Writing for eJP, Laura Herman and Deirdre Munley of JPro share how they introduced chavruta-based supervision within their organization, creating a model focused on curiosity, trust, and mutual respect. Bringing the centuries-old Jewish tradition of paired learning into their supervisor-supervisee relationship opened up new ways to deepen professional conversations and build meaningful partnerships. The chavruta model, adaptable to both Jewish and secular texts, can provide workplace pairs a structured way to enhance relationships while exploring professional growth together.

MIT SMR: Manage Boundaries Better With Your Team

Gallup: Managers Feel More Connected to Their Organization's Culture

Greater Good: Why Play at Work Can Inspire Employees to Take Risks

MIT SMR: Building Mastery: What Leaders Do That Helps — or Impedes

HBR: What the Best Leadership Teams Do Right

First Round Review: Radical Candor — The Surprising Secret to Being a Good Boss

HBR: Boards Need a New Approach to Technology

NonProfitPRO: Managing the Relational Aspect of Nonprofit Governance

Candid: Strong boards make strong nonprofits: What you need to know

Here's what the Leading Edge team is learning about culture, executives, and boards this month.

What We're Learning | Leading Edge

Looking back and looking ahead: Lessons from a year of crises

Writing for eJewishPhilanthropy, Rachel Garbow Monroe (President & CEO of The Harry and Jeanette Weinberg Foundation and past Leading Edge Board Chair) reflects on a tumultuous year for Jewish and global communities and highlights key strategies for effective philanthropy during times of crisis. Looking to the future with hope, she invites funders and leaders to actively listen to both grantees and staff, embrace learning and growing, and to lead with kindness as all those in the sector continue the important work of striving to make the world a better place.

Chronicle of Philanthropy: Show How Your Nonprofit Is Making a Difference: 10 Dos and Don’ts

Journal of Management Studies: Not the Time to be Humble! When and Why Leader Humility Enhances and Deteriorates Evaluations on Leader Effectiveness and Satisfaction with Leader

Culture First (podcast): Seth Godin on building a culture of impact

SSIR: Culture Eats Strategy for Breakfast. So Make Culture Your Focus.

SHRM: How to Model Civility for a Better Workplace Culture

AIHR: 9 Box Grid: A Practitioner’s Guide [FREE Template for Talent Management]

The Chronicle of Philanthropy: Can Elections Ever Be Normal Again? These 22 Nonprofit Leaders Have a Plan.

Joan Garry Consulting: A Seat at the Table: Why (Some) Staff Should Be Present At Board Meetings

SSIR: The Three-Legged Stool of Readiness-Centered Founder Transitions

Meet Shana Erenberg, co-founder and CEO of Libenu. Shana is an alum of the Board Member Institute, which was the reimagined signature program of Boardified (powered by Leading Edge) and the premier volunteer leadership development program for board members of Jewish communal organizations. Shana shares her perspective on navigating current challenges with empathy, passion, and determination, and reflects on how her Leading Edge experience has shaped her views on the future of Jewish nonprofit leadership.

Alumni Spotlight conversations may be edited and condensed.

What do you think are the most critical leadership qualities needed to navigate the unique challenges and opportunities within Jewish nonprofit organizations right now?

In the dynamic landscape of Jewish nonprofit organizations, the most critical leadership qualities necessary to navigate current challenges and opportunities include empathy, passion, and determination. Empathy is essential for leaders to genuinely connect with and understand the diverse needs of their community members, enabling them to tailor initiatives that resonate deeply. Passion fuels the commitment to the organization's mission, inspiring both staff and volunteers to strive towards shared goals. Determination helps leaders persist through obstacles and drive impactful changes. Additionally, a philosophy of inclusion ensures that all voices are heard and valued, fostering a culture of respect that strengthens community bonds. Vision is also crucial, as it allows leaders to anticipate future trends and opportunities, guiding their organizations toward sustainable growth and innovation. Together, these qualities form a robust foundation for effective leadership in the unique and evolving context of Jewish nonprofit organizations.

How do you see the future of Jewish nonprofit leadership evolving? How has your Leading Edge program experience influenced your perspective on this?

