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A 1990s Israeli play is the feminist production NY needs right now
(New York Jewish Week) — When Anat Gov’s play “HaChaverot Hachi Tovot” (“Best Friends”) premiered in 1999, it was an anomaly among Israeli works of theater. In fact, Gov wrote it with anomalous intentions: In an interview before it opened, she called the piece a form of “compensation for the fact that there are no good roles for women.”
To remedy this, Gov wrote a play with no male roles — a 100-minute romp down memory lane which calls into question the very nature of friendship and whether or not the love between BFFs can stand the test of time.
At the time, the play was a smash, winning the Israel National Theater Award for best comedy of the year, and playing over 700 times during its initial run at the acclaimed Cameri Theatre in Tel Aviv. “Best Friends” was then rewritten as a TV miniseries for HOT, a popular Israeli TV network, and re-staged in 2013, after Gov’s death the previous year.
Today, the play is enjoying a new imagining here in New York: Through April 2, it’s being performed at the Rattlestick Theater in Manhattan, in alternating performances in both Hebrew and English, by the team at the Israeli Artists Project, a non-profit that presents Israeli theater, music and art in the greater New York area.
“Best Friends” is ostensibly about friendship but touches on broad themes of jealousy, fertility struggles, betrayal and much more. And yet, intentionally or not, its deep dive into the force and fury of the female experience comes at a time when the cause of women’s rights is seeing setbacks in Israel and the United States.
“There are so many facets to our work,” says Yoni Venridger, founder and producing artistic director of IAP. “But to put it simply, we want to be a home where people of any affiliation can come together, enjoy our common culture, and put politics aside. In a way, everything we do is inherently political. We are, after all, representing a country. That said, we’re interested in doing Israeli things, being Israeli people, without automatically politicizing our events.”
The play, which is both hilarious and heartbreaking, centers on three women — Leli, Sophie and Tirtza — who are at a breaking point in their lifelong friendship. In the opening scene, Leli calls her two ex-besties to gather; it’s a matter of life or death, she says, refusing to say which one it is. Despite an extended period of silence between the three and heightened tensions between Sophie and Tirtza, in particular, they come together, and begin to unpack every single piece of emotional baggage they have.
As is the case in actual lifelong friendships, there’s a lot to unpack here: high school crushes, first loves, heartbreak, professional successes and woes, births, marriages — no stone is left unturned. Shouting ensues, and laughter, and some awkward silences.
“We need more plays that give central roles to women,” said Vendriger. “It’s not necessarily about writing plays without any male roles, either. What’s critical is writing more lead roles for women, more well-rounded, rich roles for women.”
“Best Friends” is an extreme version of this, of course, by omitting all men from the cast, and it easily passes the Bechdel Test — that is to say, it includes at least two named female characters who discuss something other than a man — with flying colors. Leli, Sophie and Tirtza certainly talk about men, love and heartbreak, but the primary focus is on how they’ve let themselves, and each other, down.
One of the most effective choices Gov made was to have the drama play out in two decades simultaneously. There are two casts: a young version of the women, in the 1960s, and a middle-aged version, in the 1990s. Beyond the illustrative power of showing friendship instead of telling about it, Gov creates a fascinating dynamic between the two sets of women. At times, the two casts interact, holding one another, reminding one another of their various strengths and shortcomings. Who among us hasn’t wished to warn or encourage our younger selves, or that our younger selves could remind us of who we once were?
This revisited version of Gov’s classic was slated to run in New York in May 2020 — but the pandemic, of course, made that impossible. Instead, it arrives in time for Women’s History Month 2023. “The timing kind of just worked out for us,” explained Vendriger.
From left, Maia Karo, Adi Kozlovsky and Karin Hershkovitz Kochavi play a trio of BFFs in “Best Friends.” (Courtesy)
In Israel, a right-wing government is under siege by rivers of enraged citizens — primarily because of Prime Minister Benjamin Netanyahu’s proposed judicial overhaul, now on pause. But there is pushback among liberal Israelis for other reasons as well. Recently, Betzalel Smotrich, a far-right member of Knesset and the current minister of finance, made sure that Israel would not sign the UN’s International Violence Against Women Act. Prior to this, Smotrich had called himself a “proud homophobe;” he organized a “bestiality parade” as a counter-parade to the Jerusalem Pride march in 2006.
