Feedback is one of those things we all know we need — and often struggle to do well. At Leading Edge, we found ourselves in that very place. As an organization that helps Jewish nonprofits build better workplace cultures, we’re constantly looking at how we can live our values and model the practices we advocate. Yet, when it came to feedback, we realized we had work to do.

The need became clear through both formal and informal channels. Our Employee Experience Survey and ongoing conversations revealed that feedback — especially upward and peer-to-peer — wasn’t happening effectively. Team members expressed a lack of openness to constructive conversations and observed that while we were excellent at positive affirmations, they often lacked detail. Without meaningful feedback, growth opportunities were being overlooked, and the culture began to feel surface-level positive rather than deeply supportive.

As the executive team dug into these insights, it became obvious that feedback was about more than improving processes, it was about relationships, development, and trust. We saw the opportunity to make a change by engaging in a feedback workshop series with Frontline Solutions, a program designed to help teams build stronger communication skills.

We had done feedback trainings before, and while they were well-received, they were one-off sessions. This time, we wanted to go deeper, knowing that real change takes time, practice, and commitment.

For the executive team, the workshops offered moments of deep reflection. We joined the full-team sessions while also participating in focused discussions tailored to our own development. These sessions gave us valuable insight into how the team views our current culture and helped us reflect on our leadership behaviors. They pushed us to consider how we need to adjust our approach to better support the culture we’re striving to build. It’s been a powerful process of listening, reflecting, and growing together.

We’ve realized that relying solely on supervisors to address concerns doesn’t always give us the full picture. People can present differently to us than they do to their direct supervisors, so it’s crucial that we share our own observations directly when something stands out. Supervisors may not always see the same patterns or behaviors we do, and leaving these conversations unsaid can lead to missed opportunities for growth and improvement. Power dynamics are a reality, and it’s important for us to stay mindful of them. While we encourage our employees to show up as their authentic selves at work, we also recognize the weight that a conversation with an executive team member can carry. Feedback from us often holds greater significance, and we have a responsibility to approach those moments with care and intention.

The workshops didn’t just focus on how to give feedback; they explored the dynamics between giver and receiver. A key “aha”  moment for us was understanding that feedback isn’t about following a checklist — it’s about meeting the needs of the person receiving it and being mindful of our differences.


One standout exercise paired feedback practice with the Change Styles Indicator, helping us see how individuals approach and respond to change. This realization deepened our feedback process and strengthened relationships. It wasn’t just about improving communication, it was about building trust and understanding.

Impact: Changing the Way We Lead and Connect

Since the workshops, we’re seeing tangible changes across the team:

More openness and collaboration: Team members are volunteering for projects outside their usual responsibilities, often with people outside their core teams. 

Greater accountability: Feedback has started to flow more naturally: upward, downward, and across the organization.

For the executive team, this shift has been significant. We’ve always valued feedback, but we’re now more aware of its complexities. We’ve also learned to manage expectations: while we encourage feedback, we’re clear that not every piece can or will be acted upon. When we can’t take action, we commit to sharing context and being transparent about why.

We know that feedback isn’t a one-time project — it’s a practice. Moving forward, we’re focused on reinforcing what we’ve learned and exploring areas like skip-level feedback (conversations between executives and team members who report to other supervisors).

Historically, we’ve tended to focus on positive skip-level feedback, perhaps contributing to a culture of hyper-positivity. We now see the need to balance that by sharing observations, even when they’re hard. This will require building trust and creating a culture where this kind of feedback is constructive and doesn’t carry disproportionate weight.

Already, we’re seeing team members reach out to the executive team more informally: “can I share what I heard?” or “can I give some advice?” These messages are welcome, and we’re working to make it clear that anyone can schedule time with us, anytime.

We’re also thinking about relationship-building across the team. As we grow, it’s not enough to rely on full-team meetings to create connections. We need to be intentional about building relationships with team members in new and different ways.

Personal Growth: What We’ve Learned as Leaders

For us as an executive team, this work has deepened our awareness of how we communicate and connect. We’re reflecting on our role in holding the big picture of the organization while staying attuned to individual relationships. Feedback is a tool for growth, not just for the team, but for us as leaders as well.

We see this as the beginning of an ongoing journey. Our goal is for Leading Edge to continue to embody what it means to be a great place to work: a welcoming, open culture where every voice matters and every person has the opportunity to grow. The goalpost may keep moving, but we’re committed to staying on the path.

Written by our Chief Program Officer, this article is part of a series highlighting perspectives from various Leading Edge team members as we reflect on our journey through a feedback workshop series.