The future of Jewish nonprofit leadership is poised for a transformative evolution, emphasizing the cultivation of the next generation of leaders who are deeply committed to the Jewish community. My experience with Libenu has reinforced the critical importance of mentorship in this evolution. By providing robust mentorship opportunities, we can equip emerging leaders with the necessary skills and insights to navigate and innovate within the sector. These programs have shown me that mentorship not only bridges generational gaps but also infuses fresh perspectives and vitality into the community. This hands-on guidance ensures that new leaders are not only well-prepared to tackle current challenges but are also inspired to uphold and evolve the community's values. As such, mentorship will be a cornerstone in nurturing a resilient and visionary leadership pipeline that is crucial for the thriving future of Jewish nonprofit organizations.

Which initiatives or projects have you undertaken in your current role that have been inspired or influenced by participating in your Leading Edge leadership program?

Participating in the Leading Edge Employee Engagement Survey with subsequent feedback and workshops has notably enhanced Libenu’s team dynamics and improved communication. Inspired by the program's focus on strong team cohesion, we introduced regular team-building activities that have boosted morale and improved our collective ability to tackle complex projects. Additionally, we transformed our weekly meetings from mere informational gatherings to interactive sessions that encourage open idea sharing and collective problem-solving. These adaptations have not only fostered a more collaborative and engaged team environment but also led to more innovative and effective project outcomes, truly reflecting the valuable insights and strategies gained from Leading Edge.

What’s one piece of advice you would offer to someone who is considering joining a Leading Edge leadership program?

Joining a Leading Edge program can be a transformative experience for both you and your organization, and my advice to anyone considering it is to fully embrace the opportunity with openness and readiness to implement change. These programs offer access to insightful consultants who are experts in their fields, covering highly relevant topics that can profoundly impact your organization's effectiveness. You will receive thoughtful feedback that is both constructive and tailored to advance your mission. Engaging actively and applying the insights gained will allow you to enhance not just your leadership skills but also your organization's strategic direction and operational efficiency. The experience can be a significant catalyst for growth and innovation, so approach it with enthusiasm and a commitment to translate learning into action.

Meet Shana Erenberg, CEO of Libenu. Shana is an alum of the Board Member Institute, which was the reimagined signature program of Boardified (powered by Leading Edge) and the premier volunteer leadership development program for board members of Jewish communal organizations.

Alumni Spotlight: Shana Erenberg

Welcome to the state of VUCA, aka our new normal

In our new "VUCA" normal — a world of volatility, uncertainty, complexity, and ambiguity — the pace of change has accelerated dramatically with the advent of new technologies, requiring philanthropic organizations to adapt quickly. To navigate this landscape effectively, Barry Finestone (LE board member, non-voting), President & CEO of Jim Joseph Foundation, proposes three key mindsets for crisis response: embracing "good enough" over perfection, implementing rapid decision-making systems, and fostering trust within the philanthropic community. Recognizing that VUCA is now the norm, it's crucial for the philanthropic field to collaborate, share experiences, and apply best practices from past crises to better prepare for future challenges.

JFN (podcast): Joshua Foer - Innovating Jewish Education and Storytelling

McKinsey & Company: It’s cool to be kind: The value of empathy at work

Allwork.Space: Productivity Without Burnout: How Less Work Time Can Equal More Output

HR Dive: 6 ways employers are investing in compensation and benefits

The Chronicle of Philanthropy: The Empty C-Suite: Nonprofit Executives Are Leaving to Become Consultants

HBR: How to Equitably Assign High-Profile Work

CEP: Navigating the Equity Journey at Lean Foundations

SSIR: Where Strategic Philanthropy Went Wrong

NPQ: What Would Fiduciary Duty to the Community Look Like?

Meet Alexandra Corwin, Executive Director of Ammud: The Jews of Color Torah Academy. She is an alum of the CEO Onboarding program, the predecessor to Leading Executives, a training program by Leading Edge for senior-most organizational leaders. Alexandra discusses how the connections she made through the CEO Onboarding program have helped build stronger professional relationships and collaborations within the Jewish nonprofit sector. She also shares valuable advice for prospective participants, emphasizing the thoughtful design and warmth of the Leading Edge programs.

How have your Leading Edge cohort connections helped you build stronger professional relationships and collaborations within the sector?

One of the reasons I joined CEO Onboarding was to establish deep connections in the Jewish nonprofit ecosystem. Jewish nonprofit leaders work so hard, and it can often be difficult to carve out the time to connect with one another on challenges, joys, and new ideas that will move our work forward. CEO Onboarding offered dedicated time to not only learn together but also connect with one another. The curation of how we spent our time together during the program was the perfect recipe for creating long-term relationships in the sector. 

