Women's Leadership in the American 14 Organized Jewish Community

In last year’s Annual Assessment we highlighted JCCs, cultural institutions, and social service the challenges of leadership succession facing agencies. However, women make up the vast the major Federations and the large Jewish majority of professionals in Jewish Federations organizations. !is year we address a specific (80%) and yet they do not hold the most senior aspect of that issue – the integration of women professional positions in large or intermediate into the highest ranks of the leadership. We size communities. In the United States, with understand that the issue of women’s leadership the stepping down of San Francisco’s Jennifer is an important part of the larger leadership Gorovitz in January 2014, there were no women succession issue and of the questions of the leading large federations until the appointment continued relevance, dynamism, and creativity of of Naomi Adler as CEO of the Jewish Federation the major Jewish organizations and the organized of Greater Philadelphia in February 2014.2 Jewish Jewish community in the United States and in the organizations, on the other hand, are sta"ed Diaspora in general. predominantly by women yet men continue to dominate in the top leadership roles: in 2013, Part I – Argument there were only ten women leaders among the 74 organizational executives of the largest Jewish Many in the North American organized Jewish national not-for-profit organizations3. community are aware that there is a serious !e issue comes into sharper relief when we problem of under-representation of women in top compare the Jewish American nonprofit world positions in Jewish nonprofit organizations. Not to the general American non-Jewish one: while enough, however, is being done to solve it. the very vast majority of the sta" is in both cases !ere are an estimated 9500 Jewish nonprofits female (73% in American nonprofits, and 75% in in the United States.1 It is possible to identify Jewish American nonprofits), the gap between some positive change for women, who are now the percentages of women who make it to the heading some of the largest and most successful top of the pyramid in the two categories is

THE JEWISH PEOPLE POLICY INSTITUTE 205 overwhelming: 45% of non-Jewish nonprofits are budgets of more than 50 million. It is remarkable led by women (the percentage drops to 21% for that the percentage has hardly risen in the past CEOs at nonprofits with budgets of $25 million decade: in 1998, the percentage of women CEOs in or more, which is still higher than the Jewish Jewish American nonprofits was 12%. average) against 14% in Jewish national nonprofits; Even in terms of salary gap, the American organized here too, the higher the budget, the lower the Jewish community lags behind: American Jewish presence of women: 64% of organizations with women earn 61 cents for every dollar their male budgets of under $250,000 are led by women, 38% counterparts earn, as opposed to a slightly higher of organizations with annual budgets of over one 66 cents in the non-Jewish world.4 million dollars and only 16% of nonprofits with

American Nonprofits 20095 Jewish Nonprofits 20096

Female Sta! 73% 75%

Female CEOs 45% 14%

Salary Gap 66% 61%

In regard to religion, women fair better. Despite Orthodox movement does not allow women to the fact that traditionally women did not fill be ordained as rabbis. In the Modern Orthodox religious leadership roles, in recent decades in the world, though, women can pursue higher religious non-Orthodox denominations, they have started education comparable to that of men through to be ordained and accede to leadership positions. such institutions as the Drisha Institute, Midreshet Yet the situation is still far from gender parity: with Lindenbaum, Matan, and Yeshivat Maharat, but the exception of the Reconstructionist movement, graduates of these programs are not ordained as no other non-Orthodox denomination has rabbis. !ey can, instead, apply their credentials to reached an equal percentage of women rabbis. new careers as congregational interns, scholars-in- On the basis of its understanding of halacha residence, madrikhot ruchaniot (spiritual leaders) (Jewish religious law), the mainstream of the and manhigot hilkhatiot rukhaniot toraniot (or

206 THE JEWISH PEOPLE POLICY INSTITUTE maharat – teacher of Jewish law and spirituality), became the first female rabbi to serve in the chief which is the closest position to rabbi there is for executive position of an American rabbinical women; they also serve as poskot (legal advisers) association, having been named executive vice for women.7 president of the Conservative movement's As of 2009, Reform Judaism's Hebrew Union Rabbinical Assembly. College had ordained 552 women rabbis and !e Reconstructionist Rabbinical College has women made up more than half of the rabbinical ordained 321 women rabbis; women comprise a school cohort while female clergy made up large majority (70%) of RRC’s current enrollment, roughly one-third of the Reform rabbinate and and more than half of the school’s faculty and a work in synagogues, schools, universities, and large percentage of its administration and lay hospitals.8 leadership are female.10 Approximately 41 percent !e Conservative movement had ordained of Reconstructionist rabbis currently serving 327 women rabbis, for the most part, in small congregations are women. !e Reconstructionist congregations; in congregations with fewer than Rabbinical College selected Deborah Waxman, 250 households, women outnumber men by a rabbi and historian of American Judaism, as its almost three to one.9 In 2008, Julie Schonfeld president in October 2013.

