Wild pitch: How an Israeli kibbutznik became a Cincinnati Reds pitching coach
KIBBUTZ GEZER, Israel (JTA) — Bill James, the influential baseball writer, historian and statistician, once described the great Yankee first baseman Don Mattingly in only four words: “100% ballplayer, 0% bulls—.”
Under manager David Bell, Leichman will help instruct the team’s pitchers — including Chase Anderson, Luis Cessa, Fernando Cruz, Alexis Díaz and Hunter Greene — on mechanics, pitch selection, preparation, concentration and execution.
His journey has been unlikely, verging on preposterous: How could someone from Israel, where baseball is barely an afterthought, step out of the wheat fields of a kibbutz to the highest level of baseball in the world?
The 33-year-old Leichman is the product of Kibbutz Gezer, the youngest child born to two idealists who grew up in Zionist youth groups and helped found this kibbutz in central Israel in the 1970s together with other Anglo — that is, English-speaking — Zionists.
But David, Alon’s father, couldn’t leave it all behind in Queens, New York. He was a baseball fan, a big baseball fan — “I always knew that if, God forbid, there’s a fire in my house, I know where my baseball glove is” — and one day, he and his fellow kibbutz residents had an idea: Why don’t we cut off a slice of the wheat crop and construct a regulation-sized field in the southwest corner of the kibbutz, where we can all go play when we get off work?
That was 1983, and there wasn’t a single baseball or softball field in all of Israel So David, who was in charge of construction on the kibbutz (Alon’s mother, Miri, is the kibbutz rabbi), built his field of dreams, just 450 yards from his front door and in the shadow of the 4,000-year-old archaeological site that gives Gezer its name.
And that’s where Alon Leichman grew up, first brought to the field by his father for the 1989 Maccabiah Games, five weeks after Alon was born on May 29.
“I never related to that field as the place my dad built,” Leichman said. “It was a field that was on the kibbutz. Growing up, everyone around me played — my older brother played, and all my friends, a little older than me, played.
David Leichman, left, stands behind the backstop at the baseball field he helped build at Kibbutz Gezer in Israel, where his son Alon, right, learned the game that has brought him to the major leagues. (Elli Wohlgelernter)
“I remember — I was 4, in gan [pre-kindergarten], and I would walk to the baseball field and practice. I vividly remember being in the gan and going to practice. But baseball on the kibbutz is just something that I grew into. Everyone did it; I was not special, just another kid who played. I happened to love it a lot.”
So he played and played and got better and better. By age 10, he was on the team representing Israel at a tournament in the Netherlands. But baseball in Israel back then was in its infancy, and there was not enough money to pay for the team to travel. So Leichman had to work extra hours to get the kibbutz to fly him over.
Not that he wasn’t used to working — like all kibbutz members, he was already contributing by third grade. But now he had to put in extra hours, picking olives or milking cows, to make the extra money.
“I liked milking cows,” he recalled. “Sometimes it’s hard work, but I got more of a kick out of it than hitting an olive tree” to shake loose the olives.
Leichman remembers well that tournament in Holland, the first time he wore the Israeli uniform representing his country abroad.
“It was really cool,” he recalled. “A sense of pride. That’s the first time I think I felt like: ‘You’re not just Alon, you’re not just representing the kibbutz anymore — you’re representing a whole country.’
“I knew back then that Israel was not on the best terms [with] the world. So it was something that I was aware of: that part of our job of playing baseball is also making sure that these guys get to know Israelis other than what they hear on the news and show them that, you know, we’re good people.”
The 5’-8” right-hander kept playing, kept improving and kept representing Israel at tournaments. He played in the one-season Israel Baseball League in 2007 as the second-youngest player, served in the Israeli army from 2007 to 2010, and then headed to the states to play college ball at two schools, Cypress College and the University of California, San Diego.
In his first appearance at Cypress, his elbow blew out, and he needed what’s known as “Tommy John surgery” to repair a torn ulnar ligament inside the elbow. Then he got hurt again and had a second Tommy John surgery. But when he got hurt a third time, and the doctor said he needed to go under the knife yet again, Leichman knew that his hopes for a professional playing career were over.
But not before proving to himself that he had what it takes.
“I know I was good in Israel. I knew that. But I had no idea how I would fare coming to the States. I thought I could fare [well] there, but I really never knew because I had never faced those types of hitters. And then, in my first game, I did really well for two and a third innings, four strikeouts. No one got on. It was 1-2-3, 1-2-3, and then I got the first guy out in the ninth. And on a one-two fastball, my elbow popped. So it was like, ‘Okay, I can do this here.’”
His love for the game never left him, and Leichman grew into an insightful and intuitive coach. His expertise and aptitude were self-evident.