Leaders Need Feedback Too: Insights from an Executive Team Member

Due to the unusually high number of leadership transitions currently underway in the Jewish nonprofit sector, the Leading Edge CEO Onboarding Program is updating its eligibility criteria. Previously, the program was open to leaders who had been in their positions for between 6 months and 30 months. Under this new change, any Jewish nonprofit leader will be eligible if they have started in their topmost executive position by July 1, 2021, and have been in that position for fewer than 30 months. (There is no longer a 6-month minimum tenure requirement.) 

This change will allow a broader set of candidates to apply for this competitive and valuable opportunity, which we hope will strengthen the rapidly-changing institutional landscape.

Applications for Cohort 4 of the CEO Onboarding Program will close on April 15. For more information, see the program's FAQs page.

Due to the unusually high number of leadership transitions currently underway in the Jewish nonprofit sector, the Leading Edge CEO Onboarding Program is updating its eligibility criteria. Previously, the program was open to leaders who had been in their positions for between 6 months and 30 months. Under this new change, any Jewish nonprofit leader will be eligible if they have started in their topmost executive position by July 1, 2021, and have been in that position for fewer than 30 months. (There is no longer a 6-month minimum tenure requirement.)

CEO Onboarding Program Now Open to Leaders with Tenure Under 6 Months

The roughly one-year mark since pandemic restrictions began, along with a new phase of vaccine progress, converge to create a milestone moment. We sat down with seven leaders of Jewish organizations—all alumni of our CEO Onboarding Program—to take stock of the lessons they will remember from the eventful past year, and the insights they’ll bring into the future.

Paul Bernstein
CEO, Prizmah: Center for Jewish Day Schools

Rabbi Jacob Blumenthal
CEO, The Rabbinical Assembly

Addie Goodman
President & CEO, JCC Chicago

Heather Moran
CEO and Executive Director, Sixth & I

Rabbi David Rosenn
Executive Director, Hebrew Free Loan Society

Miryam Rosenzweig
President and CEO, Milwaukee Jewish Federation

Todd Schenk
CEO, Jewish Social Service Agency (JSSA), Rockville, MD

In March 2020, what went through your heads when you first understood the severity of the pandemic?

Addie Goodman: I don't think any of us, and certainly not I, had any inkling how long the true crisis would last. I wasn't prepared to engage in months of crisis management. I'd never done that before. Even though we’d had bomb threats and other shorter crises in the past, this was totally new territory. And if I had been aware of the length of this situation, then I would have guided my team differently. Honestly, I would have supported myself differently. I just didn't realize that the adrenaline was going to have to last for a year. 

Rabbi David Rosenn: When COVID hit, we thought, “Okay, here’s something we know how to do.” And we stood up a stripped-down version of our general-needs loan that would be much more accessible to people, because we figured there would be extra costs associated with illness, childcare, and more. Then, three days later, it became utterly clear that this was not just a “respond-with-the-tools-you-already-have-in-your-toolbox” kind of situation. So I suggested to my board that we just to tell everybody to stop repaying their loans. Debt forgiveness — we've never done that before. And we did that for four months. And that’s cash flow; that's lifeblood for us. So that was not an easy decision, but I think everybody felt that clearly this was the right thing to do. 

“If I had been aware of the length of this situation, then I would have guided my team differently. Honestly, I would have supported myself differently. I just didn't realize that the adrenaline was going to have to last for a year. ”

Early on in the pandemic, we heard from some CEOs, “This is not the job I signed up for.” And from others we heard, “My organization was made for moments like this.” Where were your reactions on that spectrum?

Heather Moran: When COVID hit us, I had the most intense feeling of imposter syndrome that I've had since I took this job. I know I’m well-positioned for my role, I love it, I love the organization, and I understand it. But I was completely overwhelmed by the feeling that decisions that I would make would make everything unravel. Having said that, I feel incredibly proud and energized. We ended up working so well together doing things that we never imagined we would do. We decided to double down on local work in the arts community, creating programs to help local artists, in ways we had never done before.

Paul Bernstein: When COVID hit our community, schools were dramatically affected right from the start. So we did things very quickly. Jewish day schools did have—if not necessarily a playbook for this—we had experience with responding to things like Parkland, Harvey, Pittsburgh. As a network of day schools, Prizmah was ready to facilitate rapid information-sharing among schools, since in COVID, no one knew exactly what to do. The Monday of the week of Purim is when we had the first major webinar about how to run a school online, led by the first school that did it. They had all of two days’ experience by that point—but they were ready to share what they were learning. It gave the rest of our network a head start for what was to come. Our team was listening to what was going on and channeling the needs and effort of the schools. My job was to back what they were learning, and provide space for rapid, fast-changing responses.

