Mission-driven cultures - like Jewish organizations - often allocate insufficient resources to professional development. Both men and women would benefit from cross-training, skills development, mentoring and coaching. But for the most part, our organizations are distracted by more pressing priorities.
Over the next two years, 40% of top executives - in both Jewish and secular nonprofits - are planning to retire. This is creating a new awareness among some Jewish leaders about the urgency of putting professional development on the agenda.
As organizations launch new programs, women need to step forward and build their skills and networks. Their participation will help level the playing field over the long term.
Cross-training and job rotation. In Jewish organizations, you are more likely to advance if you know how to develop a program and fundraise; how to work with lay leaders and how to supervise staff. Be assertive about taking on projects that will build your communal leadership as a professional.
Skills development. Seek opportunities to master skills that you do not have - whether it's fiscal fluency or group facilitation. This is a lifelong process since the expectations of high-level leadership keep expanding. Seek feedback from your supervisors, volunteer leaders and colleagues about what you need to learn. But you have to ask for candor if you really want to change and grow.
Mentoring. High-level executives attribute their success, in large measure, to the influence of mentors. It's rare in the 21st century for people to find one perfect mentor. Instead, learn how to enlist a variety of mentors for different needs and stages in your career.
Coaching. At a time when so much is expected of senior leadership, many people are turning to coaches for support and guidance. Most professionals cannot afford executive coaches, but some are benefiting from peer coaching or targeted intervention around specific challenges.