My first piece of advice would be to definitely apply! There is deep thought and quality weaved into all aspects of Leading Edge programs. Not only that, staff and facilitators have a warmth and kindness to them that elevate the programming. After you’ve done the program, I’d encourage you to maintain the relationships you started in the program. In addition, set time aside time quarterly to review the leadership curriculum you were first introduced to. Although the weekly Parsha does not change, we as readers change, hence new Jewish wisdom is birthed every time we read it. Similarly, your leadership is always changing and growing based on new experiences, so reviewing the Leading Edge material again at future points will bring new insights to your leadership journey. 

Meet Alexandra Corwin, Executive Director of Ammud: The Jews of Color Torah Academy. She is an alum of the CEO Onboarding program, the predecessor to Leading Executives, a training program by Leading Edge for senior-most organizational leaders.

Alumni Spotlight: Alexandra Corwin

This year it has been 130 years since Labor Day was first declared a federal holiday in the United States. More than just a long weekend (for some), this holiday celebrates American workers.

At Leading Edge, we have long believed in celebrating the people who are the Jewish nonprofit sector. So as we begin Labor Day weekend, we want to take this moment to acknowledge everyone who makes this remarkable sector function. And since good feedback must be specific — even positive feedback — we want to spell out what that means, and how much your work in this field means.

Since October 7th, the Jewish nonprofit sector has put its effort and expertise into overdrive. But even before this painful time, this field’s work has always been astounding. 

Jewish humanitarian organizations and their partners work to solve the most urgent and pressing problems around the world. 

Jewish human service agencies provide vital support to people struggling with poverty, isolation, unemployment, physical and mental health needs, abuse, and other issues. 

JCCs, and Jewish arts and cultural organizations bring deep religious and cultural meaning into people’s lives.

Early childhood centers, Jewish schools, camps, social engagement organizations, and campus institutions enrich the lives of children and adults, and pass on the full richness of Jewish life from generation to generation. 

Jewish federations, foundations, national umbrella organizations, and other Jewish institutions work tirelessly behind the scenes to help this ecosystem of organizations, and the community it serves, to grow and thrive.

You — the people of our sector — are what drives all this impact.

From all of us at Leading Edge to everyone who works, leads, and serves in the Jewish nonprofit sector: Thank you for doing what you do. Thank you for working together with us to ensure we all support each other, grow together, and make this sector a place where every person and every organization thrives.

At Leading Edge, we have long believed in celebrating the people who are the Jewish nonprofit sector. So as we begin Labor Day weekend, we want to take this moment to acknowledge everyone who makes this remarkable sector function.

Three cheers for Jewish nonprofit workers!

Holding both: Being a universal and particular funder in a post-Oct. 7 world

The impulse to restrict our focus to Israel and Jewish causes is understandable in a hyper-polarized, post-Oct. 7 landscape, as is the pull to give in to the ideological forces that would have us recuse ourselves from the fight for a more just world, writes Lisa Eisen, co-president of Charles and Lynn Schusterman Family Philanthropies. However, there is a dual focus in Jewish philanthropy: nurturing our own community while simultaneously working toward a better future for all. Eisen emphasizes that our job as funders and practitioners is not to unravel the sacred bonds of our tribal and prophetic responsibilities, but rather to hold and choose both.

Fast Company: Why work should make you less lonely

WorkLife: How pet bereavement policies can boost staff retention

NPQ: Restorative Compensation: Moving from Theory to Practice

HBR: 4 Experiments to Encourage Employees’ Career Progress

The Bridgespan Group: Why Gender Matters for Funders in Any Issue Area

NonProfitPRO: How to Get Your Board on Board With Fundraising

Joan Garry Consulting: The Hidden Ingredient of a High-Functioning Board

In April 2024, Leading Edge surveyed 10,854 employees at 192 Jewish nonprofit organizations in the Spring cycle of our Focused Engagement Survey, which will be offered again in September (2024). (Note: The 200+ professionally-staffed Hillel campuses who participated are counted together as just one of the 192 participating organizations.) 

Of the 192 organizations that participated in this Spring 2024 survey, 155 organizations had also participated in our Spring 2023 Employee Experience Survey, offering the chance for year-over-year comparisons of the same organizations. 