In the United States, women’s rights are also threatened — including by the dismantling of Roe v. Wade, ensuring their right to an abortion.
Against this backdrop, the 1990s of “Best Friends” look downright progressive. To Vendriger, however, this play is about the timeless nature of friendship.
“Gov managed to write in a way that makes her work continuously relevant, regardless of the passage of time,” he said. “It’s the humanity of it. There are connections, power struggles, interpersonal attractions — that stuff will never change. Despite the fact that it’s originally from the ’90s, the meditation on the power and fragility of friendship, on the fact that we need to maintain and work on friendships, it all feels immediate and very appropriate for the present day.”
In fact, the IAP team made no changes to the original text.
The play works today, in 2023, because it leans on universal, wide-reaching themes. At the same time, there is a palpable Israeliness to the whole thing, whether it’s the prickly slang or the fact that one character, whose son is serving in the first Lebanon War, is jealous that her friend’s son has asthma, and therefore gets to stay home.
“‘Best Friends’ integrates the complexity of humanity, friendship and Israeli society, and brings them into the realm of humor,” said director Hamutal Posklinsky-Shehory. “It’s funny, but it’s also dramatic and very witty. [In this iteration] the whole staff is female. All the actresses are — six onstage and two understudies — plus the assistant director, play manager, lighting designer, and costume designer. I feel this is very appropriate for the age that we’re living in and really underlines the space we need to give for female identifying artists.”
When Posklinsky-Shehory isn’t directing, she’s a drama therapist at NYC Peace of Mind, a group psychotherapy practice that brings together drama therapists to support and enrich one another’s creative treatment approaches. Her work, she said, informed her directorial choices. “The relationships presented between the three friends are not the healthiest ones,” she said, “and we went through a process, truly trying to figure out and understand the motivations and [emotional landscapes] of the characters.”
To this end, the cast used therapeutic techniques alongside theatrical practices in order to deepen their connections and understanding. “We incorporated some writing activities, with the actors writing to their characters. Another time, we sought connections and differences between our actors and the characters that they play, as a group. In this way, we developed trust and deepened our bond with one another,” she said.
This is, in a sense, the bottom line of the play: the bonds that tie, and how they can unravel under the strains of a lifetime. “As humans, we’re complex,” said Posklinsky-Shehory. “Even in a play that’s all fantastic and sweet and nostalgic, there’s still the complexity and darkness [of life]. I’d like people to leave with an understanding that what we feel is perfect and complex, and that’s OK. We need to accept those parts of ourselves and our society.”
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Investing in Early Career Nonprofit Professionals Strengthens the Entire Jewish Community
Demonstrators at pro-Israel rally in Hamburg, Germany. Photo: Screenshot
The Jewish community and the nonprofit organizations that sustain it are facing major challenges today, including rising antisemitism and deep polarization around Israel. These are exacerbating already high rates of burnout and turnover among those who work at Jewish nonprofits, especially early-career professionals.
According to a 2025 Leading Edge report on the “state of Jewish nonprofit talent,” only half of employees under age 30 expect to remain at their organization two years from now. This poses a serious threat to the sector’s talent pipeline and raises an urgent question: How can Jewish organizations, foundational for communities and Jewish life, keep early-career professionals passionate and engaged for the long-run?
Research from M²: The Institute for Experiential Jewish Education’s recent Hope Study highlights two factors linked to sustained engagement among Jewish communal professionals: work energy, defined as feeling energized by one’s work, and Jewish belonging, a meaningful connection to the Jewish people and community. Professionals who experience both are more likely to remain in the field over time. For organizations focused on retention, cultivating these conditions early in a professional’s career should be a strategic priority.
Professional development (PD) has long been one of the primary tools that organizations use to build a sense of belonging and purpose among staff. However, traditional models often reserve this type of investment for mid-career or senior staff who have already demonstrated staying power. If a substantial portion of young professionals leave Jewish nonprofits within their first two years, waiting until mid-career to invest does not make sense.
Instead, we advocate for Jewish nonprofits to invest in early-career PD, starting from the onboarding process. Alongside tangible skill-building, PD should also draw on Jewish values and learning to help professionals think through the real responsibilities and tensions of communal work. When colleagues explore these questions together, they deepen their connection to the mission and build peer relationships that support them in their roles.