For yourselves and your teams, how have you dealt with burnout and emotional challenges?

Rabbi Jacob Blumenthal: I feel some responsibility to model what I really want rabbis in the field to be doing and what I want my staff to be doing, which is to create boundaries and to create time for self-care. So, much more than any time in my career, I’ve been focused on that piece. And I'm public about it; I show myself on my bike on Facebook. If I'm taking a day off, I write something about it. Because I don't think anybody thinks I'm lazy, but I do want them to see that I'm publicly taking that time, because I want them to do the same.

Miryam Rosenzweig: We are all living and working through this pandemic. It’s not business as usual, its compounded by the fact that we are all home, taking care of our lives while work hovers. I learned that it is important to speak about the challenges. So I talked about it in a staff meeting; I said, “I suffer from anxiety.” And saying it out loud to my team was very, very freeing for me. The number of people who reached out for support afterward was incredibly restorative for me, and helped me understand the different stresses facing of my team. This was a vulnerable leadership moment and I did it intentionally to create an environment where we can speak about challenges and support each other.

Heather Moran: I find myself doing a lot more triangulating between team members, trying to help everyone see that everybody is going through a lot right now. So many of people are struggling and taking things more personally than before, and I’m having so many conversations about dynamics in the workplace. We spend time in team meetings talking about things like giving people grace, benefit of the doubt, that kind of thing. I feel a responsibility to do this work, but also, I'm not a social worker. I’m realizing that actually, it isn't my job to make sure that everybody on my team is happy. That isn't in my job description. It is in my job description to make sure that everybody on our team has the tools that they need to feel supported in their work, but that's different from being responsible for their individual and personal happiness.

“I talked about it in a staff meeting; I said, ‘I suffer from anxiety.’ And saying it out loud to my team was very, very freeing for me.”

What has changed about your relationships with your boards?

Todd Schenk: The ability of board members to relate to what is so important in our services right now, because they are also living it, has fostered a different kind of connection to the work. Suddenly they’re not talking about somebody else's issue that we’re responding to; they can see it in themselves, their neighbors, and their own family members—the impact of isolation, the impact of trying to school children at home, the impact of not being able to visit a parent who's in a facility. All of those things are very much part of each of our lives and our board members’ lives as well. So a lot of our board members have now invested even more in being able to share in the response of the agency.

Miryam Rosenzweig: We often talk about the essential partnership between our lay leadership and the professionals. We felt the partnership in a completely new light. Our board chair joined every internal COVID response meeting, even though in the early days of the pandemic, we were meeting six times a week. Our board met weekly for months to ensure we can make decisions and respond quickly to the community. My team and I felt the partnership with our lay counterparts in a deeper way. We were in the trenches together. We struggled with the challenges, disagreed and then we had to rely on each other’s knowledge and role to get things done. How has the partnership changed? It’s forever transformed.

“The ability of board members to relate to what is so important in our services right now, because they are also living it, has fostered a different kind of connection to the work.”

What were your experiences as Jewish organizational leaders during the protests, unrest, and conversations taking place about racial injustice over the summer? 

Rabbi Jacob Blumenthal: Both the Rabbinical Assembly and USCJ signed on to a communal letter supporting Black Lives Matter. I'm proud we did so, and there's a lot more we need to be doing. I got lots of very pleased responses and a number of very critical ones. And getting a gauge for where our people are in the Conservative movement on these issues, it turns out, is very complex. We have a fairly complicated community around these issues, and it was a wake-up call, but not everybody was woken up in the same direction.

Todd Schenk: As a service organization, we're used to dealing with the impact of discrimination on people's lives. But it's really hard to acknowledge our own role in causing that pain. That's not usually our place—our place is to try to fix something that happened to somebody, something that we were not involved in. So stepping up as an organization to acknowledge our own role in structural racism is painful. Our approach was to clean up our own house before we start making proclamations about what needs to happen in the rest of society. And we met with some skepticism internally about whether we were being reactive to a social movement and our commitment would wane the minute that media attention subsided. But our commitment is to sustain a focus on these issues and really understand and address how they're impacting our organization. We're an organization where a third of our clientele are People of Color, 60% of our staff are People of Color and our board is zero People of Color. That's a pretty stark picture of who we are as an agency. And it’s something that our board recognizes needs to be addressed. So there's been a response, there have been some learnings, but we're nowhere near a final destination.

