This past month, two viral stories have taken center stage in workplace conversations.

First, as I’m sure you’ve seen, the CEO of a large company and the head of HR, both married to other people, were spotted together at a concert. This wasn’t just awkward and meme-worthy. It was a breach of professional boundaries and organizational trust, raising serious questions about fairness, favoritism, and whether workplace policies meant to ensure safety and respect were being followed. Situations like this can ripple through an organization, damaging team morale, eroding confidence in leadership, and making staff feel less safe to raise concerns or trust that policies will be applied equitably.

Then came AT&T CEO’s memo announcing that “workplace loyalty is dead,” ushering in what some are calling a new “hardcore era” of corporate culture. The memo said the company was shifting from a culture defined by hierarchy and “familial norms” to one focused on “capability, contribution, and commitment.” The message was clear: comfort and flexibility are over, and performance matters more than tenure or relationships. 

Unfortunately, these aren’t just one-off headlines. These stories are warning signs of a broader cultural shift in corporate America, one that treats trust, respect, and work-life balance as disposable in the pursuit of speed and efficiency. They reveal a troubling erosion of the systems that ensure employees feel cared for and able to trust in leadership. And women, who make up only 29% of C-suite professionals in the workforce, are left most at risk when cultures deteriorate.

At SRE, we believe that a healthy workplace culture where people’s well-being and dignity are cared for is not a luxury. It’s the foundation for long-term excellence. Policies that ensure fairness, transparency, and safety aren’t bureaucratic hurdles, but are the guardrails that allow people to bring their best ideas forward without fear. Research and our own on-the-ground experiences show that when people feel safe, respected, and valued, the organization thrives:

• Retention goes up. Employees who feel recognized are 45% less likely to leave their jobs within two years (Gallup).

• Talent pipelines improve. 88% of candidates prioritize a company's culture when choosing where to work, and 69% of Gen Z candidates would choose a positive culture over a higher paycheck (UJJI).

• Innovation flourishes. Psychological safety is the top predictor of team effectiveness, fueling creativity and smart risk-taking (Amy Edmondson, The Fearless Organization).

• Morale rises. When employees feel supported, energy, collaboration, and commitment increase across the organization (Harvard Business Review).

• Mission impact deepens. A thriving internal culture enables staff to serve communities more effectively and sustainably (Deloitte).

• Resilience strengthens. Healthy workplaces are better able to navigate crises, adapt to change, and maintain trust when challenges arise (CCL).

The Jewish nonprofit world isn’t immune to the pressures that erode culture. But our tradition calls on us to rise above the trends we know are taking us backwards and instead to journey toward something better. We are taught to live by the values of b’tzelem Elohim (recognizing the inherent sacredness and dignity of every person), arevut (prioritizing mutual responsibility), and kavod (honoring and respecting each individual). These values aren’t just “nice-to-haves” but are strategic imperatives.

As leaders, we have a choice: let culture happen by accident or shape it with intention. Let’s reject the false choice between hard work and a healthy workplace. We can have both. And when we do, our people, our missions, and our communities will be stronger for it.

Warmest regards,