Synagogues should be asking, “What business are we in?” That may seem obvious, but it isn’t, and most synagogue leaders get it wrong – with disastrous consequences.
The usual answers are things like Jewish education, Shabbat and holiday services, social action, or even all of the above, in the tried and true triad of religion: Torah (study) avodah (prayer) and g’milut chasadim (good deeds).
Religion may be what we do, however; it is not our business. The two are not the same.
The question arises compellingly in Peter Drucker’s 1954 classic, The Practice of Management. Drucker’s 1950s example is Cadillac. What it did was manufacture cars; its business, however, was not automobiles but status. Recognizing its business aright led to the realization that its competitors were not Chevrolet and Ford but high fashion and diamonds.
So what is the synagogue’s business?
During the years following World…
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