Denomination N. of Synagogues N. of Female Rabbis % of Female Rabbis Reform 900 552 19% Reconstructionist 102 321 51% Conservative 700 327 16% (Source: !e White house Project REPORT 2009, http://ms-jd.org/uploads/general/Report.pdf)

Even if we compare Jewish women leadership in Women's underrepresentation in leadership America to the other half of the Jewish people, positions in North American Jewish organizations i.e. the Israeli political world, the imbalance is not news: several studies have been conducted remains: in today's Knesset, 27 of 120 seats over the years pointing to the evidently problematic are held by women (22.5%), a percentage pipeline that leads (or should we rather say does that is higher than in both American Jewish not lead) Jewish women to the top of the pyramid. nonprofits and most American Jewish religious Advancing Women Professionals and the Jewish denominations.11 Community (AWP) was founded in 2001 with the goal of understanding what was not functioning

THE JEWISH PEOPLE POLICY INSTITUTE 207 in the American Jewish Community in terms of below the replacement rate and averages fewer women leadership, so to "advance Jewish women than two children. !is pattern is partly explained into leadership, stimulate new models of shared by their high level of education: "among women, leadership, and promote policies that lead to healthy, higher education is […] associated with later e"ective workplaces."12 AWP has been remarkably marriage, later birth of [the] first child, fewer successful both in terms of raising awareness and children."14 "In a subpopulation where nearly 90% bringing American Jewish Organization to evolve of the women have the same education of their toward greater diversity in leadership positions, but male counterparts, and nearly 60% of both men it is still a long road to equality.13 and women have at least an undergraduate college In 2009, Harriet Hartman degree, one would expect similarity in labor force and Moshe Hartman participation and occupational achievement. […] Despite their published their second Family roles should not play as great an obstacle high educational study "Gender and to occupational achievement as they do in the attainments, American Jews: Patterns broader population, because American Jews tend their small 15 in Work, Education, and to have smaller families on average." And yet, they families, and Family in Contemporary do: American Jewish women do not have the same contemporary Life" (following their career paths as American Jewish men, and the vast dual-earner own 1990 study of the majority of leadership positions in the American family patterns, same type), in which Jewish Communal world are still held by men. American Jewish they show in detail how, !us, despite their high educational attainments, women have not despite several changes their small families, and contemporary dual-earner attained gender in the American society family patterns, American Jewish women have not equality at large as well as in attained gender equality. the Jewish Community specifically, the situation of most American Part II – Implications Jewish women has not changed significantly over the past two decades. American Jewish women !e problem of women’s under-representation are highly educated, especially when compared in positions of leadership is not an isolated to non-Jewish American women: 96% of Jewish phenomenon; rather, it is related to far greater American women have high school diplomas, problems in the Jewish world. more than 50% hold a bachelor's degree, 22.5% In last year's Annual Assessment, JPPI assessed have earned some graduate degree, and 5% hold the state of North American Jewish communal doctorates or professional degrees. !ey also have, leadership and identified the major challenges on average, smaller families than their non-Jewish related to the replacement of the current counterparts. !e Jewish American birthrate is leadership generation. It was understood that

