This interview is with Malka Shaw, Psychotherapist at Private Practice.
Malka Shaw, Psychotherapist, Private Practice
Malka, could you start by telling us a bit about yourself and your journey to becoming an expert on identity?
Absolutely. My journey toward understanding identity—both personally and professionally—has been shaped by a unique intersection of my Jewish background, my clinical work as a trauma therapist, and my own lived experiences. That exploration of identity—through both the personal lens of my Jewish journey and the intellectual pursuit of understanding human resilience—became foundational to my clinical work.
Over the years, I’ve worked extensively with individuals navigating trauma, loss, and fractured identity. In particular, I’ve focused on the ways antisemitism and societal bias can erode a person’s sense of self. Following the events of 10/7, I found myself at the forefront of a critical need: helping clients—and entire communities—rebuild their sense of identity in the face of fear, isolation, and prejudice.
This led me to develop the GUARD system, a resilience framework that blends clinical trauma work with Jewish values. It’s designed to help individuals not only heal from trauma but also reclaim their identity with strength and pride. So, my work today is a fusion of these worlds—clinical expertise, cultural identity, and resilience. I believe that understanding identity is central to healing and that reclaiming and integrating our cultural and personal narratives can be one of the most powerful tools for resilience.
What experiences in your career led you to focus on the intersection of identity and resilience, particularly within a professional context?
It's really been an evolution over the course of my career. Early on, I was working primarily with individuals navigating trauma—whether that was grief, abuse, or life crises. What stood out to me was that people weren't just grappling with what happened to them; they were grappling with who they were in the aftermath. Their sense of identity—how they saw themselves, their place in their families, their communities, their work—was often shattered.
Over time, I started seeing this same pattern show up in high-performing professionals. I was consulting with executives, attorneys, and medical professionals—people who, on paper, looked successful—but privately, they were struggling. Burnout, personal loss, or simply the pressure to "hold it all together" was causing them to question their sense of self. Their professional identity was strong, but their personal resilience was faltering.
After 10/7, this all became even clearer. I started working more closely with Jewish professionals—leaders who were suddenly navigating anti-Semitism in their workplaces, in their industries, even within their social networks. I saw how quickly identity could become a source of vulnerability instead of strength. That's when it crystallized for me: resilience and identity are deeply connected. If your sense of self is fractured—especially in a professional environment—it can erode your ability to lead, to perform, and to withstand pressure. It's not just about bouncing back—it's about helping people anchor themselves in their identity so that they can lead and function with clarity, even when the ground underneath them is shifting. In business, in leadership, that kind of resilience is everything.
You've spoken about the importance of cultural competency and identity affirmation in mental health. How can business leaders apply these principles to create a more inclusive and supportive workplace?
That’s a great question, and it’s something I talk about often because the principles of cultural competency and identity affirmation extend far beyond the therapy room—they're critical for leadership and workplace culture. For business leaders, it starts with understanding that identity is not something employees check at the door.
Whether it’s cultural background, religion, race, gender, or personal values, identity is woven into how people show up at work—how they collaborate, how they respond to stress, and how they view their place in the organization. When identity is affirmed and respected, employees feel valued and are more likely to be engaged, innovative, and resilient in the face of challenges.
But when identity is dismissed—whether intentionally or unintentionally—it can lead to feelings of isolation, burnout, and decreased performance. So, what does this look like in practice? First, leaders need to move beyond surface-level diversity efforts. Inclusion isn’t just about hiring a diverse team; it’s about creating an environment where people feel psychologically safe to bring their whole selves to work. That means being curious, asking questions, and being open to learning about different cultural and religious practices—without making assumptions.
For example, if you know an employee observes Shabbat or other religious practices, showing an awareness of those commitments—like avoiding critical deadlines late on a Friday—sends a powerful message. It’s not just about accommodating; it’s about demonstrating that you see and respect who they are.
Second, it’s crucial to address bias, but with nuance. Too often, antisemitism or other forms of bias get overlooked in DEI conversations because they don’t fit neatly into the existing framework. Leaders need to be willing to educate themselves on the complexities of identity-based discrimination—including antisemitism—so they can respond appropriately when issues arise.
Finally, identity affirmation is about leadership style. When leaders are transparent about their own values and are willing to acknowledge their own identities—whatever they may be—it fosters trust. It gives employees permission to do the same. That’s what creates true inclusion—when people know they are seen not just as workers, but as whole individuals. And from my experience, teams built on that foundation are the ones that thrive, especially when the pressure is on.
