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Hereditary cancers aren’t just a women’s problem. Jewish men need to take precautions too.
Bill Harris, a veteran Los Angeles photojournalist, didn’t think much of it when one morning in 2012 he woke up and found a tiny blood spot on the T-shirt he’d slept in. The next morning, he found blood in the same place on his chest — and went straight to his computer.
“Online, I could find only three things that would cause a man’s nipple to discharge blood: being an avid runner, which I wasn’t; having a subtropical fungus, which I didn’t; and breast cancer,” he said. “That was a pretty big shock.”
Harris, then just a few weeks shy of his 61st birthday, immediately called his doctor, who ordered a mammogram and ultrasound. They confirmed a cancerous growth in his right breast. Ten days later, a biopsy came back positive. The next month Harris got a right mastectomy, followed by the removal of his left breast half a year later.
“I walked into a woman’s imaging center and had to get into a pink paper robe,” he recalled. “All the women in the waiting room were staring at me.”
Like many other Ashkenazi men, Harris never had considered that he might have been born with a harmful mutation of the BRCA gene, which elevates the risk not only of breast cancer, but also of melanoma and prostate, ovarian and pancreatic cancer.
“Hundreds of other mutations in the BRCA gene are just as dangerous, but they’re not specific to Ashkenazim,” said Dr. Robert Sidlow, director of the Male BRCA Genetic Risk Program at New York’s Memorial Sloan Kettering Cancer Center. About 1 in 40 Ashkenazi Jews (those of Eastern European descent) carries the harmful mutation, compared to about 1 in 400 in the general population.
“The vast majority of patients I see are relatives of women who have breast or ovarian cancer and then get tested,” he said. Of BRCA mutation carriers, Sidlow added, “Most men are pretty happy to enroll in some kind of surveillance program once they get over the initial shock.”
Sidlow is on the Men’s Leadership Council at Sharsheret, the national Jewish nonprofit organization that educates the community about cancer risks and supports those with breast cancer and ovarian cancer.
Elana Silber, CEO of Sharsheret (Hebrew for “chain”), says it’s crucial that men with a family history of cancer undergo genetic counseling screening for BRCA and other hereditary cancer mutations.
Genetic testing is possible via a standard blood or saliva sample.
While Sharsheret is primarily considered a women’s organization, it has been using November — nicknamed Movember for its focus on men’s health — for an awareness campaign focused on Jewish men’s cancer risks.
“This is not only a women’s issue,” Silber said. “Family history is so important. When a man shares his family history with his doctor, he may not realize that he should mention that his mother had breast cancer or that his sister had ovarian cancer, as these are not generally ‘men’s diseases.’ They are not aware that these cancers could mean that they themselves are at increased risk for cancer and that they can pass on these mutations to the next generation – their daughters and their sons.”
If someone discovers he (or she) is a carrier of one of the genetic mutations with elevated cancer risks — not just BRCA but also such mutations as ATM, TP53, CHEK2, and PALB2 — there are various precautions they can take for themselves and their children. They can monitor their own health more closely, they can get encourage their children to test to see if they are carriers and, for any future children, take steps to prevent the mutated genes from being passed down.
For example, couples can conceive via in vitro fertilization, or IVF, and then test the embryos before implantation to ensure that only those unaffected by the genetic mutation are implanted.
While most women are aware of the risks of breast cancer, men generally are not — even though the disease strikes 2,500 men in the U.S. every year and kills about 500 of them, according to Sidlow. About 1-2% of men with the BRCA1 mutation and 6-7% of men with the BRCA2 mutation will develop cancer by age 80.
“This is why we recommend periodic mammograms starting at about age 50 for men who carry a BRCA2 mutation,” Sidlow said. “We like to educate these men on how to check their chests once a month and have a clinician do a breast checkup on them once a year.”
Since the BRCA1 and BRCA2 mutations also make prostate cancer more likely, men with either mutation should get PSA (prostate-specific antigen) levels in their blood tested annually beginning at age 40, rather than 50, the age at which screening generally begins, Sidlow said.
Sharsheret has been promoting the importance of learning one’s family history, genetic counseling and screening among both men and women. The 20-year-old organization also runs various peer support networks, offers financial assistance to cancer patients, provides mental health counseling and guidance to patients, caregivers, and their friends, and seeks to educate the broader Jewish community about cancer risks and support.
Peggy Cottrell, a certified genetic counselor at Sharsheret, said men in general are more reluctant to get regular checkups than women.
Ashkenazi Jewish men are at elevated risk not just of breast and prostate cancer but also of pancreatic cancer. Pancreatic cancer is particularly difficult because it’s tough to detect early enough and hard to treat. The five-year survival rate is only 11%. About 2% of BRCA1 carriers and 4% of BRCA2 carriers will develop pancreatic cancer, Sidlow estimated.
“Usually by the time pancreas cancer is clinically detected it has already spread microscopically to the liver,” Sidlow said. “But pancreas cancer is potentially curable if caught when the tumor is extremely small.”
Even among those with elevated risks, certain behaviors can improve one’s odds, such as avoiding obesity, smoking and excessive alcohol consumption.
Harris, the California photojournalist, is still fighting at age 71. While he overcame breast cancer 10 years ago, last year he was diagnosed with ampullary cancer, a rare disease related to his BRCA2 status that was discovered thanks to his participation in a UCLA study. Surgeons have removed his gall bladder, half his pancreas and part of his small intestine, and he has had to endure eight rounds of chemotherapy.
“I’m still working through the aftereffects of the chemo. I have to eat smaller quantities than before and take enzymes to supplement my digestive processes,” Harris said.
Meanwhile, his 37-year-old son discovered that he, too, carries the BRCA2 mutation, and he had a double prophylactic mastectomy and reconstruction at age 30 — just to be on the safe side.
“If there’s any history of breast, ovarian or prostate cancer in your family, get tested genetically so that you’re informed,” Harris advised. “Diagnoses happen way too late for men, and the danger is too big.”
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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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