Category Archives: leadership

Memo to Moses, CEO Am Yisrael, Inc.

To Moses Rabbeinu,

CEO, Am Yisrael, Inc.

Dear Moses,

We appreciate your hiring our firm to look retrospectively at the corporate revolt that you call “The Korah Affair.” To be honest, our first recommendation is that you consult some literature on Jewish leadership – we suggest More Than Managing  (Jewish Lights Publishing) which is readily available. Also, your future company executives might hire professional coaches to avoid repeating basic errors.

More on them later, but for now, we note, with concern, how much the affair took you by surprise, and how you still seem to miss its full complexity. Although hired to investigate Korah alone, we found pervasive discontent throughout your ranks: disgruntled Levites allied with Department Heads (the Tribal Chieftains, in your vocabulary); and support by Dothan and Abiram , descendants of Reuben, your oldest founding partner, giving the revolt respectability.  Korah spoke for many people!

Opposition first arose when you mishandled the episode of the corporate spies dispatched to examine your proposed takeover of Canaan Realty Industries. Their negative report was indeed shortsighted, but calling in God to condemn everyone to years of wandering was pure petulance on your part.

The precipitating factor re Korah was your restructuring of the corporate priesthood, following the spy-debacle. Sure, your second-echelon leaders blindsided you, but you had already blindsided them, unwisely isolating yourself and then having to call God back in again.

Appealing to God whenever you get into trouble may seem satisfying now, but it is no long-term solution. We project a time of corporate diversification, with your company’s presence everywhere, and with God having grown tired of these “last-minute” pleas to Divine Headquarters.  Future rabbeinus (whatever their actual titles end up being) won’t be able to count on a deus ex machina to save them.

Another thing: note the brilliance of Korah’s charge, “You went too far; the whole community is holy.” He lifted that from your own company charter (“Kingdom of priests and a holy nation,” Exodus 18:6). No wonder you almost lost this one. You isolated yourself, took counsel with no one, blindsided your team, and never explained your position to anyone, thereby ceding the high ground to the opposition.

Had Korah been properly motivated, his claim against you (“we are all equally holy”) might have led to dialogue, negotiation, and appropriate compromise: a win-win solution whereby your opposition felt heard and appreciated; and came around to supporting your nominees for the priesthood. You wouldn’t have had to call in God and slaughter the opposition.  I mean, think of all you lost by killing them instead of motivating them to work with you!

We cannot here go into all the leadership lessons to be learned from the Korah Affair, but one of them is the talmudic insistence that conflict is actually a desirable thing, as long as it is “a dispute for the sake of heaven” (machloket l’shem shamayim) – the quintessential model being the Schools of Hillel and Shammai; and its opposite (conflict for the wrong reasons) being Korah.

Korah was so alienated from your company’s process that he was not in this for the sake of heaven. Our transcript of testimony (verse 16:1) says that “Korah took,” meaning (says Rashi and others)  “he took only himself, separately” – it was all about him!

By contrast, the Schools of Hillel and Shammai argued for all the right reasons and in all the right ways. They were in constant communication, expressing legitimate differences. Hillel proved mostly victorious, but Shammai prevailed some of the time, and his name too is recorded with honor for posterity.

We recommend that your successors depend less on God as mighty intervener and more on themselves as God’s agents here on earth; less on power and more on character and knowhow. For heaven’s sake (literally!) let them remain true to core principles, encourage honest debate, treat their opposition with respect, and be open to change themselves when they are wrong. The Korah Affair can become history, something we just read once a year for reminders.

Sincerely,

Rabbi Lawrence A. Hoffman

Parashah Consulting

 

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Rule Makers or Rule Breakers? An Iron Cage of Our Own Making

After a hiatus of about four years, I’ve returned to my course on Ritual Studies. I love this course, which has grown to become a synoptic understanding of the major currents in western thought since the nineteenth century. Every time I teach it, I become enamored anew of the geniuses who dissected the realities of modern life so brilliantly. This time round, I have rediscovered Max Weber, who so trenchantly predicted the institutional malaise that threatens the quality of Jewish life today.

This malaise substitutes managers for leaders. Weber predicted it as part of modernity’s transition from traditional and charismatic authority to authority that is rooted in the calculus of institutional rationality.

Traditional authority is best illustrated by royalty, where rule passes automatically from father to first-born son. You get what you get: monarchs whose competence varies with chance. Charismatic authority depends on the gift of personal magnetism: Ghandi or Churchill (on one hand), Hitler or Stalin (on the other). Again, you get what you get, a “great man” cult, but no guarantee of what the “great man” will represent.

By contrast, said Weber, the modern world seeks rational predictability. Financial markets thrive on “no surprises.” Corporate efficiency requires process and protection from tyrannical whim.  People move up systematically to inhabit roles that are hedged with rules. To be role-defined and rule-driven, institutions expand bureaucracies and bureaucracies spawn managers.

Bureaucracies abhor novelty; they like rule makers, not rule breakers; they squeeze out individualism and chase out eccentrics. The managers risk imprisonment in what Weber called an “iron cage” of their own bureaucratic making. They mistake rules for reality, and then, seeing the intricate interplay of one rule with another, they live in mortal fear of precedents that might plague them later. They play it safe by multiplying meetings and erecting committees to make choices which they then merely implement.

While market-based organizations have a bottom line — sleepy bureaucracies get put out of business — not-for-profits survive as long as they retain monopolies on basic services that people require. But how long will monopolies last? How long will people still want what their parents and grandparents did? How long will they settle for services that are not spectacularly delivered?

All our institutions face these questions. As I said in my last blog, for example, synagogues that collect dues through the primary promise of life-cycle moments and pastoral care are discovering that they cannot maintain the monopoly. Granted, they usually promise community too — but in practice, that sense of community reaches only a tiny proportion of the members who are insiders: the people who like study and prayer but who generally have no exceptionally high standards for what study and prayer should become.

I may seem unduly harsh because I overlook synagogues that do much more (and do it much better), but the synagogues that I describe do exist, and they exist in large numbers — run by managerial rabbis who care deeply for people and for Jewish tradition, but who substitute management for leadership. Overworked and undersupported by institutions that barely make their threadbare budgets, these rabbis have little time to grow, to study, or to think.

Their synagogues remain stable, orderly, and predictable. The small coterie of regulars come and go to services, classes and meetings, complaining on occasion about their inability to interest more people, develop new leaders and raise more money. They are congregations in stasis – managed well and smoothly run, but limited, because managers rarely shake up well oiled systems. Congregational greatness requires rabbis with enough dissatisfaction to risk change. They need rabbis who are more than managers.

Appreciating bureaucracies for what they can do but knowing their limitations, Weber himself wondered how leaders might push management into being less risk averse. He put his faith in holdovers from charismatic authority. Charismatics dislike stasis. They thrive outside the system. They champion visions of alternatives.

These visions arise from what Weber called “ends derived from values” rather than assessments dictated by purely managerial reasoning. Only leaders who are value-driven will risk challenging bureaucratic steadiness despite the uncertainty attendant upon unsettling the status quo. Boards need to be challenged to go beyond custodial and fiduciary responsibility and develop what has been called “generative thinking” about the mission that makes what they do worth doing.

What goes for congregations goes elsewhere as well. The days of monopoly rule are over. Our institutions need to know more than how to do business with fiscal probity and managerial efficiency. They need to make sure the business they are in is responsive to a new era; and then do it creatively, nimbly, and with excellence that questions the rules as much as it honors them.