208 THE JEWISH PEOPLE POLICY INSTITUTE "those who will assume the top professional organizations and the lack of diversity at the positions face a Jewish and general context top, as the general picture that the young Jewish far di"erent from that which welcomed their generation sees in the organized community is predecessors […] Many of these [new] trends very di"erent from the liberal values of equality represent long-term challenges to the vitality of and inclusiveness they identify with. the North American Jewish community, and in Among the most interesting findings of the 2013 16 turn, of world Jewry." !e challenge of diversity is Pew report on American Jews is the continuing certainly a main part of this new landscape, and it theme of Jewish liberalism: "Jews are among the presents several implications. most strongly liberal, Democratic groups in U.S. politics. !ere are more than twice as many self- Jewish Youth Alienation identified Jewish liberals More and more American Jewish organizations as conservatives, while "e liberal are trying to deal with the generation gap that among the general view does exists between present Jewish leaders and public, this balance is not find philanthropists, and the millennial generation of nearly reversed." Such practical American Jews. Born and raised in a dramatically liberal attitudes are expression di"erent world than their elders, young American more widespread among when it comes Jews engage in Jewish life di"erently than their younger Jews: 54% of to gender parents; what used to shape their parents' them (between the ages of equality in worldviews and engagement may very well not 18 and 29) declare liberal the Jewish work with them today. As the Executive Director views, against only 16% community of !e David Project David Bernstein put it, "One who define themselves of the greatest challenges facing the Jewish world as conservative.18 Such is to inspire the younger generation of Jews to care liberal views, however, about and act upon being Jewish."17 do not find practical expression when it comes to gender equality in the Jewish community – Among the reasons young American Jews may find both in terms of family roles, which vastly favor it di#cult to engage in communal life is the image men and their careers over women (see the of outdated communitarianism that some Jewish Conclusions and Recommendations), and in terms organizations present them. !e remarkable lack of organizational leadership; it is, therefore, likely of diversity in leadership positions in American that the young generation of American Jews will Jewish organizations may signal to young Jews feel more and more disconnected from the Jewish that these organizations are outdated and have community if things don't change. no real interest in the evolution of the Jewish society. !ere may be a connection between the As mentioned in JPPI’s Annual Assessment alienation of young people from established Jewish last year, it appears that there is a perception

THE JEWISH PEOPLE POLICY INSTITUTE 209 among many young people that mainstream women comprise two-thirds of the professional Jewish organizations resist change, focus workforce at nonprofit groups (yet only 19% only on fundraising, and are technologically of the nation's 400 largest charities CEOs),20 unsophisticated.19 It is, therefore, very important it is critical to identify high-potential talent, to adapt Jewish organizations to the new needs provide access to mentors, give assignments that of the present world, and special attention must stretch the skills of promising middle managers, be given to the voices of the next generation and improve the executive-search process. We if the capacity for institutional change is to be realize that the retiring leadership generation fostered. Talented, motivated young Jews generally has been engendering trust and solidarity and do not wish to work in e#cient communication and decision-making "is crisis traditional organizations for decades, all of which was very useful for a will probably and organizations that minority that had to defend itself and advance its never be fully mostly employ women interests. In today’s world, however, we see fewer resolved if the but are repeatedly and fewer heroic leaders who single-handedly community headed by men, such rally the troops to "charge the hill," and more and doesn’t engage as the American Jewish more leadership teams in which the most senior in a serious communal organizations, member acts as a guide, demonstrating empathy conversation appear to send precisely and appreciation for other's perspectives and about including such an anachronistic contributions – in other words, a leadership more women message. style many women have adopted. !e leadership in leadership Addressing questions needs of organizations (both Jewish and non- positions of gender equality is Jewish) are shifting: "Now that so many of us essential if the American are white-collar pixel-pushers working across Jewish organized community wishes to attract cultures and time-zones, there’s less of a need more young Jews in the years to come. for commandeering foremen and more of a need for open, collaborative, “feminine” bosses gently nudging us to greatness."21 As an analysis Leadership Succession Crisis from 2011 put it, "Leadership now, more than in !e failure to advance women may also be a the past, appears to incorporate more feminine factor in the so-called leadership crisis. relational qualities, such as sensitivity, warmth, When it comes to American Jewish institutions and understanding."22 and their search for the next leaders, there is a As suggested in JPPI's 2012-2013 Annual deep-rooted bias against women in the system Assessment, "the next CEOs must maintain that extends from problematic executive search a careful balance between being strong, to poor career development programs. As empowered leaders on one hand, and

