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For Ethiopian Israeli Pnina Agenyahu, celebrating diversity is about speaking up and representing
As director of Partnership2Gether of the Jewish Agency for Israel, it’s Pnina Agenyahu’s job to bring together disparate Jewish communities from around the world and celebrate their diversity. It’s a role for which Agenyahu has spent a lifetime preparing — ever since she made aliyah at the age of 3 on the back of her mother, who had walked for two weeks from Ethiopia. Agenyahu was among the early wave of Ethiopian immigrants to Israel back in 1984 and, from a young age, found that she had a gift for being a leader and spokesperson for her community.
In this interview, she discusses the challenges and promises that come with a diverse Israel and wider Jewish community.
Tell us about your childhood and how you adjusted to life in Israel.
I grew up in Israel, but I was born in Ethiopia. And I came in Operation Moses when I was 3 years old. My experience is a bit different from the current aliyah because in our aliyah, in the ’80s, we were quite new to society as a Jewish group. It was the first time that black Jews had arrived in Israel. I was the first Ethiopian—the only one—in my elementary school. I grew up in Haifa, and then I moved to Jerusalem for high school. In Israel, as an Orthodox girl, you don’t go into the army; you go to national service. But I really, really wanted to wear a uniform and wanted the army experience as well. They asked me to move to Rehovot because there was a neighborhood that was 95 percent Ethiopian Jews, and they needed a role model. I accepted the challenge because it really kind of blew my bubble to see the entire community living in a ghetto. It was miserable. Parents didn’t know how to communicate with their kids and couldn’t figure out how to integrate into society. And it really broke my heart. So, I was really into that challenge. That experience defined where I am today.
Because you were the first Ethiopian Jew in many situations in your life, did you feel that you were representing something more than just yourself?
Sometimes it feels like a burden. I’m not saying that I’m famous, but the minute that you become present in some places, you are automatically the representative of the community—especially with our skin color. So, I always felt responsible to not shame my own community and be proud of representing who we are. But at the end of the day, I also feel like it’s kind of a secret mission that I have in my life—to educate about us and challenge us to be more diverse. You will not find so many Ethiopian people, unfortunately, in senior positions in the government.
In 2019 you wrote a piece in Haaretz about police violence against the Ethiopian community. Have things improved since then?
I think it’s improved a lot. First of all, they’re hiring more and more Ethiopian people to serve in the police department, which is important. But I think it’s also about awareness. Before, it was our community’s issue. We knew about the data. We knew that there were around 10 or 11 teens that, unfortunately, had been shot by policemen in Israel. But the majority of Israeli society, I don’t think, had ever been exposed to police profiling or understood what it means. Today, people are more aware, more sensitive about it, and there’s more tolerance.
Do you feel like there’s a juggling act you need to perform when you point out what’s wrong in Israeli society because Israel’s enemies are always quick to pounce on imperfections?
I got that question a lot when I was in Washington. People reached out with questions like, “How can you be a pro-Israel because of what your government is doing to you people?” First of all, we put in a lot of effort as individuals to come to Israel. My mother walked 400 kilometers to come to Israel. Not everything is perfect. I mean, there are so many things that I would love my government to change, especially in education to learn more about diversity. If you ask random Ethiopians on the street here, they’ll tell you they feel solidarity with a black person that’s been profiled by the police in the States because we, as a minority of the same color, can feel the same thing. But you can’t judge using the same perspective, the same history. In the States, it was driven by slavery. In Israel, we’re here by choice. We are here because we are a part of the Jewish people.
You’re very strong and positive in your own identity. But in the United States, college kids are under pressure to denounce Israel or minimize their Jewishness. What advice would you give to college kids?
Oh, wow, good question. The moments that really excite me are when I think that every Jew can feel part of the Jewish people. And I think we are much more diverse today than ever and able to embrace this diversity. I mean, one of the things that I’m running today in the Jewish Agency is a global partnership for Jews of different ethnic backgrounds. And it’s fascinating to see individuals that come in from different countries — from Nigeria, South Africa, New York, India, Canada, U.K., and they’re all not Ashkenazi. And I think that’s what makes me proud, when you see how colorful we are and that each of us can bring his own voice to the table.
What do you plan to speak about at the Z3 conference?
We’re going to speak about the different voices in Israeli society and how these voices create more diversity and visibility for the people around us. The Torah doesn’t say, “hear the voices,” it says, “and all the people see the voices.” So, it’s a lot about visibility of the voices that we create and making that more familiar to all of us.
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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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