Over time, we believe that PD rooted in both tangible skill-building and Jewish purpose will create internal leadership pipelines for people who are actually invested in the community’s future. It strengthens organizational continuity, reduces turnover costs, and ultimately benefits the Jewish communities these institutions exist to serve. To realize these gains, however, organizations must approach early-career development intentionally.
Professional Development Begins With Onboarding
Professional development should begin on day one. Organizations have an opportunity to equip new employees during their first year with foundational skills in navigating the workplace, teamwork, and sector knowledge. This includes engagement with Jewish texts and ideas that offer language for working through tensions that arise in daily workplace dynamics as well as in broader communal conversations, including Israel and antisemitism. Understanding the language, history, and structure of the field strengthens an employee’s connection to mission and purpose, and helps them succeed, all fostering retention.
This is particularly important in a workforce where 38 percent of employees are not Jewish. Thoughtful onboarding helps ensure that talented professionals are not left to navigate cultural norms or communal rhythms on their own and increase belonging. New early career PD programs, including M²’s Aleh Summit and Leading Edge’s Onboarding Intensive, are responding to these needs by integrating Jewish learning into PD and making what is often implicit, explicit.
Articulate a Clear Growth Trajectory
Early-career professionals benefit from clear direction from upper management. Organizations should encourage supervisors to outline a six-to-twelve-month growth arc and identify the skills, responsibilities, and capacities the employee is expected to develop and ultimately own in that time. This may include naming particular leadership competencies or framing stretch assignments as deliberate developmental steps. Professional growth in Jewish nonprofits should also focus on ways to explore and deepen employees’ understanding of the Jewish values and organizational norms that drive the organization. This strengthens long-term commitment to service and can contribute to motivation at work.
Setting measurable goals also helps with retention. Research shows that employees who feel they are making progress, engaging in challenging work, and understand how their role contributes to organizational goals are significantly more likely to intend to stay.
Build an Implementation Plan
Professional development programs often focus on introducing new ideas and skills. However, without structured follow-through, what participants learn rarely makes it into their day-to-day work. Organizations can change that by encouraging supervisors to work with returning program participants to identify two or three concrete practices to integrate into their daily routine. A well-executed plan should anticipate obstacles and clarify what support will be needed to sustain and deepen the new practices.
This kind of intentional follow-through can be a game changer in the “engagement crater,” a period, often two to five years into a role, when initial enthusiasm can decline before stabilizing. Without continued growth and reinforcement, early-career professionals may experience that dip more acutely. But attention to growth and progress by both the employees and their managers can help avoid this decline.
For the employee, this practice strengthens competence and confidence. For the organization, it reduces the likelihood that initial enthusiasm dissipates.
Show Genuine Interest in Employee Growth
Managing early-career professionals requires ongoing communication. When organizations encourage supervisors to invest in these conversations, they can learn what motivates an employee and how to help them individually succeed. At the same time, a strong supervisor will affirm specific strengths they have observed, both before and after a professional development experience, and help the employee see their growth as part of a cohesive trajectory.
Opening a conversation about what early career professionals need, how they work best, and what support would enable them to thrive responds to patterns increasingly seen among Gen Z employees. They want clarity, feedback, and meaningful partnership at work. When managers co-create the work environment in this way, employees are more likely to feel heard and valued. These are the conditions that build and strengthen long-term retention.
A Long-Term Investment in Jewish Communal Leadership
In a sector where people are the primary asset, cultivating emerging professionals must become a strategic priority. Many early-career employees initially demonstrate strong alignment with mission and purpose. The question is whether organizations will maintain that alignment over time.
Sustaining professional commitment requires consistent attention. Early-career development should include an arc with multiple touchpoints, beginning with structured onboarding and continuing through the next several years as responsibilities deepen. The foundation built in the first months supports later growth.
In summary, when Jewish nonprofits invest early and consistently in their staff, professionals are equipped to develop confidence and deepen their understanding of the community they serve. Over time, this will foster pride in working on behalf of the Jewish community and encourage long term commitment to the field.
