Voices of WRJ: Yitro

In this week’s Torah portion, Yitro[i], Moses’ father in law, Jethro figured something out that many organizational leaders—lay and professional—struggle with today. We are too busy, too overly programmed, running in too many directions, too overwhelmed to train the next generation, and often too unwilling to allow others to help. We should re-read Jethro’s advice and take it to heart. Moses’ struggle was the same thousands of years ago as our struggle is today. We have much on our plates and feel responsible for our organizations and our people.

In the portion, we read the story of how Moses “sat as magistrate among the people, while the people stood about Moses from morning until evening.” (Exodus 18:13) But Jethro sees a flaw in Moses’ plan. If he works day and night as judge and arbiter for the people, he will “surely wear himself out” (Exodus 18:18) because the task is too big for one person to handle. In today’s corporate lexicon, Jethro is telling Moses to delegate!

In the portion, Jethro is trying to help Moses understand that while important to the function of the community, by taking all of the responsibility upon his shoulders and not allowing others to help, he will not only burn out but also prevent others from growing into leadership roles. Allowing others to get involved and take on responsibility is good for the community.

In Stephen Donshik’s eJewishPhilanthropy.com piece on delegating[ii], he reminds us that “delegation is a key aspect of good administrative practice!” We have all had a moment when it’s “just easier to do it ourselves” than show someone else how to do it, but when we share tasks and have faith in other’s abilities to take on responsibility, it strengthens everyone and builds trust. “When the executive establishes a culture of delegating responsibilities, then it frees him or her to deal with other issues and not be concerned with implementing every decision that is made by the board or staff.[iii]

Back in Yitro, “Moses chose capable deputies out of all Israel, and appointed them heads over the people…” (Exodus 18:25) While he was still involved in the big decisions, he was able to trust his deputies to handle the smaller day-to-day issues for the people. He trusted in them and allowed them to solve the problems. When leaders choose capable deputies of their own to carry out the work of the organization, it helps promote a sense of pride, ownership, and responsibility. When “deputies” are treated with respect and allowed to bring their creative ideas to solve problems and complete projects, they take ownership and feel a connection to what they are working on and creating. Who are your deputies?

In the groundbreaking 2014 study, Leading Edge Alliance for Excellence in Jewish Leadership reported that “the vast majority of Jewish nonprofits—75% to 90% by some estimates— must find new executive leadership in the next 5-7 years. Finding the right leaders to move immediately into these openings is already proving difficult.”[iv]

While this study focused on professionals in Jewish nonprofit organizations, the same line can be drawn in leadership development to volunteers. Limited on-the-job training and limited support often inhibit our ability to cultivate the next generation of leaders. Like Jethro told Moses, we need to teach our people and trust our deputies to do the important work of the community.

Letting go is hard. Handing control of a beloved program or project to someone else can cause leaders to feel anxious and out of control. But, trusting in those with whom you have worked and trained and led gives everyone involved a sense of satisfaction and accomplishment. And, isn’t that feeling of satisfaction and accomplishment what we are all looking for as we spend our precious time and resources in service to Women for Reform Judaism, our congregations, and our Movement? Empower others. Everyone wins.

Rachel Roth is the Chief Operating Officer of the American Conference of Cantors and has almost 30 years of corporate and nonprofit management experience as well as a Master's in Jewish Professional Studies from Spertus Institute. Rachel and her husband, Jonathan who is also a Jewish communal professional, live in suburban Chicago with their dog, Chance. Rachel’s pronouns are she/her/hers.