Rhoda Weisman, executive director of the Professional Leaders Project, which is designed to engender and support a new generation of leaders in the Jewish community, talks about why the Jewish establishment needs to change, why young leaders are just as crucial as big donors and what it's like to be a woman at the top.
Jewish Journal: Working in a Jewish organization doesn't sound like a sexy job. Why should people want to go into Jewish communal work?
Rhoda Weisman: I think I have the sexiest job. Because sexy jobs are jobs that provide you with a lot of room to be creative moving toward a real sense of purpose and meaning.
JJ: Jewish institutions seem to be inordinately focused on engaging young people. Why is it important to cultivate young Jewish leaders?
RW: I don't think that we as a larger community have been successful in creating a very strong pipeline connecting the baby boomers to Gen X and Gen Y. There's never been a time when leaders in their 20s and 30s have been as equipped for leadership as now: Many of them have come from homes of privilege where they've been able to advance themselves in a whole number of areas. So, you have people in their 20s that have the same skills and talents etc., as people my age and in their 40s.
JJ: What do Jewish organizations need to do to entice young people?
RW: The power structure has to be changed. The old model is autocratic, and the new model has to become decentralized and democratic so that the next gen that comes in will have the same say as people who have been there for a while.
JJ: But it seems that the Jewish establishment is resistant to allowing young leaders the same kind of power that big donors have.
RW: They need to learn from the boomer generation of parenting -- to look at younger talent as partners and provide them power to make decisions.
JJ: Being of the baby boomer generation yourself, do you ever feel inadequate compared to young 'talent'?
RW: Not only do I never feel that way -- there's not a day that I'm not excited about growing people's potential. The future of American Jewish life depends on being able to grow this potential that can carry on the 3,000-year-old Jewish story in new ways.
JJ: What's the biggest problem facing the Jewish communal world?
RW: A lack of courage and a lack of leadership. But also, the inability to look at oneself and be self-reflective. When an organization is not effective, either change it or let it go out of business. We are at a very crucial point in which the next 20 or 30 years will determine the quality of Jewish life in America over the next century. And the biggest problem is a fear of busting out of the old model.
JJ: You seem to be an unconventional thinker. What does it take to think outside the box?
RW: I never think that something's not possible. Anything can be moved; anything can be changed. But if something really doesn't work, than I stop, put it to bed, and move on. I believe in excellence, and there's no excuse for anything less -- Jews in America are used to that.
JJ: Why does philanthropist Michael Steinhardt trust you with his money?
RW: He trusts me because I deeply care about him; he's not a conduit for his money, he's a partner. We're true partners. And, because I have the courage to stand up for what I believe in, in a world where oftentimes women don't and men do.
JJ: You have a reputation for being intimidating and intense. Why do you think people describe you this way?
RW: To create organizations that are successful, it takes time, a commitment to excellence, motivating individuals, hard work and tenacity. When these traits are attributed to men, they are called driven, visionary, a real leader. When these traits are attributed to women, they are often referred to as intimidating, aggressive, intense, tough.
I'm intimidating because I'll press for people doing their very best, even when it's not comfortable. And I'll live with the fact that people don't like me sometimes.
JJ: What is it like to be a woman at the top?
RW: It's a lot of fun! One of the reasons that I'm at this place is that I don't think about it that much. It's not been a burning issue for me. It didn't even occur to me that I didn't have a place at the table. I felt that I had a responsibility to add to the conversation.
JJ: Is there still a glass ceiling?
RW: Yes. I don't believe one sex or another should be dominant. Gender balance in positions of power is what creates a healthy community. But there's a dark side -- I don't know how to say that my back is black and blue from the women that I thought were going to help me. People take out their jealousies on you.
JJ: How would you describe your leadership style?
RW: Leading younger Jews is a tremendous responsibility, and I think what we do is very holy work. I believe that I have someone that I'm constantly reporting to. I'm a deeply God-driven person.
For me the most exciting part about anything I've done in all of my work is opening doors and getting as many people into these conversations impacted, inspired, longing to lead, wanting to make the Jewish community a thousand times better than it is.