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How Arnold Horween, an unsung Jewish Harvard hero, changed American sports
(JTA) — Decades before Sandy Koufax sat out the first game of the 1965 World Series because it fell on Yom Kippur, and 18 years before Greenberg chased Babe Ruth’s single-season home run record in the late 1930s, a college athlete made some overlooked Jewish sports history.
Arnold Horween, a burly Chicagoan, became the first Jewish captain of the Harvard University football team in 1920 — an achievement that sent ripples through American culture.
Horween, who would later play and coach in the early years of what would become the NFL, was born to Jewish immigrants from Ukraine. He became a star player at Harvard, helping the Crimson go undefeated in both 1919 and 1920 after returning from serving in World War I. (His brother Ralph also played at Harvard and in the NFL, and they were the first and only Jewish brothers to play in the NFL until Geoff and Mitchell Schwartz.)
But it was Horween’s unanimous selection as the team’s captain, and more importantly, his appointment in 1926 as the team’s coach, that would prove unprecedented.
“In American Jewish culture, the only thing greater than being the captain of the Harvard Crimson, the only higher station in American culture might have been the president, or the coach of Harvard, which he eventually becomes,” said Zev Eleff, the president of Gratz College and a scholar of American Jewish history.
Eleff explores Horween’s story and its impact in his recent book, “Dyed in Crimson: Football, Faith, and Remaking Harvard’s America,” released earlier this year. He traces the history of Harvard athletics in the early 1900s, exploring how Horween, along with Harvard’s first athletic director, Bill Bingham, altered the landscape of America’s most prestigious college.
Horween’s ascendance came at a time when Harvard instituted quotas to limit the number of Jewish and other minority students it accepted — a practice the school would employ throughout the 1920s and 30s. His story also took place amid a political landscape that featured the rise of Father Charles Coughlin, the antisemitic “radio priest,” and the reemergence of the Ku Klux Klan.
As Eleff underscores in the book, Horween did not fit the model of a “Boston Brahmin,” the class of elite, Christian, aspirationally manly men whose supremacy was unquestioned at Harvard Yard. Horween broke that mold, instead instilling a team culture where a love of the sport was almost as important as winning — the Ted Lasso effect, if you will.
“Dyed in Crimson” also uses early 20th century Harvard as an allegory for the broader theme of how sports can change society.
“The theme of the book, something that’s uniquely American, is how the periphery can influence the mainstream,” said Eleff. “How people on the sidelines can really make an influence.”
Eleff spoke to the Jewish Telegraphic Agency about how Horween’s story fits into the pantheon of Jewish American sports legends and what it says about Jews’ ability to succeed in America.
This conversation has been edited for length and clarity.
Let’s dig into Horween’s story. I liked the idea of him as like an earlier version of Koufax or a Greenberg, but to be honest, I had never heard of him. Why do you think his story isn’t as well known as other Jewish athletes?
I think it has everything to do with the emergence of Major League Baseball. College football was America’s sport in the 1910s and 1920s. It was a big money sport, when there was very little money outside of the New York Yankees. And I think that Horween’s star started to sort of decline with Harvard football, but also the emergence of other sports.
The other reason is because the idea of the Jewish ballplayer loomed large. The New York Giants, for decades, tried to identify a Jewish superstar. They actually passed on Greenberg. There was a thought after Greenberg that there was Jewish DNA for baseball, and the signing of Koufax was directly linked to this notion. It was this eugenics-like link that you need a Jewish ballplayer. For the Giants, it was ticket sales. So the commotion about Greenberg and Koufax is more about Jewish identity. And baseball is, as a professional sport in New York, Queens, Brooklyn, the Bronx, different than college football, particularly in New England at this time. Frankly, Jews lived near the Polo Grounds, they didn’t live near Harvard Yard.
Arnold Horween shown in The Baltimore Sun on November 16, 1927. (Wikimedia Commons)
For Horween, obviously he’s not at the level of a Greenberg or Koufax talent-wise, but he also didn’t seem to care as much personally about his Jewish identity. You write in the book that there were some Jews who took issue with the fact that Horween was not practicing, but there were also many Jews who were simply proud he was Jewish. What do you think about that dynamic?
There becomes a sort of disconnect between lived religion and the perception and what they come to represent — the mantle that they wear almost towers above the practice. Horween eschewed the opportunity to claim the mantle of Jewish leadership, Jewish celebrity. But we do see in its moment that he is the topic of rabbinic sermons, that The American Hebrew and other Jewish press are reporting on him. They are elated. In American Jewish culture, the only thing greater than being the captain of the Harvard Crimson — it’s hard for people to realize, but in the moment when they were part of the big three [alongside Princeton and Yale] — the only higher station in American culture might have been the president, or the coach of Harvard, which he eventually becomes.