Leading Edge has administered employee experience surveys every year since 2016 (with the exception of 2020), making this the 8th time we offered such a survey. In 2024, however, given recent events in Israel and the global Jewish community, many organizations in the Jewish nonprofit sector needed more timely and focused feedback from their teams to understand how best to support them during this critical time. Therefore, the 2024 survey is focused on the engagement questions that our data has shown are the most powerful for driving organizational culture change. 

The purpose of the survey is to help each participating organization identify ways to improve employee engagement, retention, and performance. Leading Edge also uses aggregate data from all participating organizations to inform the field about trends over time.

1. Engagement has held steady — for now?

(What is "employee engagement"? Click here for an explainer.)

After October 7th, Jewish organizations scrambled to support humanitarian and security needs in Israel, and also to support their people. Given the dramatic nature of this crisis and the subsequent ongoing upheaval, we expected to see a decline in employee engagement. Culture Amp, our survey platform partner, finds that engagement drops of up to 6% are typical after a crisis. Additionally, recent polling from Gallup finds that employee engagement across industries in the United States has dropped in 2024 to its lowest level since 2013, citing “less role clarity, lower satisfaction with their organizations, and less connection to their companies’ mission or purpose” among many employees.

That’s why it’s notable that between Spring 2023 and Spring 2024, aggregate employee engagement held steady in the Jewish nonprofit sector — not a single point down.

Several engagement metrics not only held steady, but improved:

This resilience may reflect a rallying-together effect related to the sense of crisis. We observed a similar pattern in our first major survey after the onset of COVID-19, in 2021. A rallying effect would make sense in the context of what the Jewish Federations of North America has called “The Surge and The Core.” Following October 7th and the rise in global antisemitism, they report a “surge” of Jews seeking out greater Jewish connections. Meanwhile, a “core” of already-committed Jews also wants more connection and support. The Jewish nonprofit workforce already includes many of these “core” people who may be more motivated than ever to remain in the field. The Jewish nonprofit sector may also have an opportunity to benefit from the “surge” by welcoming new applicants who, in this moment, may be more interested in a Jewish workplace.

We know that engagement — like other key drivers of the work experience — is dynamic. We will no doubt continue to see new ups and downs in engagement as time passes. 

2. Leadership, belonging, and well-being drive engagement.

Each year, Culture Amp uses an algorithm to analyze which survey questions are most strongly correlated with favorable answers to engagement questions in our data. These highly correlated questions are called “engagement drivers,” and they show what key workplace experiences contribute to higher engagement. This year, the top five engagement drivers focus on leadership, belonging, and well-being.

What’s new in top engagement drivers? Leadership communication. The top three engagement drivers, as well as the #5 engagement driver, are the exact same questions, in the same order, as appeared in our 2023 data. The only difference between 2023 and 2024 is in this year’s 4th-strongest engagement driver. In 2024, “Our leaders communicate honestly with employees” rose to the 4th-strongest engagement driver. This is especially noteworthy considering that in 2023, the same question ranked #11.

3. Internal communication is more vital than ever.

Internal communication has emerged as a prominent theme over a number of years of our survey. This year, as discussed in the previous finding, it has increased in importance, with communication from leaders rising to become a top-5 engagement driver.

Communication drives confidence in leadership, which drives employee engagement. As shown in the previous section, confidence in the organization’s leadership is the strongest driver of employee engagement. Our data shows that questions about communication are strongly correlated with confidence in leadership, particularly these ones:

“Our leaders communicate honestly with employees.”

“At my organization there is open and honest two-way communication.”

New this year: what we call a “broken telephone effect.” In previous years, middle managers reported the lowest favorability on internal communication. This year, individual contributors (people who don’t supervise anyone else) are least favorable about communication questions. Communications seem to be breaking down in a linear pattern from top executives to individual contributors.

Leadership communication can suffer in “crisis mode.” Since October 7th, many leaders have been operating in a “wartime” or “emergency” mode. That heightened state requires quick decision-making and execution. Leaders have less time and capacity for deliberation and open conversations with their teams or understanding how these decisions were made or may be landing. The speed of action coupled with imperfect information needed during these times often short-circuits leaders’ abilities to give context (the “why”) for new plans. Yet with so much changing, and with the stakes of the moment so high, the potential impact of effective two-way communication between leaders and teams has never been greater.

