I want people across Baltimore to say: Na’aleh is where I go to grow as a leader. Na’aleh helps me find meaning in service. Na’aleh gives me the tools—and the community—to lead with purpose.

On June 1st, Na’aleh will welcome Dr. Susanna Garfein as Executive Director of Na’aleh: The Hub for Leadership Learning. Susanna is no stranger to The Associated or to leadership development, having most recently served as Assistant Vice President of Leadership Engagement for The Associated: Jewish Federation of Baltimore. She is a natural at building relationships with both professionals and lay leaders throughout the Associated system and the broader Baltimore community. Susanna is excited to step into the Executive Director role and shares her thoughts and vision for leadership and Na’aleh.

Can you share a bit about your leadership journey and how it brought you to where you are now? 

My leadership journey has been deeply shaped by my upbringing as a rabbi’s kid in Tallahassee, Florida. My parents instilled in me the importance of seeing the humanity in others, living with strong personal convictions, and leading a life filled with mission, meaning, and Jewish joy. That sense of purpose has always stayed with me and ultimately guided me into Jewish communal leadership. 

I began my professional life in academia, teaching biblical and Jewish studies. I love the richness of ancient texts and the opportunity to explore their values and contradictions with modern readers. Working with a diverse and curious student body, I found joy in helping students tackle complex problems and develop as independent, critical thinkers. This work—combined with the values I grew up with—naturally led me toward Jewish communal leadership. 

For the past several years, I’ve served at The Associated, most recently as Assistant Vice President of Leadership Engagement. This role gave me a front-row seat to the challenges and possibilities of communal leadership, and the privilege of collaborating with professionals and lay leaders across our network. I’ve helped launch leadership programs, support boards in transition, and mentor rising leaders. One of the most meaningful moments came when a cohort of emerging leaders shared, “For the first time, I see myself as someone who can make a difference.” That kind of transformation is exactly what I hope to foster at Na’aleh. 

At every step, I’ve been guided by the values I learned growing up in a home where showing up for others was simply a way of life. I carry those values with me as I step into this new role—with excitement, humility, and a deep sense of responsibility. 

What is a challenge you see in the community and want to begin working on? 

One of the most pressing challenges I hope to address is the decline in civic engagement. Across the country—and here in the Greater Baltimore Jewish community—we are seeing fewer people stepping into leadership roles, volunteering, or engaging consistently with nonprofit organizations. It’s a quiet but powerful shift, and its effects are deeply felt across our communal institutions. 

A recent study by the Generosity Commission highlights this troubling trend: in 2008, over 65% of U.S. households were civically engaged with nonprofits, whether through volunteering, giving, or leading. By 2018, that number had dropped to just under 50%. The reasons are complex—economic stress, decreased religious affiliation, declining trust in institutions, and growing social disconnection all play a part. 

This aligns with what I hear regularly from colleagues: they’re finding it harder to identify and inspire the next generation of leaders—the “long-haulers,” as Dr. Erica Brown calls them—who are not only willing but eager to make meaningful sacrifices in service of a mission. 

There is no simple fix. This is not a challenge that can be solved by tweaking a program or launching a new cohort. It will require adaptive leadership, deep listening, and a renewed sense of shared purpose. It will require us to ask hard questions and reimagine how we inspire, support, and sustain civic leadership in a changing world. 

Na’aleh is uniquely positioned to meet this challenge—and I am eager to begin the work. 

What is your biggest leadership strength? 

I believe my greatest leadership strengths are a good sense of humor (paired with a hearty laugh), the ability to build trusting relationships, and a commitment to fostering a culture of belonging. I lead with empathy, curiosity, and joy. Humor helps break down barriers and build connection, especially in moments of tension or uncertainty—it’s a way of saying, “We’re in this together.” 

At the core of my leadership is a deep belief in the power of relationships. Whether I’m mentoring a young professional, collaborating with a CEO, or facilitating a meeting, I work to create spaces where people feel seen, heard, and valued.  

What is something you hope Na’aleh can accomplish in the next year? 

In the next year, I hope Na’aleh becomes more visible and connected to the leadership ecosystem of the greater Baltimore Jewish community.  This starts with relationship-building—with our team, our board, and our community partners. I plan to begin with a listening tour to understand what our stakeholders need most from Na’aleh right now. 

With this information, I hope we can begin co-creating a refreshed vision—one that affirms our commitment to developing value-driven leaders who can respond to this moment with courage and care. That vision can only be built in partnership—with staff, board, and community partners. I want us to recommit to Na’aleh’s “why”—to co-create a shared vision for the future that reflects the real needs and aspirations of our community. 

Ultimately, I want people across Baltimore to say: Na’aleh is where I go to grow as a leader. Na’aleh helps me find meaning in service. Na’aleh gives me the tools—and the community—to lead with purpose.