The FJMC’S Geffen Institute: Training Ground for Community Leadership

by Burton L. Fischman

How has the Geffen Leadership Development Institute become an indispensable leadershiptraining program for the Federation of Jewish Men’s Clubs after only 10 years?

For many decades, training was done by consultants at various locations throughout the United States and Canada, but the primary FJMC training occurred at biennial conventions, the motivational and educational events that Men’s Club and regional officers leave filled with enthusiasm, new ideas, and a revitalized spirit. The take-home value of leadership training sessions is considerable in the substantive ideas and materials for attendees in general, and for club and regional officers in particular. However, FJMC conventions are held every two years; the demands on leadership are ongoing. In the early 1990s, there was a sense that something else was needed.

As a result, two educational initiatives were developed. In a track for consultants, small cadres of men were trained to bring instruction on leadership and programming for clubs and regions directly into the field. The second track offered orientation sessions for new and continuing regional officers.

Some 10 years ago, a new officer on the executive board, Norm Kurtz, who is now FJMC international president, suggested combining the instructional program for consultants and the orientation program for regional officers and holding them at the same time and in the same place. Norm and I were asked to create an effective training retreat with an inclusive agenda; this later became the Geffen Leadership Development Institute. The institute was designed to increase the effectiveness of current and future FJMC leaders, making them more knowledgeable and self-sufficient leaders and consultants.

The Geffen LDI is named for Rabbi Joel S. Geffen, who served for four decades as the director of field activities for the Jewish Theological Seminary of America. In 1945, the seminary appointed Rabbi Geffen as the FJMC’s spiritual advisor. His initial responsibility was to travel throughout North America in order to expand the influence of the seminary and to build future synagogue leadership through Men’s Clubs. Rabbi Geffen guided the FJMC for 40 years, and he was the organization’s link to rabbis in the field and to the JTS leadership.

The LDI started slowly, with only 15 to 20 men attending the first few sessions. Increasing numbers have participated each year; 70 were at the most recent. After our convention, LDI has become the place to energize both existing and emerging leadership of the FJMC. It has, in fact, become a leadership model for the Jewish community and the Conservative/Masorti movement.

Each January at LDI, experienced consultants replenish their knowledge and sharpen their skills while new consultants learn the ropes. Returning regional officers improve their skills and deal with meeting their challenges, and new regional officers prepare to assume their responsibilities. All participants get to know their colleagues from around the country and Canada and bond as FJMC leaders.

In presentations, writing exercises, small group discussions, role-playing, and group exercises, attendees learned from their peers as well as from professionals. Leading Your Club, Leading Your Region, Succession Planning, Mentoring, How to Run a Meeting, Communication and Public Relations for Leaders, Teambuilding, were just some of the topics addressed at the latest retreat. Programming sessions focused on the Yom HaShoah Yellow Candle Program, Men’s Club Shabbat, the World Wide Wrap, the Art of Jewish Living, and Hearing Men’s Voices, among many others.

The mission of the FJMC is to involve Jewish men in Jewish life by building and strengthening men’s clubs in the Conservative/Masorti movement. The LDI directly serves that mission.

In July 2006, Henry Mentle, a human resources manager with the Proctor and Gamble Corporation, was asked to undertake a systematic review of LDI. After surveying those who had attended over the years, Henry reported unanimous agreement that the LDI was an integral component in their success as club and regional leaders. Many asserted that LDI was an essential support to the organization and critical to its future success. There was, of course, constructive criticism in Henry’s report, but it did make clear that LDI helps those who participate become stronger and better leaders. As one attendee said: “LDI has all the elements of a world-class program. It was valuable for me as a representative of my club, my region, and the FJMC. It was also valuable for me as a management consultant in my work. It has a wonderful spiritual value as well. Can’t ask for much more than that.”