What does it actually mean to lead well? Not to be correct, not to be knowledgeable, not even to be respected, but to genuinely influence the people in your care over the long term? The first Mishnah of Pirkei Avos, which we began this past Shabbos, may have more to say about it than we typically notice.
Between Pesach and Shavuos, it is customary to study a chapter of Pirkei Avos each Shabbos, a practice that frames the weeks of Sefiras HaOmer as a time not only of counting, but of character-building. The first Mishnah records the chain of tradition: how Torah was transmitted from Sinai through the generations until it reached the Anshei Kneses HaGedolah, the Men of the Great Assembly. Their contribution to that chain was not a piece of esoteric wisdom or a complex legal ruling. It was three simple directives:
הֱווּ מְתוּנִים בַּדִּין, וְהַעֲמִידוּ תַלְמִידִים הַרְבֵּה, וַעֲשׂוּ סְיָג לַתּוֹרָה
“Be deliberate in judgment, raise many students, and make a fence around the Torah.” (Avos 1:1)
At first glance, these look like three separate ideas, practical guidance drawn from three different domains of rabbinic life. The first speaks to the act of decision-making. The second to the cultivation of the next generation. The third to the protection of Torah observance. One could easily study each on its own, draw a distinct lesson, and move on. And in fact, that is how these teachings are often approached, as three independent imperatives, each worthy of its own attention.
But there is a stronger reading. Look again at the three directives together. Perhaps they are not a list, but rather a sequence. Upon reflection, there appears to be a common thread running through them, a single philosophy of leadership unfolding in stages. Each principle makes the next one possible. Remove any one of them, and the others lose their footing.
Everything begins with the first principle: be deliberate and patient in matters of judgment.
Being deliberate does not simply mean thinking carefully. It means being measured, patient, and intentional, resisting the impulse to react, even when something seems obviously wrong, and asking, before speaking or acting, what the goal actually is.
Is the goal to express truth as quickly and forcefully as possible? Or is the goal to influence, to guide, to shape long-term growth? These are not always the same thing.
For example, a rabbi may be entirely correct in identifying a problem or articulating a standard. But if that message is delivered without deliberation, without sensitivity to timing, context, and audience, it may fail at its actual purpose. Worse, it may alienate the very people it was meant to reach. Correctness alone does not create connection. And without connection, even the most accurate message can go unheard, not because it was wrong, but because it was not yet receivable.
This is where the second teaching comes into view: raise many students.
Influence is not created through isolated moments of correctness. It is built over time, through trust, relationships, and credibility. People are drawn to those who understand them, who respect their experience, and who speak in ways that feel relevant and sincere. Without that connection, even the most accurate message falls flat. With it, even difficult conversations can be received and internalized.
But the second teaching only takes hold if the first is in place. Without deliberateness, without the patience and intentionality that a genuine relationship requires, one cannot truly build students. The connection that makes influence possible does not happen by accident. It is the fruit of consistent, thoughtful engagement over time. A rav who leads with reaction rather than reflection may win arguments, but will struggle to build the kind of lasting relationships through which real teaching happens.
Only then can we arrive at the third goal: make a fence around the Torah.
Protective boundaries, communal standards, and the reinforcement of halachic values are essential. But they cannot exist in a vacuum. A fence is only effective when it is embraced by a community that feels connected to the one who built it. Imposed without relationship, it will not hold. Introduced thoughtfully, gradually, and with a genuine understanding of the people it is meant to serve, it can become something the community itself upholds and defends, not as an external constraint, but as an expression of shared values.
And so the sequence becomes clear: without deliberateness, one cannot build students. Without students, one cannot create lasting fences.
What at first appeared to be three separate ideas turns out to be one coherent vision, a philosophy of leadership in which each stage makes the next one possible. The Anshei Kneses HaGedolah were not offering a checklist. They were describing a way of being, a model of rabbinic leadership rooted in patience, relationship, and long-term thinking.
The work of leadership, especially in areas that touch on identity, dignity, and personal experience, demands patience. It demands restraint. It demands a willingness to think not only about what is right, but also about how to bring others toward it.
We are in the middle of a counting. Forty-nine days of deliberate, unhurried movement toward something we cannot yet fully see. Perhaps that is the deepest lesson of this season, that the most important things are never rushed, that influence worth having is influence worth waiting for, and that the work of building something lasting always begins with a single, careful step.
