STB-MR83
Music by J.L.F. Mendelssohn
WHO LEADS THE LEADER?
by Alden H. Jones
In 1973, at the 26th Annual Tri-State Conference held in Portland, Oregon, the Junior Grand
Warden of the Grand Lodge of Washington Presented a paper entitled "How to Promote Effective Leadership in Our Constituent Lodges." This
Short Talk Bulletin has heen adapted from that
paper. The author. Most Worshipful Brother
Alden H. Jones, served as Grand Master of
Masons in Washington in 1975-76.
What is effective leadership? Who provides
Lodge leadership? What can the lodge leader be
expected reasonably to do? What happens if he
doesn't do these things? Why isn't lodge leadership automatic? How do you promote something that doesn't exist? Who leads the leader?
We have leadership problems in some, if not
many, of our lodges. Another way to describe
the situation is to say that we have many problems in our lodges and some of them are the
result of ineffective leadership. An evaluation
report from one of our District Deputies stated
recently that the affairs of a ccrtain lodge had
not been well handled during the ycar because
"The Worshipful Master is not gifted with the
qualities of leadership."
What exactly was our Deputy telling us?
First, that the constructive activities of the
lodge had not been implemented; second, that
this is a one-man lodge--the members look
solely to the Master for lodge Leadership; third,
that the one man was not aware of what he is
expected to do or of how to do it, and, fourth.
that the members were resigned to letting the
affairs of the lodge drift along for another year.
Let's examine these points. What are the
constructive activities of the lodge which require implementation? Prompt opening and
closing of meetings, proficient opening and
closing ceremonies, courteous reception of visitors, considerate attention to candidates, orderly and harmonious disposal of lodge business,
informative special programs, community projects and public ceremonies, Masonic encouragement and inspiration for the Brethren.
These are examples of constructive activities of
a lodge. They are the things that we expect to
find when we go to a lodge meeting, for we
know that lodges die if they don't engage in
purposeful activities.
Now, what about leadership of the symbolic
lodge? To whom do we look for leadership?
Why, to the Master, of course. Then what if he
isn't a leader? We cannot demand it of him. He
is chosen democratically by a majority vote and
any member is eligible to be chosen Master of
his lodge. This is for a good Masonic reason
and it has nothing to do with his gift of leadership. More often than not, the primary qualifying factor for a Master is his willingness to take
the office, rather than his gift of leadership.
Our selection of officers sets in motion a
situation which, by its own horsepower, isn't
likely to provide the effective leadership we
desperately need. The Master was originally appointed to the line because of his regular and
early attendance at our meetings, plus, perhaps,
his ability to make good ham sandwiches or his
good companionship as a fishing partner. The
new Steward was instructed to assist the
Deacons and other officers and he was encouraged to expect advancement through the line.
In due course he was elected Master of his lodge
and at his installation he pledged his allegiance
to Grand Lodge, promised to observe the By-
Laws of his lodge and to carefully perform "all
the duties appertaining to his office." Then he
was given fifteen paragraphs of charges and
regulations and not once were the words
"leader" or "leadership" spoken. We extracted
from him a promise to attend Grand Lodge but
when we required his pledge to "pay attention
to all the duties of Masonry" we immediately
gave him an out by adding "on convenient
occasions. " As a crowning gesture we told him,
apparently with tongue in cheek, that he is now
to be installed "Master of Temple Lodge in full
confidence of your skill and capacity to govern
the same." Then we spent the next twelve
months grumbling because he didn't have the
gift of leadership.
We have dwelt on this superficial and exaggerated appraisal in a negative, and therefore a
non-Masonic manner in order to emphasize this
point. The installation of a Worshipful Master
does not automatically assure leadership in a
lodge. Leadership is not a Masonic virtue. We
should separate our expectation of Masonic attributes and when leadership qualities are missing, we should be willing to become involved
and offer our leadership knowledge to help fill
the gap.
Let us turn to our third element and consider the details of the leadership pattern which
must prevail if constructive activities are to be
implemented in the lodge.
1. THE LEADER ORCANIZES.
He plans
ahead, assigns committees, delegates work,
holds officer meetings, gets people involved.
2. THE LEADER IS ORDERLY AND REGULAR.
He comes early to the Temple, starts meetings on
time, and anticipates prob- lems, acts decisively,
avoids late meetings.
3. THE LEADER ARRANGES INTERESTINC MEETINCS.
He provides instruction, motivation and
inspiration, invites guest speakers, recalls
great moments in Masonry, holds special
nights to generate interest.