210 THE JEWISH PEOPLE POLICY INSTITUTE collaborative, empowering leaders on the other." Lack of Innovation Flexibility, adaptability, creativity, and a spirit of Innovation can be viewed as the application of innovation and entrepreneurship must come better solutions to meet new requirements. It together with openness to interdisciplinary and refers to the notion of doing something di!erent, transdisciplinary thinking as well; in other words, rather than doing the same thing better, to solve the next generation of Jewish leaders must also new and old problems. possess qualities that have traditionally been associated with women. A Jewish innovation sector has emerged over the past decade: "!ere are currently more than 600 In the second half of 2013, !e Bridgespan Jewish start-ups in North America, and many of Group was asked to explore issues of leadership these initiatives have transition and identify a potential set of actions attracted some of the for strengthening the pool of potential leaders best and the brightest to Some feel the for senior positions.23 While we understand their ranks. Organizations establishment that addressing in a holistic manner the and initiatives such is still question of women's leadership is paramount as Jumpstart,24 ROI,25 rather to strengthening the pool of potential leaders, Slingshot,26 Joshua suspicious Bridgespan did not include this in their set of Ventures,27 and of innovative research recommendations. Bikkurim28 are regularly projects As already mentioned, the women's talent pool cited among other in the Jewish organized community is vast, with important accelerators women representing 75% of the sta" of Jewish of these e"orts. […] Yet, organizations. It is, therefore, not a matter of despite this continued lacking resources; rather, it may have been a lack commitment to Jewish identity and innovation, of will – together with a lack of mentoring and many of the more established Jewish institutions career development programs – until now. have reported a struggle to attract talent."29 For !e leadership succession crisis is one of the some young Jews participating in projects related to main problems currently facing the American innovation in the Jewish world, the establishment is Jewish community, and it has several aspects. encouraging and supportive; others, however, feel 30 !is crisis, however, will probably never be fully it is still rather suspicious of innovative projects. resolved if the organized community doesn't All in all, more could be done to foster innovation engage in a serious conversation about including in the Jewish community, although we already more women in leadership positions in today's see progress in newer sectors: in the Jewish social and (especially) tomorrow's Jewish world. justice field, for instance, many organizations including Bend the Arc31 and JOIN for Justice32 are headed by women, as are four out of five Jewish

THE JEWISH PEOPLE POLICY INSTITUTE 211 national publications (Tablet33, Forward34, Sh'ma35, constructive and supportive feedback are 128% and Moment36). Several other projects have more likely to elicit breakthrough ideas."39 emerged in recent years, such as the Jewish New In other words, leaders who fully grasp and Media Innovation Fund (the Fund), launched in embrace the potential of their female employees 2010 by the Jim Joseph Foundation, the Righteous are much more likely to succeed than those who Persons Foundation, and the Schusterman Family don't – diversity in leadership unleashes this Foundation. !e Fund’s stated goal is to "identify tremendous potential. and fund digitally based projects that “enriched and renewed Jewish traditions, revitalized Jewish When it comes to the future of the American institutions, and preserved Jewish history.”37 Jewish organized community, such potential must be grasped and encouraged. While among In the non-Jewish context, the innovative Jewish organizations that are several organizations "e Jewish grantees of !e Slingshot Fund, over 60% are have been founded over headed by women,40 many organizations still "fail community the years, mainly in the needs to think to realize the full innovative potential of women business world, to foster in their midst because leadership either doesn’t much more innovation. Many of them, in terms of know how to elicit their insights or lacks the like the Center for Talent 41 innovation and perspective necessary to endorse their ideas." Innovation (CTI), focus !e mainstream organized community has not yet slightly less on innovation in the field about tradition done all that is necessary to unshackle creativity of leadership and the and foster bold decision-making in its midst. new needs of present and future leaders.38 In a 2013 !e Jewish community, like any other organization, article published on the Harvard Business Review needs to think much more in terms of innovation Blog Network, Sylvia Ann Hewlett (president and slightly less about tradition. When it comes and CEO of CTI) wrote, together with Melinda to innovation, it has been shown that women Marshall (senior vice president and director of represent a formidable talent pool, albeit an publications at CTI), and Laura Sherbin (executive underutilized one. Research shows that diversity vice president and director of research at CTI) unlocks innovation and drives growth, and that that "leaders who make sure women get equal leaders meet the new needs of their organization airtime are 89% more likely than non-inclusive when they embody diversity and their leadership 42 leaders to unleash women’s innovative potential. culture embraces diversity. Jewish women in Leaders who are willing to change direction positions of leadership are therefore not only based on women’s input are more than twice as needed to help overcome the current leadership likely to tap into winning ideas. And leaders who crisis and generation gap, they are also an asset in make sure each female member on the team gets optimizing innovation in the Jewish community.

