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Different Challenges By the time Edgar turned Seagrams over to his son, Edgar Bronfman Jr., the business had grown, says Charles, into an empire that "would have bog- gled our father's mind." Today, The Seagram Company Ltd. is a giant in the music (its Universal Music Group is the largest in the world), movies and recreation (Universal Studios Group) industries. Its spirits and wine division operates in almost 200 countries. Hair For Life The closer you get, the more natural it looks provides virtually seamless transition from scalp to hair for weeks at a time with no daily maintenance. GHT • Truly undetectable visually and to the touch ❖ No lumps, bumps, ridges ❖ Non-surgical ❖ Patented process creates a feeling so natural the only sensation you won't have is pain when pulled lb() Apartment lailIntildcrs ,o„, , 1() - ; 1-888-569-9898 ./ c / CM ( ) 11 .C1 ( / p i )1 1 1 1 111 ('Il l 11 1 )( Exclusive Provider of GHT in Michigan MIN. MR MEN. 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Ironically, Charles, like Edgar, has given more. Charles' commitment to Judaism, and Israel in particular, is more complex. Quieter, certainly. Deeper, perhaps, if deeper means committing one's life, soul, spirit and much of one's fortune in the pursuit of a vision: the "need not to live in isolation... to embrace this thing called community," as Bronfman puts it. For the first time in a hell of a long time, he says, "Jews can decide who they want to be. Nobody is going to tell us. It's up to us to decide." The challenge, Bronfman says, is that "all of a sudden we're asking our- selves 'Do we want to be Jewish?' That was never a question. We don't know how to handle freedom very well. If we're as good as we say we are in busi- ness and arts and sciences, let's prove it to ourselves. Let's take one challenge we've screwed up in the past, even though that past was a long, long time ago, and go forward!" He pauses, brown eyes shining, then adds, "By God, as long as I'm around, this is going to be my driving force!" " The Measure Ofiewishness Charles' challenges were different, but no less daunting. "I was the one who was going to build the name of the family," he says. After Trinity, Charles enrolled at McGill University but quickly dropped out. Like a million other men and women of his generation, he began to wrestle with the eternal "Who am I?" questions. Unlimited possibilities did not make success or happiness any easier to define. One answer kept recurring: "I'm a member of the Jewish people." The definition, says Charles, has "stayed with me for the rest of my life." In 1951, he went to work for The Seagram Company, moving as the scions often do, up the ladder. He was named a vice president in 1958, chair- man of the executive committee in 1975, co-chairman in 1986. But he will tell you that the day-to-day busi- ness operations of a multinational cor- poration are not his first love. As a teenager, Charles Bronfman The nuts-and-bolts man of UJC is its newly named president, Stephen Solender, longtime chief executive of New York's local UJA-Federation. It is left to Charles to impart the passion, the vision. It's part of his makeup — the serious guy with the dry humor and the outsized sense of the possible. Anticipating the GA, he says, "What people don't get is that we haven't simply merged organizations, we have done something that is revo- lutionary — young, old, veterans in the game, newcomers are going to come up with new kinds of program- ming. We're going to analyze the best practices, build a young leadership group, develop specific programs, not only here, but overseas, that will really turn people on and juice them up!" Ultimately his lesson is that as Jews, we must reimagine who we are. And in that act, reinvent ourselves. "The whole name of the game," he says, "is 'Who I am... Why am I...? What am I?' By God, that's exciting!" L