4. THE LEADER PRESERVES THE LANDMARKS.
He schedules a review and discussion of these to
point out their great im- portance, calls
attention when one is involved in lodge work.
5 . THE LEADER ENHANCES MASONRY'S IMAGE.
He keeps the Temple bright and clean, encourages
public ceremonies such as installations, Ladies
Nights, School Awards, Church attendance clothed
as Masons.
6. THE LEADER FOLLOWS THE STANDARD WORK.
He studies the Ritual regularly and asks other
officers to do the same, encourages corrections,
observes work in other lodges.
7. THE LEADER PRACTICES BROTHERHOOD.
He is considerate, gives credit,
shows appreciation, holds honor nights, is
responsible and on call when needed.
8. THE LEADER IS REALISTIC.
HE faces duties with honesty, withholds praise if
it is not due, pulls no punches when hard decisions have to be made.
9. THE LEADER ADOPTS A MAJOR PROJECT.
He involves the lodge in something to sustain its
interest for several months, or all year, such as
a Sojourners Program, a Community Project, a
Youth Program, a Bulletin, a Masonic Library.
10. THE LEADER SPONSORS MASONRY'S HIGH PURPOSE.
He makes meetings a source of inspiration for the
spirit, encourages thinking on a high plane,
focuses attention on man's potential for
excellence and greatness.
Ah, yes, if the Master is gifted with the
qualities of leadership, he performs these and
similar acts and thus creates opportunity and
impetus for an ongoing lodge program. But if
he isn't gifted, how do we help him? How do
we give him leadership? The key word is HOW.
HOW do we promote leadership when it is
missing?
We contend that we are all a part of this
drama and that we have a duty to make it work.
Some of us may have a personal involvement;
each of us has watched the developing picture
in our lodge and has a deep concern for the outcome. We should look in the mirror and say,
"You own a piece of this action. Don't give me
your old wornout excuse that nobody interferes
with the Worshipful Master. What about
Brotherhood? What about Service? What
about Unity? What about the Instructive
Tongue? What about reminding a Brother in a
most friendly manner?"
Obviously, not all who see the need are
qualified to lead the leader, but there are those
in any group who know at least part of the
answer and who can be trusted to provide personal counseling with propriety. This should be
encouraged. Practical advice or a discrcct suggestion from a respected Brother can often convey a crucial message. Past Masters who have
the precious gift of seeing a lodge problem for
its relevance with 1983 and not as a carry-over
from 1957 belong in this elite group of private
counselors. District Deputies are uniquely qualified for leadership guidance. Not only were
they appointed because of their leadership qualities, but they are charged to assist the lodges to
the best of their ability and they are supportcd
by the authority of the Grand Master. This
authority is not used nearly olten enough to pry
open stubborn doors.
One step beyond private counseling is the
action which can be taken within the lodgc by
individual officers or Brethren as a means of
encouraging decisiveness thus, leadership, on
the part of the Master. Proposals can be made
for lodge projects of programs, and discussions
can be introduccd to bring information into the
open and obtain an indication of interest hy the
lodge members and set the stage for the
Master's decision. Motions for lodge commitment can be useful in forcing a leadership decision. Such strategy would be utilized for the
primary purpose of promoting lodge activity
but it should be done invariably in a manner to
accommodate the lodge Master and as a step in
developing his leadership potential. If he is fully informed of the proposed business bcfore the
meeting, then so much the better.
A third type of correction for ineffcctive
leadership is in group study of leadership principles. Lodge officer associations should Sponsor such studies through discussion, lecture or
seminar programs. Grand Lodge Officcrs and
Committees should be involved in the leadership improvement effort by the offer of instructional programs in lodges or officcr associations. As a last resort, we may look eventually
to Grand Lodge for a formal program of leadership training for officers of constituent
lodges. In fact, the time for that may be later
than we think.
In summary, although we look to the Worshipful Master for leadership, we often find
him with limited ability and we cannot demand
more from him; that lodge leadership is a management function and should not be confused
with the philosophical duties of the Master;
that when leadership qualities are absent, the
welfare of the lodge is in danger; that the technique of leadership and the pattern of lodge
management can be defined and transmitted as
a counseling or training process; that when the
need for guidance is evident, those qualified to
provide it should do so as a Masonic duty; and,
finally, that any action taken should be expressly for the assistance of the Worshipful Master
and at his will and pleasure even when we use a
2 x 4 to get his attention, tenderly, of course.
Alden H. Jones, PGM (Wash.) resides at 130
Jones Road, Kelso, WA 98626
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