Leading with Your Full Identity: Reflections from Learn to Lead
From the Desk of Emily S. Hager, Director of Programming & Education
What does it mean to be a leader in a Holocaust organization?
That question emerged during the opening sessions of Learn to Lead and truly resonated with me. I knew that this opportunity was valuable in a variety of ways: for myself, to my work with the staff and board at TJMHC, and to the Tucson community as a whole. Continued learning is a life-long mission, and having a strong foundation is the key to building up not just yourself, but also those around you.
The first few days were a crash course—a challenge that the entire cohort embraced as soon as we walked into the classroom. As multiple distinguished professionals joined us to share their experiences about being leaders in Holocaust institutions, a common theme emerged: being a leader requires far more than management skills. It requires authenticity, empathy, humility, and an unwavering commitment to truth.
Dr. Laura Cohen challenged us to consider what it means to lead “with your full identity.” While professionalism is of utmost importance, Dr. Cohen emphasized the importance of bringing your whole self to your work. She spoke candidly about being bold, embracing her identity, and refusing to be someone else. Her message was a reminder that effective leadership requires confidence in both your values and perspective.
Multiple speakers noted that museums are among the last trusted authorities for historical truth. At a time when misinformation spreads rapidly and facts are increasingly challenged, Holocaust museums and educators have a profound responsibility. We must ensure that the Holocaust remains understood as a historical fact—not opinion, interpretation, or debate.
Rabbi Dr. Michael Berenbaum expanded on what leadership looks like in practice. He reminded us that leaders must do more than manage—they must empower others to advance a shared mission. When teams are trusted to think creatively and contribute their ideas, they become invested in collective success. He also stressed the importance of adaptability and lifelong learning. In a rapidly changing world, whether navigating new technologies such as artificial intelligence or responding to emerging challenges, leaders need both the confidence to learn and the humility to admit when they do not have all the answers. In our society, which is deeply entrenched in 24/7 streams of information accessible with the swipe of a finger, not having an answer is seen as a weakness. The true weakness is when we cannot follow up and seek an answer.
Dr. Cohen also posed a question that has stayed with me: "Is there heartache happening in this room?” and for many of us working in this space, that answer is often “yes.” Visitors arrive carrying their own histories, experiences, and emotions. The Holocaust can evoke grief, disbelief, fear, anger, and even anxiety. As museum professionals, our responsibility is to balance rigorous historical facts with their profound psychological impact. We must be mindful of the emotional experience of those who engage with this history while creating spaces that support reflection and understanding. This responsibility is at the heart of our work. We present evidence, elevate survivor testimony, and provide educational experiences grounded in scholarship and pedagogy. In doing so, we help ensure that the lessons of the Holocaust remain relevant for future generations.
The first sessions of Learn to Lead have already provided valuable insights into what leadership in Holocaust education demands. Leading with your full identity, recognizing the heartache that may be present in a room, empowering others, and standing firmly for truth are not separate skills. Together, they form the foundation of meaningful leadership in our field.
I look forward to continuing this journey and bringing these lessons back to Tucson as we advance our mission at TJMHC.