4. At risk: retention of the youngest, newest, individual contributors.

When it comes to likelihood of leaving their organizations, levels of engagement, and direction of favorability scores year to year, three groups stand out in our analysis as being particularly in need of attention and support: employees who are youngest (under 30), newest (under two years of tenure at the organization) and at the individual contributor level (they don’t supervise anyone). (In both 2023 and the spring 2024 survey cycle, this group represented approximately 20% of all respondents.) 

These employees were more likely to leave last year. When we look at who, among our 2023 survey respondents, left their organizations between Spring 2023 and Spring 2024, we see these patterns:

Employees under age 30 were 89% more likely than their older counterparts to leave their organization.

Employees with under two years of tenure were 65% more likely than their longer-tenured counterparts to leave their organization.

Individual contributors were 33% more likely than employees at other job levels to leave their organization.

Intention to leave is growing in these groups. For all three of these groups (individual contributors under age 30 with less than two years of tenure), desire to stay at their organization for the next two years dropped five percentage points between 2023 and 2024. 

These employees feel less involved in decisions compared to last year. The question with the most notable drop in favorability scores from 2023 to 2024 is the same across all three of these groups: “I am appropriately involved in decisions that affect my work,” which is a question strongly correlated with both engagement and retention. Between 2023 and 2024, favorability scores changed:

-5% for employees less than two years on the job.

-8% for employees in all three groups (individual contributors under age 30 with less than two years of tenure).

These employees feel declining trust that their leaders are communicating honestly. Among the 1,084 employees who are in all three categories (under 30, less than two years’ tenure, individual contributors), agreement dropped five percentage points between last year and this year for “Our leaders communicate honestly with employees.”

Younger generations are stressed beyond our field. Addressing the wider context beyond the Jewish nonprofit sector, Deloitte reports that stress levels are high for Generation Z and Millennials in 2024. We’re interested in watching this trend over time, and we will learn more from the Fall cycle of our survey. 

“How can we improve?” There is no one formula for improving workplace culture. But we all need a place to start. These Action Inspirations, written by Culture Amp and Leading Edge, with contributions from  LifeLabs Learning and research completed for Leading Edge by Prof. Adia Harvey Wingfield, are a great place to start.

What is data for? Multiple times in the Torah, the Israelites are commanded to take a census, and at these times, the Torah uses a peculiar idiom for this counting — it refers to “lifting the heads” of the people. The late Rabbi Lord Jonathan Sacks commented on this idiom: 

“The challenge that emerges from the way the Torah describes taking a census is that we must ‘lift people’s heads.’ Never let them feel merely a number.”

Data — even 100% accurate data — isn’t inherently good or bad. Data is what we make of it: how we interpret it, how we use it, and what kinds of changes happen as a result. As we interpret this snapshot of one moment in time for our field, the Leading Edge team is reminding ourselves, along with our partners working to improve organizational culture across the field, that the value of this and all data can only be truly known by how well we use it to lift people up.

Leading Edge is the first and only organization strengthening the entire Jewish nonprofit sector by developing leadership and culture.

More about us • For organizational culture • For executive leaders • For boards

Insights into engagement, retention, communication, and the post-October 7th era in Jewish nonprofitsbased on the Spring 2024 cycle of our Focused Engagement Survey, with data from 10,854 employees at 192 Jewish nonprofit organizations.

Insights into engagement, retention, communication, and the post-October 7th era in Jewish nonprofits. Based on the Spring 2024 cycle of Leading Edge's Focused Engagement Survey, with data from 10,854 employees at 192 Jewish nonprofit organizations.

Jewish Workforce Snapshot: Spring 2024

Meet Melissa Chapman, CEO of JCC East Bay. She is an alum of the CEO Onboarding program, the predecessor to Leading Executives, a training program by Leading Edge for senior-most organizational leaders. Participants learn dynamic leadership practices, receive personalized feedback to accelerate their growth, and connect with a peer cohort for ongoing support after the program ends. Melissa discusses the importance of strength, resiliency, and authenticity, as well as the power of coaching and maintaining a strong network of trusted colleagues. 

Strength, resiliency, and authenticity. It is also imperative to have a strong network of trusted colleagues to help stave off deep isolation and loneliness. My CEO onboarding cohort still stays in touch, be it through celebrating each other's wins or meeting to work through a challenge. 

I am incredibly concerned about what the Jewish communal landscape will look like post-October 7th. Leaders were already exhausted after Covid, and are now facing unprecedented challenges in redefining what Jewish community looks like and our role within it. I believe if there is ONE organization best positioned to help us discover the future of Jewish Communal Leadership, it is Leading Edge!

