The Benefits of Entrepreneurial Rabbinics

 

Two years ago I decided to leave congregational rabbinics and become an entrepreneurial rabbi instead. For four years I was the rabbi of a congregation in North London, UK. It was an interesting and valuable experience: however it also made me realize the truth in the saying that being a rabbi is not a job for a nice Jewish boy. Despite the many positive experiences and the privilege to have a positive impact on my congregants I also realized that by definition the job of a contemporary congregational rabbi is deeply flawed.

At the time I thought that my challenges were a result of my age and lack of experience—I took on the job at the age of 23. However when one of my most senior colleagues was threatened with disciplinary action because of a relatively trivial complaint by a congregant, I realized that the difficulties had nothing to do with either.

 

In the usual business model the CEO or leader of the company is answerable to the board of directors but subordinate colleagues in the company are answerable to the CEO by whom they are hired.  In the congregational rabbinic model it is very different. In theory a rabbi is supposed to lead the congregation. However in practice the community collectively, not just the board of directors, hires him and pays his salary. One therefore ends up with the absurd situation in which the rabbi is given the task of leading his employers. 

Although there are some very talented rabbis who are able to thrive in this sort of situation, the system eventually breaks down, especially since many congregants do not want to be led. In addition when the rabbi is forced to take a controversial position on an issue he risks upsetting the very people who provide his bread and butter. For religious leaders in this type of set up, leading becomes extremely challenging. 

Towards the end of my employment as a congregational rabbi I interviewed for a number of positions with bigger and more prestigious congregations. I withdrew my candidacy from all of them after I saw that, despite what they may have said, all congregations had the same drawback—the rabbis were put in the impossible position of being a leader to their employers.

One synagogue president told me that they would not tolerate a rabbi who would try to heighten their Mechitzah (division between the male and female sections of the synagogue) yet in the same breath he said that the congregation viewed the synagogue as belonging to the rabbi. The irony could not have been greater.

Although the financial package of a congregational rabbi is an attractive one, most congregational rabbis I knew were less then satisfied with their jobs. The reason for this became clear. Most rabbis went into the rabbinate to lead and could not come to terms with the fact that in truth their job was really one of being a servant. 

Clearly there had to be a more logical way for a rabbi to be able to use his Torah knowledge to inspire and teach others. The answer became obvious: entrepreneurial rabbinics. Instead of rabbis being forced into the uncomfortable position of leading an already established synagogue which is essentially led by lay leaders, rabbis could seek out fertile ground to begin their own organization offering religious services and outreach.

Instead of being beholden to a community which often will not share the rabbi’s values or vision, the rabbi can attract people who value the contribution his teaching and leadership style offers them. This lends itself to far more homogeneous communities with less infighting and internal politics. Such communities are better served by their religious leaders because when the rabbi is also the director of the organization he will be more creative and seek new and better ways to cater to the spiritual needs of his constituents. With all its risks entrepreneurial rabbinics seems to be the healthier and more effective option.  I wish more rabbis would follow this lead—the collective Jewish community would certainly be better off for it.