The partnership between Board members and professional staff is a keystone of organizational impact. Yet few targeted development opportunities exist for staff members who want to level up their work with their Boards. Leading Edge is launching a pilot program to support executives and other senior leaders in leveling up the professional-Board collaboration.

Built on the best insights from our executive programs, Leadership Lab: Collaborating With Your Board is a cohort-based development program. Participants are senior executives and other senior leaders in their organizations. From November 2024 through April 2025, cohort members will master leadership practices toward effectively partnering with their Boards, analyze successful governance practices, reflect in individual and small group coaching, and develop an implementation plan to improve the efficacy and engagement of their Boards. 

The following leaders will participate in the inaugural cohort of Leadership Lab:

Leading Edge’s research into CEO perceptions of Board performance highlights the importance of successful staff-Board partnerships, and also the urgency to give our professionals more robust tools to deepen the engagement of their Board members. And we know from previous executive programs that the value of peer learning is crucial for high-performing professionals.

Meet the Jewish nonprofit professionals in Leading Edge’s pilot program for professionals who work with ​Boards.

Announcing the first cohort of Leadership Lab: Collaborating With Your Board

Leadership

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

News and Ideas | Leading Edge

News & Ideas

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

One week from today will be a full year since October 7th, 2023. And later this week, we will begin the High Holiday season with Rosh Hashanah and enter a new Jewish year. There is so much one could say about the year that has passed, the year to come, and the prospect of trying to celebrate the holidays in the long shadow of such horrors.

I want to call your attention to a simple fact: Life can encounter us alone and can encounter us together. We are each individuals, and we are all a collective.

In the shadow of Oct 7th, we are a collective. In the post-October 7th world, the global Jewish community has pulled together in a way we haven’t seen in decades. There has been an enormous sense of collective mourning, of a collective fate and future, not to mention a collective experience of rising antisemitism. There has been new interest in Jewish connections and Jewish learning. 

To some degree, there has also been a sense of collective action — but on the level of action, there have also been painful divisions. And that brings us to the other side of the scale: 

In the shadow of Oct 7th, we are individuals. In the weeks and months following October 7th, I spoke with countless Jewish communal leaders about how their teams and organizations were faring as the crisis unfolded. One theme arose again and again: Different people in the field were having very different experiences. Some people were intensely connected to Israel and emotionally involved. Others were less connected both socially and emotionally. Some organizations had work that was directly connected to responding to needs that came from the attacks, while others were trying to meet their team’s emotional needs while continuing their work not directly connected to Israel or antisemitism. 

Meanwhile, painful divisions arose across ideologies and (to some extent) generations, around views of Zionism and the Israeli-Palestinian conflict. These divisions inflamed preexisting polarization that has worsened in North America over the past half decade, from which the Jewish nonprofit sector has not been exempt.

It is tempting to ignore, or even to decry, one side or the other of this truth — to put down our individuality for the sake of the collective, or shun the collective because of our individual differences. But either one would be a mistake. We have to hold both sides of the tension — we have to be individuals in a collective, e pluribus unum.

How do we hold both sides? How do we honor our individuality and our collectivity at once?

The answer is relationships. At a time of “personal brands” and the gig economy, of rising reliance on robots for human thinking and human work, of a literal epidemic of loneliness and isolation, of division, of hatred and war, we need to double down on human relationships. Relationships are how we build culture, how we bridge differences, and how we reconcile our individual and collective natures. Relationships are the work.

Interestingly, Judaism is full of “relationship technologies,” from traditional transportation restrictions on Shabbat causing some communities to be physically close-knit to the idea of a minyan (prayer quorum) bringing people together, and more. Recently, at a Leading Edge alumni forum focused on shared leadership, Joshua Foer noted how powerful the traditional Jewish practice of ḥavruta can be. Ḥavruta is paired learning in traditional Jewish text study, based on the idea that two will learn far more deeply than one, because “iron sharpens iron.” Ḥavruta teaches us to challenge each other supportively, to oppose each other collaboratively, to argue with each other in good faith and while extending each other the benefit of the doubt. It is a remarkable technology for creating fruitful intellectual partnerships. (I met my wife at Pardes, when we were assigned to one another as ḥavruta partners. Ḥavruta technology is powerful indeed.) 

