of Inclusive Global Leadership Institute, Hispanics in Philanthropy, New American Leaders, and the Hispanic Leadership Institute. Her commitment to growing a beloved community have been recognized throughout the years both locally and nationally.