Various jerseys from Alon Leichman’s baseball career are displayed on the wall of his family’s home at Kibbutz Gezer, Israel. (Elli Wohlgelernter)
“Alon will be a big-league coach one day,” pitcher and teammate Alex Katz said three years ago. “It’s hard to get a coaching job in affiliate ball without professional experience, let alone non-affiliated experience. But he’s just one of the most intelligent baseball minds I’ve ever been around. And he’s young.”
Leichman said his strength is “helping guys get better. Communicating with them. Being able to relate to them. Getting on their level. Simplifying it for them. And being creative and finding ways to throw more strikes.”
Despite the surgeries, Leichman could still pitch, if he did it sparingly. He joined Israel’s World Baseball Classic teams of 2012, 2016 and 2017 as a player or coach; pitched for the European Baseball Championship team in 2019; threw in the Olympic qualifying tournaments in 2019; and hurled one perfect inning against Team USA at the Olympics in 2021 in Tokyo. Along the way, he also earned a black belt in jujitsu.
But coaching was his future, and after being given a chance in 2017 to instruct in the Seattle Mariners farm system, Leichman kept moving up, from Single A to Double AA to Triple AAA, before being grabbed by the Reds to join their major league staff this season.
His father is overwhelmed. “It’s unbelievable,” David Leichman said. “I’m still shaking and crying to myself about how wonderful this has been. It’s really amazing.”
Alon is no less shell-shocked, having agreed to sign a contract with the Reds on the same day the New York Mets asked to interview him about a potential job.
“It’s not really sinking in yet, to be honest,” he said while in Israel recently to visit his family on Gezer. “But it’s definitely a dream come true, something I’ve been dreaming about since I’m a little kid. Obviously, I wanted to be there as a player, but once I got hurt and realized that playing was not an option anymore, I started pursuing coaching. I wanted to do it at the highest level. The dream remained; it just took a different route. But it’s still as exciting.”
Leichman is still undecided on whether to join Team Israel’s coaching staff in Florida for the WBC in March before heading back to Goodyear, Arizona, to rejoin the Reds in spring training. But this product of the wheat fields of Gezer won’t ever forget from where he’s come: His uniform numeral, 29, is a constant reminder. It’s his laundry tag number at the kibbutz.
A little‑remembered Gilded Age millionaire helped make milk safe for American kids through his ‘retail giving’
The 1844 edition of the widely used schoolbook written by William H. McGuffey, “Newly Revised Eclectic Fourth Reader,” includes a dialogue about the difference between “true and false philanthropy”:
Mr. Fantom: I despise a narrow field. O for the reign of universal benevolence! I want to make all mankind good and happy.
Mr. Goodman: Dear me! Sure, that must be a wholesale sort of a job: had you not better try your hand at a town or neighborhood first?
As the discussion continues, the lesson becomes clear. Mr. Fantom’s approach is too ambitious to accomplish much, while Mr. Goodman’s, if narrower in scope, was likely to be more useful in practice.
Nathan Straus made his mark in philanthropy after a successful career running the Macy’s department store. Library of Congress Image by
Many of Straus’ contemporary philanthropists were setting lofty goals for their giving. In oil magnate John D. Rockefeller’s case, it was promoting “the welfare of humanity throughout the world.” For steel tycoon Andrew Carnegie, it was “to promote the advancement and diffusion of knowledge and understanding.”
Straus pursued more mundane objectives that included championing milk pasteurization. Although his efforts are not as well known today as those of his more ambitious – and wealthier – counterparts, they accomplished a lot and showed that what might be called “retail giving” can have far-reaching effects.
Successful immigration story
The Straus family came to the United States from Germany in the 1850s during the first big wave of Jewish immigration. Lazarus Straus, Nathan’s father, followed a familiar path for Jewish immigrants at the time, beginning as a peddler and eventually establishing his own store in the small town of Talbotton, Georgia, where the members of his family were the only Jews.
He prospered, became a respected citizen and saw that his children received good educations, including in their religion.
Then the Civil War upended the family’s life, first by reviving antisemitic prejudices and then, eventually, by destroying the family’s business.
Starting anew in New York City, Lazarus and his older sons, Isidor and Nathan, began to sell imported china, glassware and other crockery to retailers in the Northeast and South. One was Rowland H. Macy, who had founded an eponymous store that was on the cutting edge of what Fisher calls a “retailing revolution.”
Macy’s innovations included stocking large inventories of many kinds of merchandise, competitive pricing, extensive advertising and providing a variety of services like public restrooms and a cafeteria to make shoppers’ experiences more pleasurable.
Aided by the rapid urban and economic growth of the late 19th century, the model flourished. Department stores displaced smaller, specialty shops. Other retail powerhouses, such as Bloomingdale’s and Lord & Taylor, soon competed with Macy’s.