The Jewish Fall Holidays are another “relationship technology,” a powerful bridge of these two sides of human nature.

On the Fall Holidays, we are individuals. The High Holiday liturgy is full of personal development, personal repentance, personal relationships with God, and the divine judgment of individuals. There is an individual obligation to eat in the sukkah, and to wave a set of four species that we individually own. During the Hallel recitation of Psalms, we sing, “ki ani avdekha,” “for I am [singular] Your servant”. As we celebrate Simḥat Torah and restart the cycle of annual Torah reading, we remember that there is an individual obligation to study Torah. 

But on the Fall Holidays, we are also a collective. On Rosh Hashanah we celebrate the “birthday of the world” and the creation of all humanity. In Yom Kippur’s “vidui” confession, we sing “ashamnu, bagadnu” (“we have trespassed, we have betrayed”) in the plural, not the singular. We sing “ki anu amekha,” “for we are [plural] your nation”. In synagogue and in the Sukkah we come together physically with others. When we shake the four species, in part that symbolizes bringing together different kinds of people. We may have an individual obligation to study Torah, but Simḥat Torah and the annual cycle gives us a communal calendar to make it a shared enterprise.

As we come together to commemorate a year since October 7th and to take the High Holiday journey together, let’s do so in the spirit of relationship — the spirit of holding fast to our individuality and to our shared community. Let’s hold the hostages, the injured, the mourners, the displaced, the IDF soldiers, and those still in harm’s way centrally in our hearts, minds, and prayers. Let’s hold also the innocent people in Gaza, Lebanon, and elsewhere who are tragically being killed, injured, and displaced by a war they never asked Hamas and Hezbollah to start. Let’s think of those throughout the world who are suffering, whether in Sudan, Armenia, Ukraine, or anywhere else. 

And when we differ, as we must, in how we think and feel about all these terrible things, let’s think of the shared heartbeat of compassion that animates us all across our differences. Let’s not give up on each other — as individuals, or as members of a shared community. Let’s work on not just giving each other the benefit of the doubt but also giving each other partnership, respect, and trust.

May the hostages return immediately home. May safety, peace, and healing come to Israel and the whole Middle East more swiftly than now seems possible. 

May all of us together, and may each of us uniquely, be written and sealed in the book of life. And may we never again know a year like this one has been.

As we come together to commemorate a year since October 7th and to take the High Holiday journey together, let’s do so in the spirit of relationship — the spirit of holding fast to our individuality and to our shared community.

Alone and Together — The High Holidays in the Shadow of October 7th

Leading Edge has experienced many changes over the past four years, one of the most significant being our transition to a fully remote organization. In March 2020, our team of seven full-time employees left our WeWork office space in Manhattan, not realizing it would be the last time we would share a physical space together daily. Although we have technically been remote since then, our original physical address remained as an anchor. Now, with 21 full-time employees spread across the United States, we are finally letting go of that last tether and fully embracing our remote organization. (Our new mailing address, which is not a place we’ll ever go, can be found on our contact page.)

As we close this chapter, we reflect on the memories and milestones that shaped our time in a physical office. Our workspace was more than just a place to work—it was a hub of creativity, collaboration, and community. Over the years, it witnessed the beginnings of our growth, our challenges, and our triumphs. Now, as a completely remote team, we want to look back on some of the special memories that made our time in the office so meaningful.

Here are a few fond memories shared by our team:

“The funny notes of encouragement we’d leave each other. During a particularly stressful week with surveys, Marisa printed the Pink Starburst note and taped it on the wall in front of me. It brought the giggles for sure and helped us cross the finish line.”