“It was a wake-up call, but not everybody was woken up in the same direction.”

Will society learn lessons or change on the other side of this pandemic?

Paul Bernstein: It's going to take time to figure out what is going to change permanently, or to what extent the pendulum will swing back to old habits. I do think there are things that we can look forward to being different. That might be in collaborative spaces, for example—collaborations across the Jewish community. And maybe we’ll truly recognize the value of what we had before COVID. In the day school world, the reasons why these schools have done so incredibly well is because K-12 education is about so much more than getting grades, which was always true, yet has been recognized and appreciated much more during the pandemic. A great education is driven by our values. It is about whole child development and their mental health. It is about family. It is about community. And of course it’s about excellent academics. Jewish schools are actually very good at all these things, but weren't appreciated for them in quite the way they are now.

Addie Goodman: A number of people have said to me, “I used to commute an hour each way. I'm not doing that again. No way, that is not the life I want to lead.” I think that this time with family, the time with our spouses and our children, this unexpected time together, has given us a focus on family that we haven't had as a society in a very long time. And we're talking about what's core to being human. How do I want to live my life? What is the society I want to live in? How can I help build that society? We’re internalizing, and acting upon, these questions in new ways.

The Pandemic, the Future, and Jewish Organizations: Leaders Reflect

The Leading Edge team is excited to announce that applications are now open for the fourth cohort of Leading Edge’s CEO Onboarding Program, a 12-month, intensive leadership development opportunity for new CEOs and Executive Directors in the North American Jewish community. 

Working directly with expert consultants, leaders, thinkers, and leadership development institutions, accepted participants will enhance their executive skills and strengthen their performance in the North American Jewish community during their first critical months and years in their organizations.

The events of 2020, including the COVID-19 pandemic, movements for racial justice, and recent political turmoil required senior executives to confront unimaginable change, loss, and, for some, opportunity. Cohort Four of Leading Edge’s CEO Onboarding Program will provide new CEOs with the support they need to grow and build their organizations at this unique moment in history.

This period also underscored how lonely the chief executive role can be. The program creates a community of practice, including a growing alumni network which CEOs can turn to for ideas and support during and after the program.

“The Leading Edge CEO Onboarding Program alumni cohort is THE thing that has gotten me through this work.” — Program participant

Eligibility: The CEO Onboarding Program considers applicants who are the most senior professional leaders in their organizations and will have been with their organization for fewer than 30 months as of July 1, 2021. 

We’re seeking executive professionals who are highly engaged in learning and supporting one another. We anticipate a competitive selection process with careful attention to be paid to ensure the diversity of the participants is honored throughout the program.

Timeline: Applications are open from now (March 16, 2021) until 5:00 pm ET on Thursday, April 15, 2021. 

25 hours of support from an experienced, accomplished executive coach

Training at the Center for Creative Leadership, a leadership development institution ranked among the world's “top 10 providers of executive education” by Bloomberg BusinessWeek and The Financial Times

A confidential 360-degree evaluation as well as other assessments designed to give you the critical self-knowledge needed for professional improvement

A network of trusted peers with whom to share challenges and celebrate successes

Read the FAQs about the CEO Onboarding Program.

More questions? Contact us at executiveprograms@leadingedge.org.

Do you know an eligible CEO? Applications are open until April 15.

Applications are Open for CEO Onboarding Program Cohort Four

As the Chief Program Officer, Dena oversees the strategy and implementation of Leading Edge’s suite of interventions supporting the professionals and volunteer leaders in the Jewish non-profit sector. Leading Edge advocates for and enacts its vision for strong talent leadership in the Jewish nonprofit sector through cohort programs, workshops, communities of practice, and other mediums.

Prior to joining the Leading Edge team, Dena had a consulting practice. As a specialist in organizational design and transition management, Dena focused on working with professional leadership to resolve organizational disruptions; enhance individual and organizational strength; and design training programs for leadership, strategic planning, executive presence, and interpersonal skills. Dena lives in the greater Washington, DC area with her husband and two teenagers. She also holds a certificate in Executive Development from the Vanderbilt University Owen Graduate School of Management. She was educated at The George Washington University School of Business (BBA, Human Resources) and the University of Maryland Robert H. Smith School of Business (MBA, Management and Organization). 

Chief Program Officer

Dena Farber Schoenfeld

Dena Farber Schoenfeld is Chief Program Officer at Leading Edge.