The Straus family sold their wares at Macy’s. After Rowland H. Macy died, the Straus family became partners with its new owners. By 1896, the Strauses owned the store outright. And Macy’s was expanding: It bought another department store in Brooklyn and created a flagship building on Manhattan’s Herald Square, which Macy’s still occupies.
The landmark Macy’s department store in New York’s Herald Square opened in 1902 while Nathan and Isidor Straus ran the retailer. Library of Congress Image by
His philanthropy journey begins
While Isidor Straus oversaw the store’s internal operations, Nathan focused on the company’s external activities, such as purchasing, marketing and dealing with government and business leaders.
A third brother, Oscar, pursued a career as a politician and diplomat, eventually becoming secretary of commerce and labor under President Theodore Roosevelt and the first Jewish member of a presidential cabinet. Perhaps inevitably, this led to a series of public appointments for Nathan Straus.
However, as they became wealthier, Nathan and his wife, Lina, increasingly devoted their attention to a series of philanthropic projects.
In 1893, the U.S. entered a four-year economic depression, its worst until the 1930s. As unemployment in New York City rose, Nathan Straus used his merchandising skills to address the needs of the jobless and poor.
He created a number of “depots” near tenements and boarding houses that sold coal, food and fuel at discount prices. Fisher, Straus’ biographer, rightly calls these early examples of what is now known as “social entrepreneurship”: the application of business principles to solving social problems.
Making milk less deadly
As these efforts were getting away, Straus also launched what would become his major preoccupation: promoting pasteurized milk.
In New York City in the early 1890s, Fisher writes, “the annual mortality rate among children under five was about 15 percent,” or 18,000 infants and toddlers per year. A main cause was consuming raw milk, which, unless certified by inspectors, was likely not only to contain a variety of pathogens, such as tuberculosis bacteria, but spoil easily going from farm to table.
Although scientists had long known that heating could make milk safer, doctors and public health officials worried that sterilizing milk might also destroy its valuable nutrients.
Straus, who had lost one of his own children to what he believed was a milk-borne infection, built on his projects for the unemployed by working with New York social service agencies to develop pasteurization plants and infant-milk stations near low-income neighborhoods.
They sold sterilized and refrigerated milk at below-wholesale prices, or donated it to those who could not afford to pay. Businesslike efficiency kept costs low, as did donations. Multilingual ads publicized the product’s availability, doctors and nurses advised parents on child-rearing, and careful recordkeeping aimed at assessing the program’s health benefits.
Straus and his wife devoted much of their time and money to this work. In addition to establishing 297 milk stations in 36 cities, they also spoke and wrote widely about the merits of pasteurization.
By 1908, their efforts paid off when the U.S. Public Health Service endorsed pasteurization and state and local governments began requiring that milk sold in their jurisdictions be pasteurized. Raw milk remained available in many states, and debates over its safety continue to this day.
As a result of this and other Progressive Era measures, New York City’s health commissioner estimated that infant deaths dropped by two-thirds
during the first two decades of the 20th century, with similar declines elsewhere in the country.
The coastal Israeli city of Netanya was named after philanthropist Nathan Straus. Jack Guez/AFP via Getty Images Image by
Other causes
While most of Nathan Straus’ efforts occurred in the U.S., he used his trips to Europe for Macy’s to promote pasteurization on the continent.
During a 1904 visit, he toured the Mediterranean and stopped in Palestine, then part of the Ottoman Empire. Impressed by the early Jewish settlements and holy sites he saw, Straus became an ardent advocate for creating a Jewish homeland in the Middle East, an unusual position for a Jewish businessman of that era, according to Fisher.
On a subsequent trip, a broken leg kept Straus from returning to New York on the maiden voyage of the Titanic; his brother Isidor and sister-in-law Ida were not so fortunate.
In the U.S., Nathan Straus led Zionist organizations, while in Palestine, his chief contributions involved supporting a variety of health care and economic development activities, including Hadassah, the women’s health and community development organization founded by Henrietta Szold.
Nathan Straus’ achievements as a philanthropist are not widely known today because he did not create a grantmaking foundation that outlasted him, as Rockefeller and Carnegie did.
Instead, by the time of his death in 1931, Straus had donated much of his fortune. Fisher writes that Straus used to invoke an old Hebrew proverb: “Money given in health is gold. Money given in sickness is silver. Money given after death is lead.”
He also didn’t donate heavily to the burgeoning network of communal organizations set up to assist the growing population of Jewish immigrants, as did the financiers Jacob Schiff and Felix Warburg, who were also affluent Jewish immigrants from Germany.