“Gali pacing in her office during calls was a consistent sight, especially during exciting moments. The best was when she’d get great news and knock on the glass with an animated fist pump in silent celebration. We’d all laugh while she kept finishing up her conversation like a pro.”

“Friday breakfasts! We’d gather in the common area every Friday morning for breakfast. It was such a nice way to end the week and gave us the chance to connect and chat about non-work things.”

The transition to remote work has sparked much discussion, and with any change, there are both pros and cons. According to our 2022 report, “Are Jewish Organizations Great Places to Work?” fully remote workers tend to report more favorable well-being experiences, even though they’re more likely to want to leave. While remote workers report higher well-being, their intention to explore new opportunities may reflect the abundance of attractive options available to skilled knowledge workers. This suggests that their well-being empowers them to seek growth and advancement, rather than simply focusing on staying with one organization.

Personally, as an introvert, I’ve thrived in a remote work environment. However, many people feel a sense of loss without the social connection of a physical office, making it more important than ever to regularly check in with employees to ensure they feel supported and connected.

As you transition to a remote workspace, here are a few key lessons we’ve learned:

Embrace Change with Reflection: Transitioning to remote work is not just a logistical shift; it’s an emotional journey for the entire team. One way to navigate this change is by intentionally creating moments to reflect on the past. For example, you could create a digital scrapbook of office memories or encourage team members to share their favorite moments from the office during a team meeting. It can also be helpful to acknowledge that transitioning to remote work doesn’t mean losing the camaraderie or creativity that thrived in your physical space—it’s about finding new ways to maintain that spirit in a virtual environment.

Culture Transcends Space: A strong organizational culture isn’t confined to the walls of an office—it’s defined by the people, values, and shared experiences that shape the team. At Leading Edge, we recognized early on that maintaining our collaborative culture remotely would require intention and effort. To do this, we’ve committed to coming together as a full group twice a year, not just for work but for team-building activities that allow us to connect on a deeper, more personal level. These gatherings help reinforce our culture and maintain the bonds that make us a strong team, even when we’re apart.

In addition to periodic in-person meetups, we’ve incorporated regular virtual touchpoints, like weekly Monday check-ins, a Friday roundup document that says what each department has been working on during the week, and virtual coffee breaks. We also make a point to celebrate team wins and individual milestones online, ensuring that our culture of celebration and support continues to thrive remotely. These intentional efforts have shown us that culture can flourish even without a physical office—it just takes a little creativity and commitment.

Adaptation Brings New Opportunities: While saying goodbye to a familiar workspace can feel like a loss, it’s also an invitation to explore new possibilities. Remote work offers greater flexibility in how, where, and when people work, which can lead to increased productivity and innovation. For instance, at Leading Edge, we’ve found that our remote setup allows us to tap into talent across the United States, expanding our reach far beyond what was possible when we were based in a single location. This geographical flexibility has made our team more diverse and brought fresh perspectives to our work.

Additionally, remote work has required us to rethink how we collaborate. We’ve introduced new digital tools and systems that streamline communication and project management. We’ve also noticed that remote work gives employees greater autonomy, enabling them to balance their personal and professional lives more effectively.

The shift to remote work is a chance to experiment with new approaches, whether it’s reimagining your workflows, offering more flexible work hours, or creating virtual spaces for brainstorming and collaboration. As we’ve seen, these adaptations can unlock growth and new opportunities in ways that wouldn’t have been possible in a traditional office setting.

Leading Edge has experienced many changes over the past four years, one of the most significant being our transition to a fully remote organization. Now, with 21 full-time employees spread across the United States, we are finally letting go of that last tether and fully embracing our remote organization.

Final Farewell to Four Walls: Embracing Remote Work

Organizational Culture

It may seem odd, in reviewing a book, to begin by discussing a hypothetical different book that the authors didn’t write. But in order to illuminate and appreciate one major choice that Dr. Ron Wolfson and Dr. Jason G. Goldman made in crafting their new book on Jewish leadership, I hope you’ll indulge my oddity in doing just that.

