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In fighting antisemitism, Jews can be our own worst enemies. We shouldn’t be.
(JTA) — Unless you have been living under a rock for the past few weeks, and even if you’re not Jewish, you can’t miss the fact that antisemitism is back in the news again: Kanye West, Kyrie Irving, Nick Fuentes; extremists returning in droves to Twitter; President Donald Trump kowtowing to antisemites over dinner at Mar-A-Lago; “Saturday Night Live” opening with a monologue trafficking in antisemitic tropes; members of the Black Hebrew Israelites intimidating Jewish fans coming to Barclays Center, and an endless feedback loop of antisemitism coursing across social media.
Coming at a time when antisemitic incidents already had reached the highest point in recent memory, this is the kind of mainstreaming of antisemitism that we haven’t seen since the 1930s.
If there’s one thing I’ve learned as CEO of the Anti-Defamation League, it is that when it comes to the Jewish people, hatred doesn’t discriminate. When Kanye says Jews control the music industry, he’s not talking about rich Jews or conservative Jews. He’s not singling those who may support Likud or those who back Meretz, two Israeli political parties. He’s not calling out Orthodox Jews versus Reform Jews. He’s talking about us all.
Same with the white supremacists who are circulating Great Replacement conspiracy theories about Jews conspiring to bring more people of color and immigrants into America to “replace” white people. They don’t care if you are a die-hard MAGA voter or a card-carrying member of Democratic Socialists of America. It doesn’t matter: If you’re Jewish, you are in their crosshairs.
Another unfortunate example is the Mapping Project, an insidious campaign that ostensibly accused pro-Israel Jews of conspiring together in Boston. However, it didn’t target only Zionist organizations. They targeted all Jewish organizations, from a nonprofit helping the disabled to a Jewish high school.
And yet, while our enemies see us as one, the Jewish community too often seems riven by discord and infighting.
We are divided around religious practices and beliefs. We are deeply riven by politics. We do not see eye to eye when it comes to the State of Israel, and at times we can’t even agree on the definition of antisemitism itself. At times, absurdly, some Jewish leaders seek to tear down other Jewish leaders even as it tears apart the community, as Steven Windmuller, a retired professor at Hebrew Union College in Los Angeles, recently documented.
I point this out not to diminish the value of debate and dissent — these are fundamental to our tradition. But we need to be mindful of when debate descends into division.
Indeed, when viewed by those on the outside, these internecine divisions within our community can lead to misunderstandings and confusion. Why can’t Jews agree on anything? At best, hostility makes us look petty, mean and foolish. At worst, it allows antisemites to see within us whatever it is that they hate the most.
Usually in the aftermath of antisemitic attacks such as we saw after the Tree of Life shooting or the hostage situation in Colleyville, Texas, Jews from across the political spectrum set aside our differences and come together in a show of unity. We lock arms, proclaim we are one, call on our policymakers to do more, put up our defensive shields and hope for the best.
But at a time when a celebrity with a cult-like following, Kanye West, or Ye as he now calls himself, is using his platform of 38 million-plus social media followers to spread hateful tropes about Jews — the kinds of unhinged and hateful canards, such as Jewish control and power, that have led to antisemitic attacks throughout history — I would argue that the locking-arms response, while effective in the moment, does not have the staying power that we could achieve if we had a more unified and close-knit Jewish community.
What does have staying power? In this uniquely fragile moment, we must choose to embrace our differences, or at least accept them and lean into Ahavat Yisrael, the love for our fellow Jews. We ferociously can disagree internally while standing completely united to external hate.
We are our brother’s keeper, and any Jew suffering from antisemitism is ultimately our responsibility. We must come together, despite our differences, and fight those who hate our people.
How can Jews stand together against antisemitism while respecting our ideological divides?
First, this isn’t a moment to try to win each other over. This is a moment to declare that every Jew matters and is worth protecting. We may disagree on many things, but we can appreciate that difference doesn’t have to equal division. We cannot allow the toxic partisanship that has seeped into so much of our society to poison our communal spaces. There are no “Tikkun Olam” Jews. There are no “Trump” Jews. There are only Jews, and we need to remember the dictum — you shall love your neighbor as yourself.
Second, we should recognize that self-defense starts with self-love and self-knowledge. Jewish literacy is essential to our long-term survival. Many like to remark how Rabbi Abraham Joshua Heschel prayed with his feet — but he did so in part because he wrapped tefillin with his hands. This is not to say that we all need to observe our faith in the same manner. There are plenty of Jewish people who opt out of ritual entirely, and yet their connection to our peoplehood is as strong and as valid as those who daven, or pray, every day. But shared values that emanate from Torah still bind us as a people — we need to redouble, not just our efforts to pass on these values to our children in ways that relate to the next generation, but we also must relearn these values ourselves.
Third, we must never allow our ideological blinders to gloss over or ignore antisemitism from those who are generally our political allies. We must be morally firm and call out antisemitism where we see it, and not just when it is convenient politically. We must be equally fierce in the political circles where we belong, where we ultimately have more influence and clout, as in simply calling out hatred by pointing to those on the other side.
During his lifetime, Rabbi Menachem Mendel Schneerson shared his wisdom about the fact that while every Jewish person is a unique individual, as a people we share a “basic commonality that joins us into a single collective entity.” The Lubavitcher Rebbe understood that this unity has sustained the Jewish people throughout history.
If we look to our ancestors, we can see examples of how holding together at times of strife has made our community stronger. It’s quite possible that we may be living in one of those difficult periods again. I hope we can meet the moment.
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The post In fighting antisemitism, Jews can be our own worst enemies. We shouldn’t be. appeared first on Jewish Telegraphic Agency.
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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.
The post Amid Iran tensions, Huckabee tells US embassy staff in Israel they should leave ‘TODAY’ if they wish appeared first on The Forward.