Guide to Board Nomination and Selection Process

By Melissa Cordish
Vice-Chair
Center for Community Engagement & Leadership
THE ASSOCIATED

The selection, training and transition of Board leadership are deeply rooted in our Jewish tradition. A common theme throughout the Tanach (Bible) is the challenge of finding, sustaining and replacing good leaders.

In the Book of Exodus, G-d decides that it’s time to move the Children of Israel in a new direction. G-d selects Moses to lead His major change initiative. However, Moses doesn’t consider himself worthy of the position (“Who am I that I should go to Pharaoh and that I should take the Children of Israel out of Egypt.” Exod. 3: 11). Second, he fears that the people will not accept him as a legitimate leader (“…But they will not believe me and they will not heed my voice, for they will say, ‘G-d did not appear to you.’” Exod. 4; 1). And third, he feels that he does not have the leadership skills necessary for the role (“…I am not a man of words…for I am heavy of mouth and heavy of speech.” Exod. 4: 10).

The concerns with which Moses struggles are common fears that incoming board members or committee chairs may share. The nomination and selection process can be exciting and rewarding to those that are looking forward to taking on a leadership position, but others can be hesitant or uncertain of the challenges it may bring.

To best meet the needs of the organization and its volunteer leaders, certain steps should be instituted:

• A nominating committee should be developed to bring on new board members and determine who will fill vacant offices each year. Professional and volunteer leaders or executive committee should discuss and determine goals and timelines, and they should appoint a nominating chair.
• The nominating committee should identify the needs of the organization in partnership with an assessment of current and potential board members.

An effective governance structure, which engages its leaders in meaningful work for the organization, is a critical part of the strategy to guarantee that there are knowledgeable and committed people in the pipeline for the top leadership position. However, every leader brings different skills and talents to the job. Therefore, succession planning requires foresight, to ensure that the right person is in the right leadership position at the right time.

The ASSOCIATED’s Center for Community Engagement and Leadership has created an online tool to help with your nomination and selection process.
Learn more>>

New Professionals … Leadership … Cohort …. Fellowship … Professional Development … Recruit … Retain … Train

By Cindy Goldstein
Executive Director of DFI

What do all of these buzz words have in common?

As the Friedman Fellowship enters into its fourth year, the Darrell D. Friedman Institute for Professional Development at the Weinberg Center (DFI) is pleased to introduce to you its newest cohort of outstanding new Jewish communal professionals working in the Baltimore area. The Friedman Fellows are nominated by their organizations and selected among an outstanding and promising group of new Jewish professional leaders who are in the field up to three years.

DFI has been selecting a cohort of up to 10 participants each year since the fall of 2009, awarding fellowship funds to be used over a two-year period to new professionals working in Jewish organizations, synagogues and agencies in Baltimore. The fellowship enables them to have a mentor and to engage in professional development opportunities that enhance their professional skills and Judaic competencies. These experiences lead to excellent service in their work and to career advancement in the Jewish communal field.

The Friedman Fellowship is supported by an endowment created by community leaders and donors. It was matched by the Weinberg Foundation, all of whom recognized Darrell Friedman when he retired as President and CEO of THE ASSOCIATED. We are therefore able to attract and retain new fresh grow leadership in the field and to Baltimore. This is a “perk” for an organization and a fellow, allowing them to grow professionally thanks to the generosity of our community’s leadership and THE ASSOCIATED’s strong commitment to professional development.

This fall we are introducing KADIMA, a leadership development pilot program facilitated by Beth Gansky, leadership coach, created for the Friedman Fellows, to assist them in clarifying and developing their professional  and leadership goals, to provide tools to advance their careers and to create a cohort and network of these new professionals to  further their learning and collaboration in our community. Participating will be our newest cohort, listed below, along with our continuing 2012 fellows: Molly Amster, CHAI, Melissa Berman, JCC; Brad Cohen, Baltimore Hebrew Congregation; Marisa Danto, THE ASSOCIATED; Rabbi Kelley Gludt, Beth Am;  Nechama Goldman, AJOP; Caren Leven, Oheb Shalom;  Loryn Strauzer, BHI.

