In the beginning of June, the fifth cohort of the Executive Leadership Program joined the Mandel Institute graduate community. As a final component of their time in the program, fellows delivered Vision Capstone speeches to share the life experiences that underpin their visions for change. While each fellow presented varied perspectives and hopes for the future, common themes emerged; fellows spoke to their understandings of Jewish peoplehood, of the sore need for dialogue across difference, of belonging, and about the power of professional development to drive change.
Cohort V came together for the first time just a few months after October 7th. For the entirety of their fellowship, the war between Israel and Hamas has been a source of grief and division, both within their Jewish and local communities. The fellows understand themselves to be in a moment of transition and historical significance and their capstones spoke to this reality, blending 18 months of learning and growth during the fellowship with their personal stories and dreams.
A major focus of many capstones was the need for elevated discourse—to engage earnestly with ideas that align with and diverge from an organization’s commitments. One fellow called specifically for Jewish communal organizations to strive for nuance, not fear it. In her mind, exploring the complexity of disagreements within a community and acknowledging multiple truths can diffuse tensions, evaporate misunderstandings, and uncover common ground: “Do we want the history books to show that we retreated into our own silo, speaking only to ourselves? Or do we want to be the leaders who have the courage to do the harder work—the work of education, of dialogue, and of bridge building?”
In a political climate where organizations are shuttering or scrutinizing diversity, equity, and inclusion initiatives, many fellows touched on their desire to create Jewish communities that prioritize belonging. Instead of operating with preordained notions of who is “in” and who is “out,” there was a charge for the use of “strategic listening” to ensure organizations do not unknowingly exclude those who could find meaning and connection through their programming. One fellow, alarmed by perceived limits on speech critical of Israel, embraced the challenge of engaging with those who question the status quo: “I want to build Jewish spaces where differences aren’t just tolerated, but are essential. Spaces where people don’t have to wonder if they belong—where we stop asking people to fit in and start asking how we can stretch to fit them.”
Another fellow came at belonging from a different angle, sharing about her work building affinity groups in which members share a common background or circumstance but may have widely disparate approaches to religious and spiritual participation. Her belief is that spaces based on connection enable an environment in which it is safe to ask questions and possible to shake off barriers to entry. Why this focus on belonging, on encouraging participation, on building onramps and inroads? A fellow steeped in Reform Judaism’s ethos of individualism encapsulated these calls for belonging in two words: “shared purpose.”
This purpose, when expanded outwards, ties into the Jewish future envisioned by many fellows in which the concept of peoplehood—in this context defined as the shared connection between Jews from all corners of the world—means both a shared relationship and, more so, a responsibility to care about and for fellow Jews. But this understanding also surfaced divergent opinions: should Jewish communal work take a universalist or particularist approach? How far reaching is the responsibility of Jewish communal professionals, and what is possible?
A final thread was the need for a multilateral investment in talent to ensure the continued flourishing of the Jewish communal sector. Investments in experienced leaders, yes, but also in career-switchers and recent graduates, in lay leaders as well as career employees. Additional ideas included an interconnected network of leadership development programs and talent spotters, PR campaigns to build an affinity for the sector, and modeling the supervisor-supervisee relationship after the concept of chevrutah (a traditional Jewish learning method of paired study). In these fellows’ eyes, innumerable doors open when professional development is prioritized and when there is an understanding that relational work is requisite to the implementation of mission. As one fellow reflected on her career trajectory and the impact she has had, she remarked that, “It wasn’t luck that got me there. It was investment.”
Through their capstones, the fellows highlighted many of the same pillars that define the work of the Mandel Foundation: a commitment to a flourishing of Jewish life, investment in emerging leaders, and the support of initiatives that seek just, inclusive, and compassionate societies in the United States and Israel. As we welcome these fellows into the Mandel Graduate community, we look forward to working alongside them as they tackle the many challenges and opportunities that lie ahead. Mazal tov to all!
-Andrew Barnwell: Program Associate, Mandel Institute