We tend to read the portion of Yitro mainly through the familiar lesson: Moses was overwhelmed by overwork, and Yitro advised him to delegate authority by appointing judges, thereby easing his burden. This is an important point — but only the tip of the matter.
On deeper reflection, as also rises from the interpretation of Rabbi Isaac Arama, the philosopher who lived in Spain before the great expulsion, Moses’ challenge was not merely to stop working without pause. First and foremost, he had to establish in advance a system of laws and a structured method of oversight, so that affairs could run efficiently even before delegation became necessary.
The message here is not simply “let others manage.” It is about building an organized system of justice and institutional logic - where leadership is not only the backup and the final word, but the foundation of moral, professional and stable influence. Rabbi Isaac Arama explains that Yitro saw the early judicial framework of Israel as lacking clear rules. He did not merely say “distribute authority,” but called for order before responsibility is dispersed.
This is what makes the portion of Yitro profoundly relevant to modern leadership: it is not enough to know how to manage people - one must first define how things should be managed. In classical management philosophy, this is the source of every stable system: a defined set of rules, a clear concept of roles, and well-drawn boundaries of authority. Only then can leadership teams be built, without loading every domain onto a single person.
As in Aristotle’s philosophy of the polis and the leader - where the system itself creates stability and excellence, not merely the talent of one individual — so too here. Good management is not only delegation; it is the creation of a management culture that produces order, certainty and moral expectation. In the portion, even before Sinai, stands the foundation of clarity in responsibility — and therein lies the true lesson.
This is the central management insight I draw from Yitro’s actions and from the illumination of Rabbi Isaac Arama: before you distribute authority, ensure you have clear institutional foundations. A well-defined system advances teamwork, prevents leadership burnout, and creates genuine empowerment for all partners. Leadership, in the end, is not only “asking for help,” but knowing how to build a framework in which help becomes possible and sustainable.
As CEO of Fiverr, together with the senior COO and the public-company division, we defined an organizational process that enables the systematic embedding of goals across the company and synchronization among all departments — preventing duplication and enabling joint execution. As this also included the organizational incentive model, thank God the results followed.
Moody’s now rates Phoenix above the State of Israel and has also upgraded the outlook for the banks.
So it is within organizations: KPIs are not merely measurement tools - they are instruments of freedom. They release leadership from the need to be involved in every detail and allow employees to act with confidence. Oversight and control are not signs of mistrust; they are the condition for trust. They define the boundaries of the game.
Because in the end, good management is not knowing everything - it is knowing how to build a system that works even when you are not there.
First published: 07:23, 02.05.26