In a society that often pressures leaders to fit a mold, finding those who remain true to their core values is both inspiring and essential to communities that have been minoritized. We recently had the privilege of talking with Ivonne Ramirez-DeBlois, founder of Elevating Authenticity, and we discussed how she challenges the norm through her organization as she works to help leaders and organizations align their values with their actions. Through her work, Ivonne challenges organizations to not only profess their values but to live by them, fostering spaces where trust, growth, and integrity are at the heart of every decision. 

As Latinas, we resonate with the importance of embracing our roots and our truths, especially when navigating professional spaces where we feel our identities are not always reflected. At Next Gen Latina, we believe that leadership should be rooted in authenticity, and Ivonne’s story and work exemplifies the power of staying true to who we are while making an impact. 

Ivonne’s organization offers an “Elevating Authenticity” card deck available for purchase. This card deck allows you to take one question at a time and aims to support individuals “on their journey of self-discovery and reflection”. The deck touches on the themes of authenticity, values, and identity. We’ve been loving this tool and use it in a variety of ways–as a conversation starter, a reflective prompt for journaling, or simply as a moment to reflect and think about our professional journey. This resource truly embodies the spirit of Elevating Authenticity, encouraging us to continually explore our own leadership and professional values. 

Read on to discover how our conversation touched on Ivonne’s journey, the inspiration behind her organization, and her insights on leading with courage y con poder! 

Q: What inspired you to establish Elevating Authenticity, and how do your personal values influence its mission? 

A: “The spark for Elevating Authenticity began in February 2014, after I presented at a conference on supporting survivors of sexual assault with empowerment and social-emotional care. After the session, students, administrators, and nonprofits approached me asking how to bring the program to their campuses and communities. I started traveling on weekends and using PTO to meet those needs. Eventually, I realized this work needed structure and could grow into something bigger.

In those early years, I worked through my own disillusionment with institutions. I saw that while many had good intentions, they often lacked the systems and alignment needed to create real change. What started with support for survivors evolved into broader work helping organizations align their values with their actions—because the “micro” issues are almost always symptoms of deeper systemic gaps.

My personal values are the mission of Elevating Authenticity. I believe socially conscious leaders and organizations must be willing to examine their blind spots and commit to growth. Time is a limited resource, and that’s where I come in—offering not just strategy, but the dedicated time and care it takes to support meaningful, values-driven transformation.

Ultimately, I’m helping build a future where organizations don’t just say the right things—they live them, and in doing so, they make space for everyone to belong and lead.”

Q: How do you define authenticity in leadership, and why is it crucial for socially conscious organizations? 

A: “I define authenticity in leadership as the alignment between who you are, what you believe, and how you lead—even when it’s uncomfortable. It’s about showing up as your full self, not a curated version of what you think leadership is supposed to look like. Authentic leaders don’t just talk about values—they live them, even when it requires hard decisions or personal risk.

For socially conscious organizations, authenticity isn’t optional—it’s essential. These organizations often carry missions tied to justice, equity, and impact. But if there’s a gap between what they say and how they operate, people feel it—especially the communities they aim to serve. Authentic leadership builds trust, and trust is the foundation for real, sustainable change.

And another layer of authentic leadership is doing the internal work to ask: Am I aligning with the organization’s mission, or am I unconsciously reshaping it to match my personal values? Authentic leaders recognize when they might be imposing their own lens and take steps to find true congruency between who they are and the organization they serve. That level of self-awareness is key to maintaining integrity and accountability.

Authenticity also invites others to lead with courage. When leaders are transparent about their values, their mistakes, and their growth, they create space for their teams to do the same. And that’s where transformation happens.” 

Q: Which core values do you prioritize in your professional endeavors, and how do they manifest in your work with Elevating Authenticity? 

A: “The core values I lead with—authenticity, growth, and integrity—are the foundation of Elevating Authenticity and everything I do professionally.

Authenticity means I show up as my full self, and I create space for others to do the same. Growth is about being open to learning, unlearning, and evolving—knowing that we all have areas where we can stretch and do better. And integrity means that our words and actions must align. It’s not enough to talk about change; we have to live it.

These values guide how I choose which projects to take on and how I work with clients. Before I say yes, I learn about the organization—what they say publicly, what their track record shows, and how they treat their people. I want to partner with those who are truly ready to do the work, not just perform it.” 

Q: Can you share an experience where aligning personal values with professional actions led to significant impact within the communities you serve? 

A: “There are a few experiences that come to mind, but one of the most defining was in 2010—the first time I truly spoke up and aligned my values with professional action. I was a year out of undergrad, in my first year of grad school, and working in a university conduct office. A particularly intense weekend involved a hazing incident, a sexual assault case, and multiple alcohol transports. In a confidential staff meeting, I witnessed decisions that lacked both integrity and compassion—especially around the misuse of the Good Samaritan policy and how the survivor’s intoxication was being used against them.

I was furious but knew I needed to channel that emotion into action. I gave myself 24 hours to process, researched institutional policies, precedent cases, and peer practices, and scheduled a meeting with the Assistant Dean. I walked into that meeting prepared, citing facts and advocating for reconsideration of sanctions for the students and ultimately policy reform. I was terrified, but I knew that if I lost my job, it would be for the right reasons. To my surprise, she told me I was right—and admitted that the team had led with bias.

That conversation sparked four years of meaningful work: writing and implementing a comprehensive campus sexual violence policy, training students and staff, and launching a student-led peer education program. It taught me the power of speaking up when values and actions are misaligned—because it can be the beginning of real, transformative change.”