212 THE JEWISH PEOPLE POLICY INSTITUTE Part III – Conclusions and managed to attain leadership diversity and start Recommendations by paying specific attention to practices that have proved successful. !e diversity challenge requires long-term, Many women working in Jewish organizations collaborative action, built around a shared vision, complain about the job requirements at the by a broad coalition of institutions and actors. top of the pyramid, for which they receive little At a time when American Judaism is increasingly preparation throughout their careers. !e March associated with progressive values (especially the 2014 Findings from Interviews and Research younger generation), the current state of Jewish report published by Leadership Pipelines Initiative leadership may end up undermining that message (Cultivating the Next Generation of Leaders for in American society. With a non-diverse and non- Jewish Nonprofits) "explores the issues that a"ect representative leadership, Jewish organizations risk whether and how leadership pipelines are being eventually appearing so out of touch and out of filled and identified a set of potential actions for date that decision-makers in power may dismiss strengthening the pool of potential leaders for them as irrelevant. !is could, in turn, lead to a senior positions in the serious loss of political influence for the organized field."43 Although the It would be Jewish community. organization’s goal is to wise to When it comes to diversity and serious identify cohorts of high- identify, organizational change, it is often the case that potential future leaders mentor, and organizations go through three stages which and provide them with train women could be described as denial, window-dressing training, mentorship, of promise (the organization acknowledges its problem, but and support in order to from early actions undertaken to solve it are inadequate), cultivate them for senior on in their and finally, seriously addressing the issue. leadership positions careers as quickly as possible, Some Jewish organizations claim that women do it has not, to date, not wish to lead. We respectfully suggest that this recommended programs may be a symptom of denial, and recommend specifically for women, and gender balance has they skip the window dressing stage and directly not been a stated priority of their research. address the diversity issue by looking at the corporations/organizations that do it best. Even Preparing women for leadership positions those that take the issue seriously find that it is should be an ongoing effort at all career extremely di#cult and that there are no simple stages: solutions; Jewish organizations should therefore try to follow the path of those bodies that have — In the short term, especially with respect to the current leadership succession crisis,

THE JEWISH PEOPLE POLICY INSTITUTE 213 time is critical and programs should focus community could in fact envision promoting on women who are already in the pipeline, Jewish leadership programs for students willing and ready to move up the next rungs too, on the model of !e Public Leadership of the organizational ladder. Each current Education Network (PLEN)45, a Washington- leader should identify, together with male based "national organization with the candidates, at least two women as potential sole focus of preparing college women for successors and begin the process of preparing leadership in the public policy arena. […] them for possible succession. !rough introducing college women to role models, career paths, and skills trainings — In the medium term, the American Jewish community should commit to creating before they enter the workforce, PLEN’s specific leadership mission is to increase the number of women in top leadership positions." "e typical programs for mid-career working Jewish women to help them deal To measure the success of such programs, Boards married with present obstacles of organizations should establish a committee for woman still to their advancement the advancement of women with clear numerical acts as and direct them to the goals and timelines to support the advancement a secondary leadership positions that of women to top positions. Each committee earner will become available should correspond with a broader umbrella in the upcoming years. committee set up under the auspices of a major Programs such as national Jewish organization. !is umbrella Harvard Business School's committee should be charged with monitoring Women's Leadership the advancement of women through Jewish Forum,44 whose goal is to organizations and publish annual reports. !is prepare women to sustain transparent approach would help all organizations strategic advantage inside their organizations, to address the question of gender equality in a could be used as models to be adapted to the coordinated fashion. We encourage collaboration Jewish community context. with Advancing Women Professionals and the Jewish Community (AWP) on the creation of such — Finally, in the long term, specific programs should be envisioned for women who committees and the elaboration of organizational are entering or have recently entered the best practices, including those that address communal world. !ese are the women who di#culties in balancing work and family lives. will eventually be the Jewish community's United States federal law does not mandate future leaders and it would be wise to identify, paid maternity leave, but a growing list of Jewish mentor, and train them from early on in nonprofits, after several years of advocacy by AWP, their careers – or even before. !e Jewish are now o"ering or expanding paid maternity

214 THE JEWISH PEOPLE POLICY INSTITUTE leave.46 However, the typical working Jewish At the same time, donors should be invited married woman still "acts as a secondary earner to support funding schemes that encourage whose employment and hours can be manipulated organizations to increase the representation of to meet the family's needs and demands; [this women at the top. For example, AWP's "Men pattern] may allow Jews to preserve the familism as Allies" campaign encourages men to avoid that has long been central to Jewish culture."47 participating in all-male public panels, and Family roles have a direct impact on the careers conferences that exclude women from major roles. of women and some argue that a change is needed Donors could consider giving priority to funding in our Jewish culture at large. Expecting women schemes that reward organizations for making to adhere to traditional family roles – carrying progress in advancing women to positions of out most of the household and childrearing tasks leadership. Donors could – makes it impossible for them to equally pursue also consider funding Paternity career aspirations. professional management leave increases !e role of men and fatherhood in realizing consulting projects for gender equality gender equality should be more deeply considered Jewish organizations at home – a by Jewish organizations. Studies show that focused on improving the condition for Paternity leave increases gender equality at representation of women women to home,48 which is a condition for women to pursue in leadership positions. pursue ‘top 'top of the ladder' careers.49 While traditional Most major consulting of the ladder' Jewish familism tends to expect women to take full firms o"er diversity careers responsibility for the education and rearing of their strategies to help create children, it would be appropriate to remember workplaces where the that the Jewish tradition actually expects fathers, talents of women are rewarded, and to set up paths and not mothers, to be responsible for child to attract, develop and retain them. McKinsey52, the rearing and child education.50 Boston Consulting Group53, Bain & Company54, Booz 55 56 We recommend that American Jewish & Company , and Deloitte – just to mention five organizations formulate work-family policies of the most prestigious consulting firms according 57 that allow parental leave and flexibility for both to Forbes' 2011 ranking – o"er specific programs men and women, especially in cases when both targeted at identifying, training, and retaining parents are employed by Jewish organizations. the most talented women throughout the entire We also recommend substantially expanding the professional pipeline. !e Jewish community should system of a!ordable and high-quality Jewish seriously consider reaching out for professional daycare to better allow both parents to fulfill consultation about the gender parity issue, in order their careers.51 to accelerate the process as much as possible.