Our newest cohort, selected this fall of 2013, include:

• Sora Brill, Donor Services Representative, THE ASSOCIATED
• Carly Frank, Campaign Associate, THE ASSOCIATED
• Ilana Knobel, Special Events Coordinator, UMD Hillel
• Darren Levin, JLIC Rabbi, Johns Hopkins University Hillel
• Lane Levine, Community Network Director, Comprehensive Housing Assistance, Inc.
• Amanda Max, Children’s Service Director, Jewish Community Center
• Lara Nicolson, Family Engagement Associate, Center for Jewish Education
• Jessica Shimberg, Associate Director for Jewish Life and Learning, UMD Hillel
• Ahuva Spetner, Program Director, JEPGirls of Maryland

For a complete list of all Friedman Fellows, and to apply for next year, visit www.thedfi.org>>

Be A Part of the Upcoming GA in Baltimore

By Marisa Danto
Campaign Associate
THE ASSOCIATED

What is the General Assembly (GA) you might ask? Chaired nationally by Baltimore’s own Genine and Josh Fidler and Linda and Steven Hurwitz, the GA is an annual conference hosted by Jewish Federations of North America (JFNA) and is the largest Jewish philanthropic conference. The last time the General Assembly was in Baltimore was in 1991. Twenty-one years later, this is our opportunity, as Jewish young leaders, to show the rest of the Jewish world what makes Jewish Baltimore so strong.

We are the future leaders. We are the future philanthropists. And, at this conference, we will discuss the critical issues facing the global Jewish community today while learning and networking with today’s leaders in workshops and plenary sessions. The GA also provides an opportunity for socializing and connecting with new and old friends, colleagues and decision-makers.

As a Baltimore Jewish young leader there are plenty of opportunities for you to get involved. On October 24, you will have an opportunity to meet Genine Fidler, co-chair of the GA and register to attend or volunteer for the conference, while attending THE ASSOCIATED’s Business and Professionals Group panel discussion “How Red and Blue Affect your Green.”

On Sunday, November 11, join other Jewish young leaders for a meaningful learning opportunity with Brian Mandell, Director of the Harvard Kennedy School of Negotiation Project. Mr. Mandell teaches about the theory and art of negotiations and writes about contentious disputes. Previously, he was a strategic analyst for the Canadian Department of National Defense, specializing in UN peacekeeping and the implementation of arms control agreements.

Following the wonderful Baltimore Community Event, Monday evening, November 12, at the National Aquarium, hosted by THE ASSOCIATED: Jewish Community Federation of Baltimore, where you will mix and mingle with GA attendees, dine on local cuisine and listen to live music, young leaders will make their way to an after-party at Power Plant Live to socialize, network and continue the party!

If hands-on volunteering is of interest to you, THE ASSOCIATED will be partnering with Jewish Volunteer Connection, a local program of THE ASSOCIATED, and Ruach Tova, an organization in Israel that sponsors a nationwide Good Deeds Day. We will pick two set times during the GA to participate and two to three volunteer projects to showcase.

There are opportunities for everyone to explore the GA! Attend the Conference (at a discounted rate of $349 for Baltimore attendees and a one-day only registration option for $199).

Or, become a volunteer. Hundreds of volunteers are needed to serve as community ambassadors to GA participants from all over the world.  Volunteer for a three hour shift at the Convention Center or one of the hotels and show participants why we are called Charm City.  We hope to see you there.

Check out ways to volunteer>>

Register now>>

Recognizing Volunteers

By Leah Berry
Director of Engagement and Leadership
THE ASSOCIATED

As we wrap up the current fiscal year, it is important that we take the opportunity to reflect on our accomplishments, recognize our lay leaders and volunteers for their efforts and identify their next steps for involvement.