Q: How do you measure the success of bridging the gap between an organization’s stated values and their actual impact? 

A: “I measure success by how well an organization moves from performative language to meaningful, measurable change—but that progress doesn’t always look like a straight line.

In fact, when organizations are truly doing the work to bridge the gap between their stated values and actual impact, success may initially look like failure. For example, if an organization is committed to addressing mental health, they might begin seeing more community members reporting depression or anxiety. At first glance, the leadership might say, “The problem is getting worse.” But in reality, it means the community is finally recognizing what mental well-being looks like—and feeling safe enough to name where they’re struggling. That’s not a setback, it’s progress.

Awareness is the first step toward alignment. You can’t begin to close the gap if you haven’t clearly identified where it exists. And after awareness comes the real work: creating opportunities for community members to feel empowered, supported, and engaged in shaping what meaningful change looks like.

This is exactly what I support organizations with through Elevating Authenticity—moving beyond surface-level statements into real systems change. I help leaders and teams build trust, gather honest insights, and implement actions/programs that reflect both their values and the needs of the people they serve. When values and impact align, transformation isn’t just possible—it’s inevitable.”

Q: What advice would you offer to emerging leaders striving to integrate their personal values into their professional roles effectively? 

A: “​​My biggest advice is this: your values are your compass. Don’t be afraid to lead with them—they will guide you to the right rooms, the right people, and the kind of impact you’re meant to make.

I know how terrifying it can be. I’ve walked away from roles when there was a deep misalignment between my values and the organization’s actions. I’ve walked away and was unemployed, worked retail to make ends meet, and waited for the right fit—or created it myself. And yes, it was painful to leave behind communities and colleagues I cared deeply about. And yes, family and friends at times couldn’t understand why I walked away from that title and salary, but every time, I left with my integrity intact and my head held high. If we do not value ourselves, then we are essentially giving others the permission slip to disvalue our voice and work.

As a Latina leader, I’ve seen firsthand how important it is to navigate spaces with both courage and cultural grounding. Now, 16 years into my professional journey, I can say with full confidence: honoring your values might not always be easy, but it will always be worth it. And ultimately, you truly are worth that fight.” 

Q: In what ways do you incorporate inclusivity and equity into your organizational consulting practices? 

A: “For me, inclusivity and equity start with a fundamental truth: we all have biases, and we all hold privilege in some form. That’s why this work is ongoing—it’s not a checklist, it’s a practice. I approach it through an anti-racist lens, constantly unlearning the assumptions and narratives I’ve been conditioned to believe. I can’t support an individual or organization in serving their communities more equitably if I haven’t done my own inner work. That personal accountability is where it begins.

In practice, this means I prioritize listening. When I’m brought in to consult, one of my first requests is to hear directly from the community—whether that’s through survey data, complaint records, redacted case notes, or lived experiences. I want to understand what people are saying and feeling on the ground, not just what leadership believes is happening. That’s where the most meaningful insights and equity-centered solutions come from.

Equity work requires humility, curiosity, and courage. And that also means being open to hearing when my own unconscious biases show up—then doing the work to unlearn, reflect, and grow so I can continue to show up in service of others.” 

Q: Can you discuss a time when your personal values were tested in a professional setting, and how you navigated that situation? 

A: “My values have been tested several times, but one moment that stands out happened later in my career when I was serving as a director. In 1:1s and team meetings, my staff began sharing concerns about burnout—citing overwhelming student caseloads, the emotional weight of their work, and pay disparities compared to other departments. I made them a promise: I would advocate for change.

My first step was research. I looked into the history of our positions, current caseloads, and pay across peer institutions. I also brought in research on the mental health crisis among college students and the secondary trauma staff experience when carrying that emotional load. Because while someone might have open space on their calendar, it doesn’t mean they’re “available”—people need time to decompress.

When I brought my findings to leadership, the issue quickly came down to money. I was asked to choose: increase programming for students or increase staff salaries. It was heartbreaking. Without the staff, the students wouldn’t receive support. But the programming we were building could alleviate some of the demand on staff and shift the model. I also knew that asking my team to continue holding everything without fair compensation was a value violation I couldn’t ignore.

I connected with other directors to understand how their teams were managing and to dig deeper into pay structures. Our collaboration ultimately led to an organization-wide salary review—and for teams with high caseloads, a reevaluation of workload expectations.

It was a tough, emotionally taxing process. Throughout, I kept centering one truth: people are not numbers. My staff were the heart of our work, and valuing them meant more than saying we cared—it meant fighting for them when it mattered most.

And while yes, the mission of the organization centered on students, that mission couldn’t be met without the staff. Talk about a misalignment—how could we train students on pay equity and strive to improve the socioeconomic conditions of BIPOC communities, while ignoring how our own primarily BIPOC staff were struggling under the weight of under-compensation? That contradiction was unacceptable to me. Upholding our values had to begin internally, or the external work would never be real.” 

Ivonne’s continued commitment to leading with authenticity challenges us all to reflect on how we align our values to our professional work. Her journey highlights her efforts, perseverance, and living her truth and remaining loyal to her values–even when it was the harder thing to do. 

At Next Gen Latina, we are proud to spotlight leaders and poderosas like Ivonne who inspire and support our community. As we continue our work in continuing to empower and uplift Latinas to embrace their unique stories, Ivonne’s message serves as a powerful reminder that although the journey may be challenging, leading with authenticity and truth is always worth it.✨

Gracias, Ivonne, por compartir tu historia y trabajo con nosotros.🩷 Don’t forget to check out the Elevating My Authenticity Card Deck on Elevating Authenticity–you’re going to love this resource!