Kiva Rabinsky is the Deputy CEO and Chief Program Officer at M²: The Institute for Experiential Jewish Education. He holds an MPA in Nonprofit Management and an undergraduate degree in Education and Archeology.
Dana Childress is a Vice President, Program at Leading Edge. She focuses on programming designed to strengthen workplaces so all employees can thrive. She is based in Washington, DC.
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JD Vance praises Tucker Carlson-Mike Huckabee interview as ‘a really good conversation’
(JTA) — Vice President JD Vance has weighed in on the Tucker Carlson-Mike Huckabee interview that has ignited widespread antisemitism allegations as well as a diplomatic row with Arab states, calling it “a really good conversation that’s going to be necessary for the right.”
Vance made the comments to the Washington Post, which published them Friday morning. He said he had not seen the entire interview, which was more than two hours long, but had viewed “clips here and there.”
Vance is a longtime ally of Carlson, a leading far-right figure who has stirred a rift among conservatives by platforming antisemites, at times promoting antisemitic conspiracy theories himself and increasingly campaigning against Israel. (Carlson says he is not antisemitic.)
Vance’s refusal to criticize Carlson or seek to end the rift has increasingly alarmed Jewish conservatives. To the Washington Post, he reiterated what he said before when asked about Carlson and the antisemitism rift — that he believes the Republican Party should be an open marketplace of ideas.
He said he was pleased that the right has stoked “a real exchange of ideas,” even when it includes “the people that I find annoying on our side,” whom he did not specify. That exchange, he said, was also essential for electoral success.
“If you think of the Trump coalition in 2024 — and the way that I put it is, you had Joe Rogan, Mark Levin, Sean Hannity, Tucker Carlson and JD Vance and a coalition of people — but to do that, you have to be willing to tolerate debate and disagreement,” Vance said. “And I just think that it’s a good thing.”
Vance is seen as likely to run for president in 2028.
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Amid Iran tensions, Huckabee tells US embassy staff in Israel they should leave ‘TODAY’ if they wish
(JTA) — Ambassador to Israel Mike Huckabee has told U.S. government employees and their families that they may leave the country and should do so expediently, amid mounting signs of a possible U.S. attack on Iran.
Huckabee emailed embassy staff on Friday morning saying that if they want to leave, they should do so “TODAY,” according to a letter first reported by The New York Times. He noted that commercial flights could become scarce and urged them to accept passage to any country before returning to Washington, D.C.
“There is no need to panic, but for those desiring to leave, it’s important to make plans to depart sooner rather than later,” he wrote.
The letter comes a day after U.S.-Iran talks in Geneva ended without public breakthroughs. Iranian officials, as well as the Omani mediators, said additional conversations were planned for next week; the United States did not comment. Steve Witkoff and Jared Kusher, two Jewish advisors to President Donald Trump who successfully brokered a ceasefire in the Israel-Hamas war last year, are leading the U.S. delegation.
Trump has been threatening to attack Iran for weeks over its nuclear program and has built up U.S. military forces in the Middle East to levels not seen in decades. In recent days, Secretary of State Marco Rubio and Vice President JD Vance have both said military intervention could be needed while saying the president continued to prefer diplomacy.
Vance’s comments were particularly notable because he typically opposes U.S. intervention overseas. He told the Washington Post in comments published Friday morning that there was “no chance” that the United States would get involved in an extended Middle East campaign.
Iran has said it would consider Israel a valid target in the event of a U.S. attack. Last year, Iranian missiles killed more than two dozen people in Israel during a 12-day war initiated by Israeli strikes on Iran’s military program. Now, Israelis have been living in limbo for weeks while waiting to learn whether a new war, expected to be more destructive, will begin.
In the past, when expecting Iranian retaliation, the embassy has warned staff against leaving population centers in Israel. Now, the Department of State has updated its Jerusalem embassy website to reflect “the authorized departure of non-emergency U.S. government personnel and family members of U.S. government personnel to leave Israel,” setting a status that means flights will be paid for by the U.S. government.
While El Al, Israel’s national carrier, does not fly during Shabbat, other airlines typically do run some flights to and from Ben Gurion Airport on Friday nights and Saturdays. Many of those are budget European airlines that have only recently resumed flying to Israel after last year’s Iran war; some airlines, including KLM, have already suspended Israel flights in anticipation of another conflict.
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