THE JEWISH PEOPLE POLICY INSTITUTE 215 Endnotes 9. !e White House Project Report 2009: Benchmarking Women’s Leadership, http://ms-jd.org/uploads/ 1. Burstein, Paul (2010). Jewish Nonprofit Organizations general/Report.pdf in the U.S.: A preliminary Survey. Contemporary Jewry 10. Samuels, Goldenhar and Bronznick 2010 31(1), p. 139. 11. For a complete, up-to-date set of data about 2. !e only other woman leading a large federation the condition of women in Israel, see: Tzameret- in North America is Deborah Corber, CEO of the Kertcher, Hagar (2013), "e Gender Index, Gender Montreal Federation. Inequality in Israel, 2013, !e Van Leer Institute 3. Efrem, Maia, and Jane Eisner (2013), Women Leaders !e Strauss Group and the Israel Women’s of Jewish Non-Profits Remain Scarce Even as Pay Gap Network, "e 2013 Catalyst Report, http:// Narrows, !e Jewish Daily Forward, http://forward. www.strauss-group.com/newsmention/ com/articles/189200/women-leaders-of-jewish- the-2013-catalyst-report-indicates/ non-profits-remain-scarce/ Hasson, Yael and Noga Dagan-Buzaglo (2013), 4. For more information about salary gaps in the U.S., see: Occupational Segregation and Gender Pay Gaps, , Adva Center, פרויקט "שוות ערך – לקידום שכר שווה" Pew Research Center (2013), On Pay Gap, Millennial Information on equality and social justice in Israel Women Near Parity – For Now. Despite Gains, Many See Roadblocks Ahead, http://www.pewsocialtrends. 12. http://advancingwomen.org/pages/about/ org/files/2013/12/gender-and-work_final.pdf 13. See also: Bronznick, Shifra and Barbara Dobkin, 5. !e White House Project Report 2009: Benchmarking Advancing Women Professionals: From Catalytic Women’s Leadership, http://ms-jd.org/uploads/ Intervention to Network of Catalysts, http:// general/Report.pdf ejewishphilanthropy.com/advancing-women- professionals-from-catalytic-intervention-to- 6. Eisner, Jane and Devra Fers (2009), Jewish Women network-of-catalysts/ Lag Behind Men in Promotion and Pay, !e Jewish Daily Forward. http://forward.com/ 14. Hartman, Harriet and Moshe Hartman (2009), articles/118323/jewish-women-lag-behind- "Gender and American Jews; Patterns in Work, men-in-promotion-and-pay/#ixzz3503RBszb Education, and Family in Contemporary Life", It is important to underline here that there are many Brandeis University Press, p.30 social service agencies, schools, community centers, 15. ibid., p.253 and foundations that are led by women in the Jewish community but these are considered local; therefore 16. See 2012-2013 JPPI Annual Assessment, Jewish they do not show up in this survey. Leadership in North America – Changes in Personnel and Structure, p.139 7. Samuels, Joanna, Didi Goldenhar and Shifra Bronznick (2010), Women as Leaders in Judaism" in "Gender and 17. Jewish Donors Don’t Always Get Young Jews: Women's Leadership: A Reference Handbook vol. 1, Overcoming “"e Donor-Demographic Disconnect”, Sage Publications ejewish philanthropy, http://ejewishphilanthropy. com/jewish-donors-dont-always-get-young- 8. ibidem jews-overcoming-the-donor-demographic- disconnect/#sthash.DUYfltIV.dpuf