How has something you learned in the Leading Edge program helped make a real difference at your organization? Share an example.

The power of coaching. I was always a bit averse to the idea of a coach until I was offered one through my CEO Onboarding program. Dena (Schoenfeld) was incredible at guiding me through the process of choosing the right fit, and was SPOT ON in helping me find the perfect fit. The experience was powerful and transformational. My board and staff all noticed the shift in my behaviors and approaches. I have continued to work with my coach, even 2 years after the program completion!

DO IT! There are so many quantitative AND qualitative reasons. Leadership can be lonely and isolating. With the support of Leading Edge, it doesn't have to be!

Meet Melissa Chapman, CEO of JCC East Bay. She is an alum of the CEO Onboarding program, the predecessor to Leading Executives, a training program by Leading Edge for senior-most organizational leaders.

Alumni Spotlight: Melissa Chapman

​​Serving as a board chair is a demanding role, but also an incredibly rewarding one. Designed ​for b​​​oard ​chairs who are beginning a new term as chair, this guide is a starting point and resource to help enhance the leadership of those committed to leading effective boards. ​​​ 

It provides frameworks, resources, and guidance to help prepare new and future board chairs.

NOTE: This resource builds on Board Service Essentials: A Guide For Board Members, which is a great starting point for board resources. For deeper learning as a board leader, register for our upcoming Board Workshop Series for Board Board Chairs. For professionals working with boards, consider applying for the upcoming Leadership Lab: Collaborating With Your Board program

Download the professional printing version of this resource.

Board Leadership Essentials.pdf

Serving as a board chair is a demanding role, but also an incredibly rewarding one. Designed ​for b​​​oard ​chairs who are beginning a new term as chair, this guide is a starting point and resource to help enhance the leadership of those committed to leading effective boards. ​​​ 

Serving as a board chair is a demanding role, but also an incredibly rewarding one. Designed ​for B​​​oard ​C​​​hairs who are beginning at new term as chair, this guide is a starting point and resource to help enhance the leadership of those committed to leading effective boards. ​​​ 

Board Leadership Essentials: A Guide For Board Chairs

The role of a Jewish nonprofit board member demands far more than just good intentions. It requires knowledge of governance responsibilities, a commitment to ethical conduct, the ability to think strategically about organizational trajectory, and dedication to fostering an inclusive culture of open dialogue and accountability. This guide provides a starting point and guidance to prepare board members for service.   

We hope that this resource energizes you to give generously of your time, treasure, and talent in service of the organization to which you are committed.   

​NOTE: Board Members, for deeper learning, register for the upcoming Board Workshop Series: Sessions For Board Members.

Professionals working with boards: in addition to this guide, you can also refer to our guide for Board Chairs, and our upcoming Leadership Lab: Collaborating With You Board cohort experience. 

Board Service Essentials.pdf

Created for board members starting a new term, this guide covers everything you need to know to be an effective nonprofit board member, including knowledge of governance responsibilities, a commitment to ethical conduct, the ability to think strategically about organizational trajectory, and dedication to fostering an inclusive culture of open dialogue and accountability.

The role of a Jewish nonprofit board member demands far more than just good intentions. It requires knowledge of governance responsibilities, a commitment to ethical conduct, the ability to think strategically about organizational trajectory, and dedication to fostering an inclusive culture of open dialogue and accountability.

Board Service Essentials: A Guide For Board Members

In March, Leading Edge shared our report, Jewish Nonprofit Boards: CEO Perceptions & Actions for Better Governance with the field.

CEOs overwhelmingly agree that their boards add value and feel favorably about many aspects of their boards’ performance.

From CEOs’ perspectives, many Jewish nonprofit boards could perform better around accountability, fundraising, CEO succession planning, and strategic governance.

Board chairs play a vital role and need more support.

Board culture and trust drive board effectiveness.  Jewish nonprofit boards could benefit from focusing more on building their cultures.

Jewish nonprofit board composition should be broader and more representative.

You asked us for resources to address these key learnings. These new resources are our response. 

Please share the links to these resources widely — with your board, with colleagues, with anyone else in the sector — and use them right away. Like all Leading Edge publications, they are absolutely free for you to download and print, thanks to the generosity of Leading Edge’s supporters.