You shared a powerful story about advocating for a client facing immigration challenges. How can leaders advocate for employees who might be facing similar systemic barriers, even if those barriers aren't always visible?
Absolutely. That experience really highlighted something I’ve seen time and again in my work—people often carry burdens that others in the workplace never see. Whether it’s immigration challenges, caregiving responsibilities, or navigating discrimination, those struggles are not always visible, but they can have a profound impact on performance, morale, and overall well-being.
For leaders, advocacy begins by creating an environment where employees feel safe enough to speak up when they are struggling. Building that kind of trust takes time. It’s not just about formal check-ins; it’s about having everyday conversations that show genuine care. Sometimes it’s as simple as asking, “How are you doing?” and really meaning it. That kind of openness can give someone the space to share what they are going through. But listening is only the first step. True advocacy means being proactive.
Leaders need to recognize that some employees may be facing barriers they are hesitant to discuss, often because of fear or stigma. If you are hiring international employees, understanding their visa process or the uncertainty they might be feeling allows you to support them before it becomes a crisis. Flexibility is also a powerful tool. When someone is facing challenges—whether it’s immigration, financial stress, or family obligations—leaders can think creatively about adjustments that help. That could mean offering remote-work options, shifting deadlines, or connecting employees with internal or external resources.
Most importantly, leaders should not wait for employees to ask for help. Systemic barriers often come with feelings of shame or fear of being judged. When leaders are open about acknowledging these realities and say, “We know people face challenges, and we are here to support you,” it shifts the culture. It sends the message that employees are valued not just for their output but for who they are as people. That is when people truly thrive—when they know they are seen, supported, and are not alone in navigating the complexities of their personal and professional lives.
In your experience working with organizations, what are some common misconceptions or blind spots you've encountered regarding Jewish identity and antisemitism in the workplace?
In my work with organizations, one of the biggest misconceptions I’ve encountered is the assumption that antisemitism is rare or no longer a workplace concern. Because Jewish identity is not always visible, and there’s a perception that Jews are generally successful, their experiences with bias are often overlooked or dismissed.
Another blind spot is misunderstanding how antisemitism operates. It relies on contradictory stereotypes—sometimes portraying Jews as vulnerable, other times as powerful or controlling. This complexity makes it harder for leaders to recognize antisemitism, especially when it’s disguised as a joke or a seemingly positive comment about money or influence.There’s also a tendency to overlook the diversity within Jewish identity. Judaism is not just a religion; it’s also a cultural and ethnic identity. Jewish employees come from a wide range of backgrounds: Black Jews, Jews of color, Jews with disabilities, and LGBTQ+ Jews, yet they are often left out of broader diversity conversations.
When workplaces focus only on race or visible differences, Jewish employees, particularly those with intersecting identities, can feel invisible or forced to choose which part of themselves to bring forward. This can compound feelings of exclusion and make it even harder for individuals to advocate for their needs. A more recent and growing challenge involves Zionism.
For many Jews, Zionism simply means support for Jewish self-determination and Israel’s existence. Yet, in some workplaces, it has become a flashpoint. Conversations about the Middle East often escalate quickly, and when leaders don’t understand the line between political disagreement and antisemitism, Jewish employees can feel isolated or unsafe. They may be pressured to distance themselves from an integral part of their identity. This can create a chilling effect where employees stay silent out of fear, further eroding psychological safety.
Ultimately, the most effective leaders I’ve seen are the ones willing to acknowledge what they don’t know. They ask questions, listen with curiosity, and educate themselves on the complexities of Jewish identity. When leaders proactively create a workplace where Jewish employees—including those with multiple marginalized identities—feel seen, valued, and safe, it fosters true inclusion. That, in turn, strengthens both employee well-being and the organization as a whole.
How can leaders ensure that their diversity, equity, and inclusion (DEI) initiatives are truly inclusive and address the unique experiences of their Jewish employees?
One of the most important steps leaders can take to ensure their DEI initiatives are truly inclusive is to move beyond the overly simplistic victim-oppressor framework that often shapes these efforts. That model tends to view identity through a narrow lens of visible race and privilege, but Jewish identity challenges this binary in ways that many leaders miss.