216 THE JEWISH PEOPLE POLICY INSTITUTE 18. See Pew Research Center (2013), A Portrait of Jewish diversity of perspectives, skills and interests toward a Americans, Findings from a Pew Research Center shared passion for advancing ideas and partnerships Survey of U.S. Jews, http://www.pewforum.org/ that will strengthen Jewish communities and improve files/2013/10/jewish-american-full-report-for- society." http://www.roicommunity.org/ web.pdf 26. "!e Slingshot Fund is a peer giving network, designed 19. See 2012-2013 JPPI Annual Assessment, Jewish to support Jewish organizations that resonate with Leadership in North America – Changes in Personnel the Fund members, young Jews in their 20s and and Structure, p.144 30s. !e Slingshot Fund exposes its next generation funders to a professional grant-making process, 20. Bronznick, Shifra and Didi Goldenhar, Flexibility and and provides them with opportunities to develop More Mentors Will Expand the Number of Female philanthropic skills and to learn from experts in the Nonprofit CEO's, !e Chronicle of Philanthropy 2009 field while leveraging their small gifts into a significant 21. Khazan, Olga (2014), Are People Becoming More grant pool." http://www.slingshotfund.org/ Open to Female Leaders?, !e Atlantic, http://www. 27. "Joshua Venture Group seeks to reinvigorate and theatlantic.com/business/archive/2014/05/the- expand the Jewish community by cultivating the myth-of-the-ine"ective-female-leader/361559/ leadership and management capability of talented, 22. Koenig, Anne, Alice Eagly, Abigail Mitchell and Tiina passionate young Jewish social entrepreneurs Ristikari (2011). Are Leader Stereotypes Masculine?, and by investing in their visions and the growth A Meta-Analysis of "ree Research Paradigms, of healthy, sustainable organizations." http:// Psychological Bulletin 2011, Vol. 137, No. 4, 616–642, joshuaventuregroup.org/ 2011 American Psychological Association 28. "Since our founding in 2000, Bikkurim has provided 23. !e outcome of such research is the Leadership over $3.5 million dollars of direct and in-kind support Pipelines Initiative, Cultivating the Next Generation to 29 new ideas. Currently four groups are in the of Leaders for Jewish Nonprofits Findings from incubator and one organization participates in Atid Interviews and Research, published in March Hazak." http://www.bikkurim.org/ 2014. http://pipelinesalliance.org/wp-content/ 29. Wolf Ditko", Susan and Libbie Landles-Cobb (2014), uploads/2014/01/Leadership-Pipelines-Initiative- Leadership Pipelines Initiative, Cultivating the Next Report-March-2014.pdf Generation of Leaders for Jewish Nonprofits, pp. 5-6 24. "Jumpstart is a philanthropic research & design 30. Brown, David (2011), Jewish Innovation and the lab based in Los Angeles. Jumpstart’s unique Establishment, Presentense http://presentense. combination of research, convenings, and funding org/magazine/jewish-innovation-and-the- enables creative changemakers – philanthropists establishment and institutional leaders alike – to realize their own visions and advance the common good." http:// 31. Headed by Stosh Cotler jewishjumpstart.org/ 32. Headed by Karla Van Praag 25. "ROI Community is an international network of 33. Editor-in-chief: Alana Newhouse, http://www. activists and change makers who are redefining tabletmag.com/ Jewish engagement for a new generation of global citizens. ROI Community members channel a 34. Editor: Jane Eisner, http://forward.com/