As Fisher notes, this pattern of philanthropy resembles that of Straus’ friend – and pallbearer – Julius Rosenwald, the longtime head of Sears, Roebuck and Co. Both supported Jewish causes as well as major initiatives aimed at helping others: In Rosenwald’s case, it was schools for African American children in the South, while for Straus, it was milk pasteurization in New York City and beyond.
During and after World War I, they worked together to assist Jewish refugees in Europe. Fisher might have added that neither Straus nor Rosenwald sought much recognition for their work.
His thorough account should help give Straus the credit he deserves for his philanthropy. It should also show that donors do not have to aspire to “make all mankind good and happy” to make an important difference.
In many ways, Nathan Straus was an old-fashioned do-gooder, responding to the needs he saw with innovative solutions. As a result, he wound up accomplishing a lot of good.
“Emma,” a young Jewish woman who we met in 2019, didn’t belong to a synagogue. She didn’t have a Jewish partner. She didn’t observe Jewish rituals regularly. On most surveys about religion, she would not seem very engaged with Judaism.
But as Emma talked about what she did in her free time, a very different picture began to emerge. She visited Jewish websites and enjoyed listening to Jewish music. She read books about Jewish topics and had recently attended a retreat for young Jewish adults to learn Torah while also doing yoga.
She was highly invested in learning about Judaism, but she explored her identity without joining traditional institutions.
Most major surveys about religion ask whether someone belongs to a congregation, how often they attend services, whether they pray regularly and whether belief is important in their lives. Those measures help identify broad shifts, like the growing percentage of Americans who are religiously unaffiliated: the “nones.”
But many Americans’ religious lives, like Emma’s, are not disappearing; they are moving away from membership of traditional institutions. To understand what religion looks like in 21st-century America, researchers may need to ask different questions.
Learning through art
As scholars of Judaismand education, we have been exploring how people learn about religion beyond traditional places like synagogues, Jewish schools and summer camps. Between 2019 and early 2023, we spoke with hundreds of people and explored different leisure time activities to discover what people learn about Judaism and Jewishness through cultural arts.
We interviewed dozens of audience members at Jewish-themed shows on Broadway, such as “Leopoldstadt”and “Parade.” We attended Jewish concerts and asked attendees what they learned. We explored how social media communities offer spaces to talk about different Jewish topics, like what fans learned about ultra-Orthodox Judaism from watching the television show “Shtisel.”
‘Shtisel,’ an Israeli series about an ultra-Orthodox family in Jerusalem, ran for three seasons.
Our research revealed that there is a vibrant ecosystem of people learning about religion in their leisure time. Through the arts, both Jews and non-Jews encounter Jewish history, Jewish religious practices and representations of Jewish communities.
Screen and stage
Most people we spoke with told us that they felt meaningful connections to Judaism during activities that would rarely appear on a standard religion survey.
“Joan,” an unmarried woman in her 50s from Connecticut, told us that she was deeply invested in Judaism, but felt that synagogues and Jewish community centers were not welcoming to single people without families. Instead of joining a Jewish institution, she watched Jewish-themed TV shows and movies on Netflix, and joined social media communities to chat with other fans.
“Luis,” who lived in Boston but was born in Argentina, was a Sephardic Jew, a group that traces their ancestry and traditions to Jewish communities who once lived in Spain and Portugal. His wife was Ashkenazi, meaning her ancestors came from Central and Eastern Europe. She considered herself secular, and so the couple joined the Worker’s Circle, a nonreligious Ashkenazi institution rather than a synagogue.
Yet Luis loved deepening his knowledge of Sephardic culture, and he often attended concerts of music in Ladino, a Sephardic language related to Spanish, with other Sephardic immigrants.
American singer Sarah Aroeste writes and performs in Ladino.
For Joan and Luis, these activities were not peripheral to their Jewish lives. Rather, they were central avenues for learning and community. We interviewed hundreds of Jews who told us that cultural experiences were opportunities to reflect on Jewish practices, explore questions of belonging, connect with family histories and find friends with common interests.
New questions
Some aspects of these patterns were distinctive to Judaism. Historically, many Jews have understood Judaism to be a cultural world, and not only a theological tradition. Learning about cultural dimensions of Judaism has long been part of Jewish education.
The broader phenomenon of informal learning, though, extended far beyond a single tradition. Across America, increasing numbers of people learn about religion through media, cultural productions and digital networks. Christians may study biblical themes through podcasts, online discussion groups or religious influencers. Muslims may participate in online learning communities that connect believers across the world.
The challenge for religion researchers, then, is not simply to determine whether engagement with religion is rising or falling. Rather, it is to develop more nuanced ways of understanding how people explore religious themes and practices, beyond traditional institutions. Only then can we more fully understand how contemporary Americans actually live their religious lives.