Jewish identity does not fit neatly into a box and will fundamentally challenge this black-and-white view. Jews and Judaism predate modern concepts of race, culture, and even religion. Jews are a peoplehood, a multi-ethnic, diverse collective bound by shared ancestry, faith, and history. This peoplehood has endured thousands of years of displacement, persecution, and resilience. Jewish identity exists at the intersection of vulnerability and perceived success, which is precisely what makes antisemitism unique and often misunderstood.
It operates through contradictory stereotypes—casting Jews as both powerless victims and powerful conspirators—allowing bias to persist in ways that can be invisible to those unfamiliar with its history. When DEI programs focus only on visible diversity, Jewish employees can feel excluded or mischaracterized as privileged or part of the “oppressor” class. This erasure is compounded for Jews with multiple marginalized identities—such as Black Jews, Jews of color, LGBTQ+ Jews, or Jews with disabilities—who often feel unseen in both Jewish and non-Jewish spaces.
Additionally, many non-Jewish colleagues see Judaism solely as a religion, missing its broader identity as an ethnic and cultural peoplehood. This results in organizational blind spots, like overlooking antisemitism or failing to understand the importance of Shabbat, Jewish holidays, or the significance of Zionism for many Jews as a connection to self-determination and safety.
True inclusion requires moving beyond surface-level assumptions and engaging with complexity. Leaders must understand that identity is layered—an individual can hold both privilege and pain. They need to recognize antisemitism as a distinct form of bias, and ensure Jewish employees feel their experiences are as valid as any other group’s.
The strongest workplaces are built on curiosity, humility, and trust. When leaders approach DEI as an evolving conversation—not a rigid framework—they create cultures where every employee, including Jews, can bring their full identity to work with pride.
You mentioned the importance of leaders acknowledging their mistakes. How can this vulnerability contribute to a more resilient and trusting work environment, especially concerning sensitive issues related to identity?
When leaders acknowledge their mistakes, especially around identity and inclusion, it models humility and signals that the workplace is a space where growth is valued over perfection. This vulnerability fosters psychological safety, encouraging employees to speak openly about their experiences without fear of backlash.
It also helps dismantle the power imbalance that often prevents marginalized employees from raising concerns, showing that leadership is willing to listen and learn. When employees see that missteps can lead to dialogue and progress, it builds trust and strengthens collective resilience. Ultimately, leaders who own their imperfections create a culture where people feel valued for their work and their whole selves.
What practical advice would you give to a leader who wants to create a workplace culture where employees feel safe and empowered to bring their full selves to work, regardless of their background or identity?
First, leaders need to prioritize listening over assuming. Creating spaces for open dialogue, whether through one-on-one check-ins, employee resource groups, or anonymous feedback channels, helps surface the real experiences of employees rather than relying on assumptions about what inclusion looks like.
Second, invest in education, not just on broad diversity topics, but on the nuances of different identities, including those that are often overlooked, such as Jewish identity or intersectional experiences.
Third, when an employee raises a concern about bias, take it seriously and resist the urge to explain it away or minimize it. How leaders respond in those moments can either build trust or permanently erode it.
Finally, lead by example by demonstrating curiosity, acknowledging when you do not know something, and showing that bringing your full self to work is not just encouraged but celebrated.
What are some key indicators that a workplace is genuinely moving towards a culture of belonging and respect, where individual and collective identities are valued and celebrated?
One of the clearest indicators that a workplace is moving toward a culture of belonging is when employees feel safe speaking openly about both professional concerns and their personal identities without fear of being judged or sidelined. You can sense it in the way meetings unfold, when people offer different perspectives, even difficult ones, and those ideas are met with curiosity and respect, not dismissal. It shows up in how conflict is handled when disagreements become opportunities to listen and grow together rather than leading to blame or exclusion.
Another sign is when employees seek out leadership not only in crisis but because they trust their leaders as partners in their success. When people believe they will be heard, they are more likely to ask for what they need, whether that is flexibility around religious observance, support during a personal challenge, or the room to step into a new role. Belonging often takes shape in everyday moments, like a leader checking in after a tough week, a colleague remembering an important life event, or a team celebrating success while recognizing the individual behind the work.
Finally, a culture of respect is most visible when a workplace is willing to own its missteps. No organization gets everything right. When leaders can acknowledge mistakes, listen, and adjust, it builds trust and shows employees that their value is not conditional on perfection. When people know their humanity is seen and respected alongside their performance, that is when a workplace becomes a place where individuals and teams truly thrive.