We are hosting six workshops this fall specifically designed for YOU. You’ll dig into the larger concepts outlined in our guides. Board members can register for all of the workshops or choose the ones most specifically applicable to you.

The Board Workshop Series: Sessions For Board Members focus on the core components of successful board membership. These workshops are specifically designed for new board members.

The Board Workshop Series: Sessions For Board Chairs are designed for board members who are taking on executive committee or board chair responsibilities. Each session features a specific takeaway to inform your board work.

Are you the staff member stewarding and supporting your board on behalf of your organization?  We have a new virtual cohort program for you!  

The Leadership Lab: Collaborating With Your Board kicks off in November. Through our pilot program, you’ll work with fellow cohort members and experienced coaches to define an action plan for strengthening your staff-board partnership. Learn more and apply here. 

Whether you’re brand new to board service or on your 40th term, board members and board leaders can use these resources to (re-)ground their service in the fundamentals, and create a shared vocabulary with their CEOs and fellow board members.

New Guides for Board Members & Chairs and New Workshops for Boards & Professionals

Leading Edge is proud to introduce the inaugural cohort of the Culture Accelerator, a professional development program for professionals leading the “people work” at their organizations. These crucial professionals have different job titles — incorporating “Operations,” “Human Resources,” “Talent,” or “People and Culture.” But while their titles differ, they share the complex and vital task of shepherding talent and team culture during this challenging moment, as the post-October-7th world heightens the urgent need for strong, resilient, and supportive Jewish organizations.

Recent data from Leading Edge’s Spring 2024 Focused Engagement Survey shows that for the Jewish nonprofit sector overall, aggregate engagement is holding steady, but challenges remain — particularly around internal communication. The people-oriented roles of this program’s participants are cornerstones for their organizations’ work to navigate these difficult times, ensuring their organizations can continue to thrive and fulfill their missions.

Over the course of seven months, these participants will engage in five virtual learning sessions, an intensive in-person retreat, and create a talent initiative plan. The program also includes 1:1 advisory sessions and connection online. Leading Edge, in partnership with coLeague, will work with participants to reflect on key talent and people challenges. The peer connections they create will provide a mutually supportive network for years to come.

These professionals who drive the “people work” at Jewish nonprofits begin their journey of learning and connection at a challenging time for the sector.

Meet the Talent Leaders Selected for the Inaugural Cohort of the Culture Accelerator

Meet Gary Hoberman, board secretary at Midwest Refuah Health Center. Gary is an alum of the Board Member Institute, which was the reimagined signature program of Boardified (powered by Leading Edge) and the premier volunteer leadership development program for board members of Jewish communal organizations. Gary shares his insights on essential leadership qualities for Jewish nonprofits, and the evolving future of leadership. He also discusses challenges faced, the importance of strong governance, and the value of cohort connections.

Honesty, transparency, and being proactive.

The future of Jewish nonprofit leadership will be challenging. Far more thought and effort appears necessary to cultivate and then engage the next generation to step forward, but this can be mitigated if current leaders see succession, and not just immediate succession, as a primary goal of leadership. Leading Edge involvement has made me more cognizant of finding young leadership gems and nurturing their involvement through empowerment.  

Strong governance is the first thing that comes to mind. I've previously been on a number of "macher"-driven boards. Many thrived. Some didn't. The current board has significant federal oversight and the benefit of strong governance, something focused on at Leading Edge, and it is paying off.  

Can you describe a specific leadership challenge you faced after completing the Leading Edge program and how you applied the knowledge and skills gained to address it?

There was a serious conflict of interest concern that arose. My Leading Edge background gave me the confidence to raise it, have the parties acknowledge it and thereby enable the board to transparently deal with it. 

I was just asked to be part of the CEO review committee by the organization that suggested I take the program. Also, in general, I expect, sometimes demand, greater board structure and leadership transparency.  

Meet Gary Hoberman, board secretary at Midwest Refuah Health Center. Gary is an alum of the Board Member Institute, the reimagined signature program of Boardified (powered by Leading Edge), and the premier volunteer leadership development program for board members of Jewish communal organizations.

Alumni Spotlight: Gary Hoberman

Report: State of the Global Workplace 2024

In its "State of the Global Workplace: 2024 Report," Gallup reveals a stagnation in engagement levels and a decline in overall wellbeing, resulting in an estimated $8.9 trillion economic loss. There is a critical need for organizations to enhance workplace culture and management practices, and not just with mindfulness and wellbeing apps. 