One of the parts of this book that I enjoyed learning about is the extent to which college football in the early 20th century was all about honor, masculinity, gentlemanliness. And at the time, that kind of stands in contrast to how Jews were viewed — that Jews were not masculine, Jews couldn’t fit into that mold of the “Harvard man.”
Being on the sports team, that was probably far beyond Jewish expectations. Not to say that Jews could not be athletic, but very often the varsity players weren’t picked for their talent but rather their surnames. What the sea change at Harvard is, [within] gentlemanly culture — in which “gentlemanly” is a Protestant, Christian masculinity — Horween is not Protestant. What allows him a pathway into that elite group is that drive to win. And as a player, he’s good luck. He never loses. He becomes a signature player for victory who even wins the Rose Bowl.
But as a coach, he subverts that. What he and Bill Bingham do is their campaign isn’t necessarily for winning, it’s for having fun, it’s for enjoying the game.
In the 1910s and 20s, college football was the peak of American sports, but that’s certainly not the case anymore. What do you think would be the modern comparison for someone like Horween?
Is Becky Hammon with the Spurs, the first woman [to act as] head coach in basketball, something like that? Or the very important discussions about people of color as coaches in the NFL? Sports and education are, for some reason or another, where change is made in American life. Brown v. Board of Education in 1954 ends, at least officially, segregation. Title IV, what is basically American law for anti-discrimination based on sex, is based on women’s college sports. You have the breaking down of color barriers and Jackie Robinson, Muhammad Ali and Vietnam. You have the first [openly] gay athletes, you have questions of breaking the glass ceiling for women and Serena Williams.
It’s absolutely 100% true that sports doesn’t matter. Who wins the World Series is of no great consequence to most people’s lives. Although it’s interesting, if you drive up I-95 on a Sunday, you will see that the bumper stickers and the flags change. There is some sort of passion, obviously, about sport. But it’s absolutely true that for some reason or another in the 20th century and 21st century in American sport, really important social and cultural decisions, and political decisions, are made in American sport.
Zev Eleff, president of Gratz College and author of “Dyed in Crimson.” (Courtesy)
Another main topic in the book is that the goal for immigrants, especially Jews, was Americanization, assimilation — that to become part of the mainstream was the marker of success. But that seems to be the case for Jews in a very different sense than it is for Catholics and for Blacks.
The major contribution of this book to American Jewish history beyond telling this story is to complicate notions of Americanization. Jews and Catholics in particular view Americanization very, very differently. The Catholic experience is to create parallel systems. If you’re a good Catholic boy with immense football talent, play for Notre Dame, play for Boston College. Don’t play for the Protestant mainstream. Cream them on the football field. Create parallel systems.
The Jewish experience is not so. Outside of Orthodox day schools in the early 20th century, it was anathema, it was considered almost heretical, for American Jews to [go] to private schools. To the contrary, the so-called golden citadels of the public schools — that is the agent of Americanization. Jews don’t establish their own educational systems. They somehow Americanize and acculturate into the mainstream. We don’t compete with Harvard, we get into Harvard.
Thinking about the antisemitism of that time — the quotas, Father Coughlin, all of that — how do you think that compares to what we’re seeing today?
Historians disagree about the 1920s. Was it a time of great prominence of American Jews? There was affluence in the roaring ’20s. There were institutions that were created, there was creativity, from the Orthodox and Mordecai Kaplan certainly, across the board, the Jewish Theological Seminary. American Judaism was at a certain high point in the 1920s. At the same time, there were quotas, and there was rising antisemitism. I think today we also have to deal with the tension of, on the one hand, there are great opportunities for Jews in the United States; at the same time, there is antisemitism. And so from the 1920s to the 2020s, 100 years later, you see a model for how to grapple with those tensions.
What do you hope, more than anything else, someone takes away or learns from your book?
It’s a book that begins like a punch line: a working class Protestant, a Catholic and a Jew walk into a football field. But it ends with something I think a lot more pronounced, which is, it’s a story about change. As a historian, I study change, particularly in American Judaism, broadly in American religion and Jewish Studies. Change is the best asset that a historian has to study. I wasn’t interested in just finding another Sandy Koufax story, replicating that story. This is a story that isn’t just about a Jew who happened for his moment to become quite successful and quite famous, or a Catholic or a former mill hand turned first athletic director in college history. It’s really about how people on the periphery influence the mainstream.
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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.
The post JD Vance praises Tucker Carlson-Mike Huckabee interview as ‘a really good conversation’ appeared first on The Forward.
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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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