When recognition is done successfully, it is ongoing, personal and thoughtful.  People don’t always take the time to say thank you because they busy, don’t always have an attitude of gratitude ingrained in them. Being thankful and expressing gratitude is a profound Jewish value. As Jews, every morning we wake up and recite Modeh Ani expressing our gratefulness for all that we have been given. In Judaism, the word for thank you is todah which comes from the word, l’hodot, to praise. Hakarat hatov is another way that one expresses thanks which literally translates as recognizing goodness.

Power of the personal thank you note
A handwritten note goes further in many cases than a public honor. Notes should be personal and meaningful. Let’s use Dayenu as a great example of a wonderful expression of appreciation. Dayenu is broken up into specific components to help the reader realize the many miracles that took place in the Exodus story. Dayenu teaches us to be specific, detailed and break down the different aspects of what people have done for us, when we are expressing our gratitude.  Take advantage of unexpected moments to send a thank you (during an experience with a volunteer versus at the end of the year when they might be expecting it).

Creating a culture of appreciation and gratitude
As it states in Psalms, Olam Chesed Yibaneh, the world is held up/built on kindness. As lay and professional leaders in the community, we need to create an ongoing culture of gratitude. Everyone has different life experiences and some individuals don’t feel comfortable giving and/or receiving gratitude. We need to orchestrate an environment where people feel good about giving and receiving appreciation. When someone decides to take on a project, they are not always expecting to be appreciated but there is minor disappointment when they don’t feel appreciated. People need to feel appreciated and a sense of belonging.

What’s next for the outgoing leader?
Creating plans for outgoing leaders helps to ensure their future involvement while gleaning
important lessons learned from their tenure in their leadership position.

• Meet in person with your chair(s) to thank him/her, discuss the year as a whole, accomplishments, challenges, their overall experience, etc. Also discuss his/her interests going forward. (If he/she is concluding the term, determine what the individual wants to do next. Get a range of interests. If he/she is not completing the term, it is never too early to begin this general conversation.) Following the meeting, should the individual require a new placement, work with the appropriate person in your organization to follow-up on the various interests.

During your transition meeting, consider asking the following questions:

• What did you learn during your tenure in this leadership position?
• Are there particular aspects of the work, or new things that you saw/learned that piqued your interest? What should we be aware of in future planning?
• What do you think is next for you?

THE ASSOCIATED offers the “cultivation form” to help you with this process. Download the form now>>

What I learned from TGI

By Hanna Fiddle
TGI Fellow 2011-2012

This year, I wanted to get involved and help make a difference in the lives of others.  THE ASSOCIATED’s Teen Giving Initiative (TGI) has been that opportunity for me this year.

TGI is filled with 20 nice and amazing teens who wanted to make a change like I did.  We bonded so much over the year with a lot of fun activities.  We had a blast at the overnight, grew together in the day-long retreat at Pearlstone Conference and Retreat Center, and made so many memories along the way.  This whole program has been a wonderful experience.

In addition, I strengthened my leadership skills.  I feel confident in being able to do such great things on my own now.  Not only was this fun, but we raised a lot of money that we are going to donate to organizations focused on either education, domestic abuse or homelessness.  We raised money through various efforts including letter writing to out-of-town family and friends, a phon-a-thon where we called teens in Baltimore, and two fundraisers.  Our fundraisers were “Make Maggie Moo’s a Mitzvah,” an ice cream event at Maggie Moos and the Krav Mag-Auction.  The Krav Mag-Auction – part Krav Maga class, part Silent Auction – was one of my favorite parts of the program.  I had so much fun in the class getting a workout, and even won a prize at the auction!

I am so proud of what this year’s TGI cohort has accomplished under the leadership of Amy Steinberg.  She was such a wonderful person to have as our guide throughout the year.  While I am sad that our year is almost over, I know that this will not be the end of our actions.  Thanks to TGI, I have realized how important it is to be a leader and how much I love it.  One day, I hope to have my own organization for kids with Tourettes.  I will continue to help others and I hope that everyone else does the same.  It certainly has been amazing!