THE JEWISH PEOPLE POLICY INSTITUTE 217 35. Editor: Susan Berrin, http://shma.com/ o"ered twelve weeks or more of unpaid maternity leave) or even no maternity leave, paid or unpaid, 36. Editor and Publisher: Nadine Epstein, http://www. at all (10% of responding organizations). For the momentmag.com/ remaining 35% that did provide paid maternity 37. Bernholz, Lucy and Conan Liu, Innovating on Tradition: leave, approximately ten percent o"ered between Reflections on the Jewish New Media Innovation one and four weeks, and an additional eighteen Fund, Arabella Philanthropic Investment Advisors, percent (18%) provided between five and ten weeks. http://www.schusterman.org/wp-content/ Only 7% of the responding organizations provided uploads/Bernholz_Innovating-on-Tradition_ twelve weeks or more of paid maternity leave. FINAL.pdf Formal paternity leave policies existed in only 33% of 38. http://www.talentinnovation.org/about_CTI/ organizations, while 61% o"ered no paternity leave, paid or unpaid. Since, some 82 groups (large national 39. Hewlett, Sylvia Ann, Melinda Marshall, and Laura organizations such as the Union for Reform Judaism, Sherbin (2013), How Women Drive Innovation and some local federations, some foundations and some , !e Harvard Business Review Blog Network, Growth large synagogues) have started o"ering at least four http://blogs.hbr.org/2013/08/how-women-drive- weeks of paid maternity leave or having formal innovation-and/ flexibility policies; twenty out of these 82 groups 40. Zehavi, Ben (2013), Trapped under America’s Jewish o"er at least 12 weeks of paid maternity leave and six Glass Ceiling, !e Times of Israel weeks of paid parental leave for fathers or partners. http://advancingwomen.org/wp-content/ 41. Hewlett, Sylvia Ann, Melinda Marshall, and Laura uploads/2013/09/Better-Work-Better-Life-Practices- Sherbin (2013), How Women Drive Innovation and and-Policies-in-Jewish-Organizations-Report1. Growth, !e Harvard Business Review Blog Network, pdfHartman, Harriet and Moshe Hartman (2009), http://blogs.hbr.org/2013/08/how-women-drive- "Gender and American Jews; Patterns in Work, innovation-and/ Education, and Family in Contemporary Life", 42. CTI Research (2013), Innovation, Diversity, and Brandeis University Press, p.116 Market Growth, http://www.talentinnovation.org/ 47. Kotsadama, Andreas and Henning Finseraas assets/IDMG-ExecSummFINAL-CTI.pdf (2011), "e State Intervenes in the Battle of the 43. http://pipelinesalliance.org/ Sexes: Causal E!ects of Paternity Leave, Social 44. http://www.exed.hbs.edu/programs/wlf/Pages/ Science Research, Vol. 40, Issue 6, pp. 1611-1622 objectives.aspx Patnaik, Ankita (2014), Merging Separate Spheres: Does Paternity Leave Promote Dual-Earner Dual-Carer 45. http://plen.org/about-us/ Households?, Cornell University 46. Until 2010, according to an AWP survey of 227 Jewish 48. See Mandel, Hadas (2009), Configurations organizations, fewer than one-third of responding of gender inequality: the consequences of organizations had formal written flexibility ideology and public policy, !e British Journal policies allowing employees to organize their own of Sociology 2009 Volume 60 Issue 4, 694-719 working time schedules. Sixty-five percent (65%) of Mandel, Hadas (2011) Rethinking the paradox: tradeo!s responding organizations o"ered no paid maternity in work-family policy and patterns of gender inequality, leave, but rather an unpaid maternity leave (47% Community, Work and Family, 14 : 2, 159-176

218 THE JEWISH PEOPLE POLICY INSTITUTE 49. More on the subject can be found on the Chabad's 55. See Deloitte's Women Initiative: http://www. website: http://www.chabad.org/library/article_ deloitte.com/view/en_US/us/About/Inclusion/ cdo/aid/910973/jewish/Talmud-Torah-Chapter- Womens-Initiative/index.htm One.htm 56. Adams, Susan (2011), "e Most Prestigious Consulting 50. Joining AWP's Better Work, Better Life campaign Firms, Forbes http://www.forbes.com/sites/ (http://advancingwomen.org/pages/mobilize/ susanadams/2011/08/25/the-most-prestigious- better-work-better-life/) is probably the best consulting-firms/ first step in this direction. See: Goldenhar, Didi, Shifra Bronznick and Rachael Ellison (revised 2010), Better Work, Better Life: Practices and Policies in Jewish Organizations, AWP Publication, http://advancingwomen.org/wp-content/ uploads/2013/08/Better-Work-Better-Life- Practices-and-Policies-in-Jewish-Organizations- Report.pdf 51. Since 2007, McKinsey has been researching intensively the advancement of women in the workplace. See their latest report "Unlocking the full potential of women at work": http://www.mckinsey.com/ Client_Service/Organization/Latest_thinking/ Women_at_work and http://www.mckinsey. com/careers/women/~/media/Reports/Women/ Changing_companies_minds_about_women. ashx 52. !e Boston Consulting Group "strives to be the very best place for women who want a career in professional services and considers attracting and retaining top female talent key to its advantage. !e Women's Initiative helps to recruit the best available female talent for the firm and retain and advance current BCG women through e"ective management of their careers.": http://www.bcg.com/careers/ is_bcg_for_me/diversity_networks/womens_ initiative.aspx 53. See Bain & company's literature own gender parity: http://www.bain.com/publications/business- insights/gender-parity.aspx 54. See their 2012 report "Empowering the !ird Billion Women and the World of Work in 2012"

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