So, what works better? According to research by Oxford University, “organisation-level initiatives such as improvements in scheduling change, management practices, staff resources or tailored job design.” In other words, changing the way people are managed at the organizational level, advocating for strategic measures to improve productivity, and employee satisfaction in an evolving work environment.

The Forward: Both/And Thinking all Around: What are we Seeing in the Field

Culture Amp: Will Four-Day Workweeks Become the Norm?

Book: Thanks for the Feedback: The Science and Art of Receiving Feedback Well

LifeLabs Learning: 4 Proven Steps for Building a New Manager Training Program

The Management Center: Four Guiding Principles for Managers During Unionization

HBR: Long Covid at Work: A Manager’s Guide

The Bridgespan Group: Three Pro Tips for Nonprofit Strategic Planning

HBR: 3 Lessons from The Washington Post’s Leadership Turmoil

Forbes: 20 Solutions For Navigating Nonprofit Board Member Conflicts

In our new Alumni Spotlight series, we’re excited to elevate the voices and experiences of our leadership programs alumni. We hope to share and celebrate their diverse paths and leadership experiences as agents of change, and inspire our community and the Jewish nonprofit field at large.  

Meet Mackenzie Marcus, board chair at Ekar Farm. Mackenzie is an alum of Leading Partners, which is designed to strengthen the working relationships between CEOs and board chairs. Through her commitment and passion, Mackenzie has developed essential skills, enabling her to lead with confidence and clarity. From implementing a robust succession plan to fostering a culture of honest communication and collaboration within her organization, Mackenzie's leadership style has transformed, driving Ekar Farm's mission forward. 

Kindness, and not just niceness, but also knowing how to be honest and direct about what your community and organization is experiencing, so that others can learn and grow alongside you. 

I also believe that accountability is critical, and that includes being accountable to your own needs and those of your team.

When I attended the Leading Edge program, I would have said that Jewish leadership will evolve into a more open-tent environment where leaders of all denominations and movements work together for a similar mission. Now, I am not sure how or what that would look like, but I do think it's important that Jewish leaders use their voices so that others don't speak for our community. 

So much of our work happens over email, and yet no work is accomplished over email. The Leading Edge program helped [Jason Plotkin, Executive Director] and me to set up a system away from email where we can work effectively together. And that doesn't mean we always meet in person, either. Communication systems where you can have difficult conversations and be honest are important to accomplish mission goals. 

We have a succession plan! And we're sharing insights with our incoming board chair who has already improved our workflow from a list of tasks/report outs to collaboration, discussion and engagement. Leading Edge reinvigorated what we already had.

I am a young leader and had previously relied on my “good people skills” to make decisions. Leading Edge and the individual coaching gave me the skills to be more pragmatic about my leadership style and how to move forward productively, not just in collaboration. 

I feel more confident in my board chair role and more comfortable managing people in my professional life. 

DO IT. You'll notice their bits of wisdom stick with you. 

Meet Mackenzie Marcus, board chair at Ekar Farm. Mackenzie is an alum of Leading Partners, which is designed to strengthen the working relationships between CEOs and board chairs.

Leading Edge Alumni Spotlight, Mackenzie Marcus

Report: State of Nonprofits 2024: What Funders Need to Know

In their latest "State of Nonprofits" report, the Center for Effective Philanthropy (CEP) presents a multifaceted analysis of the nonprofit sector's current state and future outlook. Through survey responses from hundreds of nonprofit leaders, the 2024 report illuminates critical trends, challenges, and opportunities facing organizations across the country. The findings reveal that while most nonprofits maintained balanced budgets or surpluses, concerns about staff burnout remain widespread. CEP's research also highlights the importance of funders' continued commitment to streamlined grantmaking practices and advancing racial equity. The report emphasizes the need for nonprofit leaders to adopt adaptive strategies, cultivate robust donor relationships, and prioritize staff well-being to successfully navigate the evolving landscape.


Culture Amp (report): Workplace Diversity, Equity, and Inclusion 2024 Report

Prizmah (resource): Jewish Day School Educator Pipeline Report and Playbook

WSJ: What Entry-Level Jobs Really Look Like Today

HBR: You’re Back from Your Leadership Development Program. Now What?

Fast Company: 4 strategies for promoting passion and purpose in the workplace

WorkLife: Why employers need to fine-tune their collaboration, productivity tech stacks

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