Preferential Treatment and Relationships

Romantic relationships are an important part of life, but in professional and organizational settings, they require special care. Supervising, managing, or holding influence over a friend, family member, or someone with whom you have a romantic relationship can compromise fairness, create the appearance of favoritism, and even threaten safety. This is especially true in clergy–congregant dynamics, where significant professional and spiritual power differences demand strict boundaries.

Your guidelines on romantic relationships should answer these questions for those in your organization:

• Are there specific relationships (e.g., clergy–congregant, board–staff, supervisor–employee) that must always be prohibited?
• Should restrictions extend beyond the direct supervisory period (e.g., no relationships with a former supervisee until a certain period of time after reporting lines end)?
• If acceptable, when and how should relationships between peers be disclosed, and to whom?
• What structural adjustments (e.g., reassignment of roles, new lines of supervision) can the organization put in place if a consensual peer relationship arises?

Jewish communal and workplace life often feels familial, and, in many cases, it is. Many staff, volunteers, and lay leaders come from the same community, and it is not uncommon for relatives to work, serve, or participate in the same organization. These connections can be a source of strength, deepening trust and commitment.

At the same time, family relationships in organizational settings require careful attention. Providing improper personal benefits to family members or creating the perception of favoritism can undermine trust within the community.

Your guidelines on familial relationships should answer these questions for those in your organization:

• Are there certain family relationships (e.g., spouses, siblings, parents/children) that must always be prohibited?
• When and how should family relationships be disclosed, and to whom?
• What adjustments (e.g., independent review processes, receiving multiple bids for a project, recusing oneself from a hiring decision directly impacting a family member) can reduce conflicts of interest when family members are involved?

In Jewish communal life, financial resources are entrusted to leaders, staff, and volunteers with the sacred responsibility of stewarding them wisely. Donors, funders, and community members give with the expectation that their contributions will advance the organization’s mission, not benefit individuals personally.

When financial relationships are misused, whether by directing contracts to friends, using insider knowledge for personal gain, or accessing opportunities meant for the organization or community, it undermines the organization’s integrity. 

Your guidelines on financial relationships should answer these questions for those in your organization:

• Are there specific financial relationships (e.g., vendors, contractors, funders) that must always be disclosed or prohibited?
• Should individuals refrain from entering into financial relationships with the organization for a period after leaving their role (e.g., a one-year cooling-off period for former board members or staff)?
• How can the organization ensure independent review or oversight of financial decisions where potential conflicts exist?