If all I knew about a book were that its title was Jewish Communal Leadership, I might expect the book to be structured around things like:

Rules or principles for Jewish leaders to follow

Styles, personality types, or other general archetypes of Jewish leadership

Field-specific categories of Jewish professional leadership (rabbis, school principals, camp directors, JCC heads, Federation chiefs, foundation leaders, etc.)

Within these categories, I might expect that real people and real stories would be used to illustrate these rules, mistakes, styles, or positions. But the primary focus (in the hypothetical book I would expect) would be didactic, while people and stories would be roped in as secondary supports to the primary materials.

If I then learned that the subtitle was “Lessons Learned From Leading Practitioners” (emphasis added), then I would feel confirmed in my suspicions. “This book,” I would think, “must be structured around lessons.” Even if I then learned that the main research process for the book was interviews with ten leaders, I would assume that stories and case studies from these interviews would fill out a book structured mainly around lessons and concepts.

But the reality of this book confounded my expectations — and in a way that may be almost as instructive as the book’s contents.

Jewish Communal Leadership: Lessons Learned From Leading Practitioners is not structured around lessons. It is structured around individual leaders. Each chapter is not a principle, a rule, a style, or any other artificial construct — each chapter is a transcript of a conversation with a leader who is making an impact in the Jewish world.

Here are the ten leaders whose stories and reflections we read:

Barry Finestone [a non-voting member of Leading Edge’s board]

Daryl Messinger [board chair of Leading Edge]

It’s not that these conversations lack things like lessons, rules, principles, mistakes, styles, and information specific to various Jewish sub-fields. Each conversation is rich with both stories and conceptual insights, and my copy of the book now has many colorful book flags sticking out marking quotes and points I found valuable. Indeed, in a recent article promoting the book, Dr. Wolfson himself extracts ten generalized “takeaways” you can read right now. Still, what strikes me most about this book is that these takeaways and abstractions are never stripped of their narrative contexts. Instead, the personal stories and experiences of the interviewed leaders, with all their messiness, take primary focus. 

In choosing the messy and human over the streamlined and polished, and the personal and specific over the general and didactic, Wolfson and Goldman follow in the footsteps of the Tanakh (the Hebrew Bible) itself — another book of “lessons” that enmeshes its legal codes and linear abstractions in a much larger web of complex narratives. The result is far more demanding of the reader than a simple, clean law book would have been — but also much richer and deeper in its potential for transforming the reader and the community. Discussing the Torah’s dual nature as law and story, the late Rabbi Lord Jonathan Sacks ztz”l wrote:

“Law is one thing, narrative another. Narrative answers the question ‘What happened?’ Law answers the question, ‘How shall I act rightly…?’ Why then does the Torah contain both? The answer goes to the heart of the Judaic enterprise… God wants us to know, not only what to do, but why… God's law is not arbitrary. It speaks to the human condition. It arises out of human history.”

That Jewish Communal Leadership focuses on individual specific leaders’ stories, then, is one layer of wisdom in its structure. But another layer is to present not only the interview subject’s words, but the conversation between the subject and Wolfson. For fans of Wolfson’s prior work — including Relational Judaism and the Relational Judaism Handbook — it should come as no surprise that the give-and-take of two human beings encountering each other receives such a central place in this book.

In that sense, this book’s title should be read as including a knowing wink. Jewish communal leadership (the actual practice, not the book title) can’t fit into a shelf of books, let alone a single volume. It’s something living and changing, which we can only apprehend in the form of breathing, changing people. As the brilliant Dr. Erica Brown says in her chapter:

“I cannot stand to give a talk about leadership… There’s no ‘talk’ about leadership. It’s the people in the room… You are the book; you are the text.”

Books, articles, words on pages can only ever gesture in the direction of the stories, the lives, the people who make Jewish communal leadership a reality. This book is a worthy invitation into that larger and more vital encounter.

