The Blogs: The Leadership Myth: We Don’t Need All the Answers—We Need Each Other

The stories we tell ourselves are rarely accurate. We craft narratives about our own readiness, our worth, our ability to lead—stories that often undermine rather than empower. In the early days of executive leadership, these narratives loom especially large. We compare ourselves to others, assuming they have answers we have yet to find. We believe, naively, that true leadership means arriving fully formed, with certainty in every decision and confidence in every moment.

However, data suggests that this perception is not only misleading but also detrimental to organizational health. A study by Bridgespan found that only 30% of C-suite roles in the nonprofit sector were filled by internal promotion in the past two years—about half the rate of for-profit organizations. This underutilization of internal talent leads to higher turnover, with over 40% of voluntary departures attributed to a lack of opportunities for upward mobility and career growth. (bridgespan.org)

My recent experience at the in-person summit for the Jewish Federations of North America’s (JFNA) Executive Accelerator Program has fundamentally shifted the way I think about leadership development. Being in a room with others at the same inflection point in their careers—people who lead with service at the forefront of their minds—was a reminder that growth does not happen in isolation. It happens in community.

Cohorts like these are critical, yet they are infrequently utilized. Too often, organizations search externally for leadership, assuming the best candidates exist elsewhere rather than within. The reality is that the most promising leaders are often already in the room, waiting to be nurtured, challenged, and equipped with the tools to succeed. Investing in current talent—giving them the space to wrestle with big questions, to grow alongside their peers, to develop confidence not in what they know, but in their capacity to learn—is the most effective path to ensuring strong, future-facing leadership.

Jewish wisdom echoes this sentiment. Rabbi Jonathan Sacks once said, “In Judaism, to lead is to serve. Those who serve do not lift themselves high. They lift other people high.” (rabbisacks.org) This perspective emphasizes that true leadership is about elevating others, fostering an environment where collective growth is paramount.

JFNA’s Executive Accelerator Program exemplifies what it means to invest wisely in leadership. By bringing together emerging executives in a structured, intentional, and deeply supportive learning environment, they are not just building individual careers—they are strengthening the entire Jewish nonprofit sector. This kind of forward-thinking leadership is exactly what more organizations should be adopting.

If we want a future filled with strong, capable, values-driven leaders, we must be willing to invest in them today. The story we should be telling is not one of isolated talent, but of collective growth. We must recognize that leadership is not about having all the answers—it’s about having the courage to learn in community. Nonprofits across the board should take note: the best leaders are not waiting to be found; they are waiting to be invested in.

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