As of 2006, major Jewish organizations - from large-city federations to institutions and seminaries that serve the religious denominations to national public policy organizations - have no women at the helm. Men head national Jewish organizations, with a few important exceptions, despite the fact that 70% of professionals in the field are women. AWP has found that gender bias pervades Jewish communal life. Our 2003 study of federations identified some of the key factors that impede women's advancement. These include the misperception that women are not "tough enough" to lead while women who are tough enough are seen as too abrasive. This bias also extends to questioning women's ability to solicit major annual gifts from male volunteer leaders. The weak human resources system, the challenge of work-life balance and the effect of the "old boys club" on executive search all add up to a leaky pipeline for talented women. Through the efforts of AWP and others, the gender bias in Jewish organizations has been acknowledged by key decision makers. This opens up opportunities for women and men - volunteers and professionals - to work together for greater equity. But these efforts require long-term attention and resources to be successful. In other fields - academia, philanthropy and the corporate sector - sustained focus and funding has resulted in measurable change. In the Jewish community, organizational support for gender equity initiatives has been very modest. Therefore, this next section focuses on strategies that can be used by individuals for their own advancement. Managers and executives who apply these ideas will help aspiring women fulfill their potential and will improve their workplaces for everyone. |
  When I began at the Educational Alliance, I had two children under six. I loved my work but the hours were long, and after a few months, I wanted to quit. My supervisor asked me to stay part time and offered to hire an assistant for me. I stayed, working 25 hours a week for nearly three years, until my third child was born. At that point, I decided to stay home full time. After six months, the EA called – would I consider consulting for eight hours a week? In a short time, my eight hours grew to twenty-five – and I was back at work part time. Six years later, I accepted a full-time senior position; five years after that, I became Executive Director. I have worked at the EA for nineteen years, eight as Executive Director. I am keenly aware of how the agency’s flexibility has enabled me to achieve and succeed. I use that experience in hiring staff and in shaping the culture of our Human Resources Department. --Robin Bernstein, President and CEO, Educational Alliance 
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