In choosing the messy and human over the streamlined and polished, and the personal and specific over the general and didactic, Wolfson and Goldman's new book on Jewish leadership demands more of the reader than a simple, clean law book would have been. But the personal stories and experiences of the interviewed leaders also offer richer and deeper potential for transforming the reader and the community.

Reading Edge: “You Are the Text”: Dr. Ron Wolfson’s “Jewish Communal Leadership”

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

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

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

Zeynep Ton, an MIT professor of business operations and co-founder/President of the Good Jobs Institute, specializes in good jobs, and in this thoroughly practical book she persuasively and robustly lays out both the why and the how. 

You can’t afford low pay. One obvious part of a good job, of course, is good pay, and Ton argues that good pay doesn’t mean pay benchmarked to the market, if the market is systematically underpaying people. “Nothing else you do will make up for low pay,” writes Ton. Good pay means pay that allows even the lowest-paid workers to be free to the kinds of worries, stressors, and vulnerabilities that harm their ability (cognitively and logistically) to do their best work.  

Furthermore, “If you are thinking, ‘But some people may not be worth $15 an hour,’ … you are not alone… But… a worker’s worth is not fixed. Ability itself is affected by low pay... The important question is not whether a particular worker is worth $15 an hour or whether a particular job is worth $15 an hour, but rather whether that person’s work — the job — has been designed to contribute $15 an hour.” 

Good jobs are about operations. But where The Case for Good Jobs most shines is in its discussions of operations. “People often see the title of my earlier book — The Good Jobs Strategy — and assume it’s an HR book,” Ton writes. “But the secret sauce of the good jobs strategy is operations.” “Invest in people” lies at the heart of Ton’s “good jobs system,” with that investment referring to compensation, benefits, and professional development as well. But “Invest in people” is flanked by “four operational choices” that make that investment pay off.

Focus and simplify. Do fewer things — only what’s most important — and your employees will be less overwhelmed and more able to focus on providing the highest value. 

Standardize and empower. Make the jobs easier and more standardized such that employees can have a fuller understanding of the big picture of the business, and then empower them to use that knowledge to make choices on their own (e.g., offering customers a discount) without constantly needing to check with management. 

Cross-train. Give employees the skills and perspectives needed both to perform well and to have a career path forward. 

Operate with slack. Smooth out work schedules, provide everyone enough (predictable) hours, and manage the flow of due dates and deliverables so that people aren’t operating at full capacity, with all the fragility full capacity entails. 

Eating the elephant. Another strength of Ton’s book, relative to many workplace-oriented works, is the level of attention she gives to the transitional phase. You can’t create a good jobs system out of a very different status quo overnight. Ton: “As one executive aptly put it, ‘How do you eat the elephant?’ Well, one bite at a time, but where you take the first bite makes a difference.”  

For example, it’s extremely risky to raise pay and expectations both sharply and instantaneously, with the pay held out as a reason for sudden changes to performance — especially not before you first address the non-pay-related reasons they’re struggling. As Ton puts it, “You can’t hang lead weights on people and then offer them a bonus for the high jump.”   

Rather, Ton explains, the best starting places are subtractions — the “focus and simplify” operational choice. Subtracting costly but low-value workflows can be more doable, when you look for opportunities, than you might think, and making jobs less overwhelming can be a high-leverage place to start a virtuous cycle that drives higher productivity toward higher revenue, higher ability to pay, better employee engagement, more employee empowerment, and off to the races. 

There is much more in this book, including plentiful examples from real businesses driving incredible results with a good jobs system, discussions of how to make the case and align the leadership and management layers of an organization, and further ideas for planning implementation. This book is an excellent resource for leaders and talent managers of nonprofits and businesses alike. 

In "The Case for Good Jobs," author Zeynep Ton champions the idea of providing good jobs with fair pay, dignity, and growth opportunities, arguing that this approach is not only ethical, but also a smart business strategy. Ton offers practical guidance on implementing a "good jobs system" and, perhaps surprisingly, suggests that "subtractions" are the ideal starting point during the transition process.

Reading Edge: The Case for Good Jobs

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

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