Learn more about teen programming>>

Office Email Etiquette

By Faye Katz
Resume Writer, Career Services
Jewish Community Services

Although email has enjoyed increasing popularity over the past fifteen years, few rules have been publicized to the vast majority of users.  It’s taken a kind of a blind-leading-the-blind route.  For most office correspondence, email is quick, efficient and direct.  Yet, overuse of email as a replacement for verbal interactions can be perilous to an organization.

Here are some rules of thumb, summarizing best practices commonly recommended by most businesses.

1.    Formality vs. informality
Beginning an email thread with a short greeting such as “Hi Mike.  How are you doing?” is definitely polite and proper.  Once the communication trail has begun, formal greetings can be omitted.

2.    Response Time
All emails requesting a response should ideally be answered by the end of the next working day.  If you are unable to respond, a short note acknowledging receipt and a time frame for a response are in order.

3.    Subject Line
Using a descriptive subject line is very useful for many reasons.  First, emails without a subject line may get directed to spam.   Also, it helps the recipient know what the contents of the email will be.  Lastly, it makes retrieval of a specific email at a later date much easier.

• Take advantage of the Subject Line by using descriptive and relevant headings.

4.    Keep It Simple
Emails are best used to communicate technical, practical or logistical details.   They should ask or answer any of the following questions: Who, what, where, when, should, could, can, would, do/does and is.  For instance, an email thread may begin: “Who is responsible for this client?” or “Could you please pick up the report on the way to the meeting?”  Alternatively, emails may be statements: “The report you sent me was missing one section.”

• Emails should be brief and to the point.
• Insert line spaces between sentences or short paragraphs.
• Use email to set up a time to discuss any matter other than quick details.
• If more than a couple of emails are needed to address or resolve an issue, email is not the right tool.  Don’t clog someone’s inbox with multiple emails.  Have a direct face to face or phone conversation instead.  If you like, you can then send one final email that summarizes the issue, decisions made and actions agreed upon, and that also thanks the person.

5.    Keep it neutral or positive
Since email can be forwarded to virtually anyone, write messages as if they are available for public viewing.  Negative emails that fall into the wrong inbox may implicate you to the point of losing your trust, good standing or even your job.  Lacking tone, negative remarks often sound much worse to the recipient than the sender intended.

• Include ONLY positive or neutral statements about people, things or ideas.
• Completely avoid negative, critical or sarcastic messages.
• Edit your email until all traces of negativity are removed.  If you can’t, save it in draft form and revisit it at a later time.

6.    Touchy Subjects
If you are looking for a way to avoid a sensitive conversation such as “Can I have a raise/bonus?” or “I really wanted the promotion you gave to a colleague,” email is not the place.  Although much easier to say from the comfort of your computer, these kinds of messages are better said more directly.

• Arrange a time to talk verbally about any sensitive matter.

7.    Cc, Bcc and Reply All
Seemingly innocuous, these buttons may appear to create efficiencies in spreading information, yet they can be hazardous as well.  Ask yourself, if you would be the recipient of this email, would you want others to see it? If yes, who?

• Use Reply All sparingly.  Consider who really needs to see your response, and use Reply All only if you really need your message to be seen by each person who received the original message.  Never use Reply All if you have been the Bcc recipient of an email.
• Only Cc the person/s for whom that email has relevance.
• Bcc is useful when sending mass information to a group of confidential recipients, such as clients or patients.
• For regular interoffice correspondence, let the recipient know who has seen the contents of the email by using the Cc option.
• A Cc does not mean you should reply.  A response is not required or expected when you receive a Cc of a business email.  You are simply receiving a copy as an FYI or a courtesy.  The person who is expected to reply is the one addressed in To:.

8.    Send emails with content 
Avoid sending messages that say only “Thank you” or “OK.”  Co-workers understand that you appreciate their work, but if you still want to thank them, include more content, or say thanks in advance when you email a request.

In this day and age, almost everyone has made minor or major email blunders.  With these pointers, some mistakes can be avoided. Email is a powerful form of office communication.  It is a useful tool.  Use it wisely.

Read more email tips>>

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