GROWING THE LEADER
MORE LIGHT IN MASONRY (V): GROWING THE LEADER
by Allen E. Roberts
"How do we find leaders?" is constantly
being asked. Wise men know that no
organization can long exist unless it
develops new leaders.
Before this question can be answered, some
soul-searching is required. First, we must
determine whether or not the leadership of
the organization REALLY wants to find
leaders. Does the leadership REALLY want men
who just might be better leaders than their
superiors? Does the leadership really want to
take the time, patience, and perseverance to
train new leaders? Does the leadership really
want to spend the money necessary to produce
the leaders of tomorrow?
There are two types of leaders in every
organization: the Constructive and the
Obstructive. The Constructive Leader will
answer each of the foregoing questions in the
affirmative. He will take pleasure from
achieving with people. He will surround
himself with "strong" people and assist them
in every way possible to become better than
himself. He recognizes that the world is
changing, socially and economically. `He
realizes that differing skills are needed to
build the organization. He knows that leaders
aren't born - they have to be grown; so he
grows them.
The Obstructive Leader uses people to
increase his own prestige. He isn't about to
admit that any subordinate might know more
about anything than he does. Such a leader
takes the pats on the back and the credit, if
there are any. The subordinate will get the
knocks when things go wrong.
In Freemasonry, the principal leaders-the
chairman of the boards-are the Grand Masters
and the Worshipful Masters. They must make
the final decisions for everything done by
their Grand Lodge or Lodges. They must get
things done through other people. Everything
they attempt must utilize the human element.
Because of this, they must have a working
knowledge of the principles of management.
Why use the principles of management for
Freemasonry? Isn't this a non-profit
organization? Not exactly. Every organization
must show a "profit" or it will not long
exist. Profit in a business, to put it
simply, is money earned less costs or
expenses. In a non-profit association it is
BENEFITS DERIVED LESS UNWANTED
CONSIDERATIONS.
The principles of management, which are
actually the principles of leadership, can be
enumerated as:
- Planning
- Goal setting
- Organizing
- Communicating
- Controlling
We have covered to some extent the first two,
planning and goal setting, in earlier
articles in this series. We have covered
organizing and staffing briefly, especially
when we discussed the need of teamwork. We
will go into all of these subjects more
deeply in future Short Talks. Here we'll be
touching upon these principles as we discuss
leadership.
Where are we going to find these leaders and
potential leaders we need? The answer is
simple. Within the organization itself! We
already have the nucleus all around us. I
believe it is safe to say the Freemasonry has
more leaders of industry, education,
religion, politics, labor, and professions
than does any other organization in the
world. We just haven't been growing them in
Freemasonry as we should.
Too often we ignore the potential leader we
have close to us. This was graphically
illustrated when my wife and I had dinner
with a Grand Master of a neighboring
jurisdiction. I extolled the many Masonic
virtues of one of his members, whom I'll call
George. He looked puzzled and finally
admitted that he didn't know George, but he
would do some checking when he returned home.
If George was as good as I claimed, he would
put him on his education committee.
Two weeks later I received a letter from
George. He had been made a member of the
education committee. From that day to this,
George has been recognized as one of that
jurisdiction's most knowledgeable and
hardworking Masons.
We'll look at why we let men like George get
away from us shortly. First, let's look at
what makes a Constructive Leader. Unless we
know how to be constructive in our
leadership, it won't help to find potential
leaders. The men we have won't stay with us
very long if we take an obstructive approach.
THE CONSTRUCTIVE LEADER WILL ALWAYS:
- Give recognition
- Encourage creativity
- Request assistance
- Accept blame
- Give credit
- Seek advice
-Practice participation
Man must have recognition. We've said this
before; we'll probably say it again. The
forefathers of today's Freemasons knew this.
That's why the Senior Warden was, and is,
charged to "Pay the Craft their wages, if any
be due." How often this is recited, but
ignored. In every Lodge on any given evening
there are members sitting along the sidelines
who deserve "Master's wages". Seldom do they
receive this recognition from the Senior
Warden, or anyone else.
Surveys have proven that man's creativity is
being wasted. In, his avocations he uses less
than 20% of the creativity that he is endowed
with. The Constructive Masonic Leader will
utilize as much of this wasted ability as
possible. He will make him an important part
of the team. By doing so this man will make
the leader reach heights he didn't believe
possible.
As Freemasons we are working with a class of
men who will not and cannot be driven. They
are on the higher levels of human behavior.
They will not be ordered to do anything, but
they can be requested to help. The
Constructive Leader knows this. He also knows
that once they have agreed to help, they
should be left alone to do the job.
When things go wrong - and they will - the
Constructive Leader accepts the blame. He
then tries to determine why they went wrong
and what can be done in the future to make
them go right.
The Constructive Leader will always see that
the man who does a good job, or has submitted
an idea, gets the credit. By giving credit
where credit is due, this leader will rise
far above the crowd. He will be doing it on
the willing shoulder of loyal subordinates.
To seek advice is the mark of an outstanding
leader. No one man can possibly know all the
answers to anything. As everything grows more
and more complex, the individual will have to
seek advice frequently. This information will
be carefully weighed and will assist in
reaching the final decision about what should
be done.
Participation - Teamwork - is put to work
constantly by the Constructive Leader. He has
found that participation is the only way for
a group to reach a goal. Orders and commands
will achieve nothing.
There are many signs to watch for to discover
the "Georges" in our Lodges. Some of these
signs are often overlooked, because they
aren't what we've been taught to look for.
The potential leader is frequently the fellow
we've been warned against. He could look too
much like a trouble-maker. Actually, he
isn't. But, because he's eager to do a
top-notch job; he nay appear overly
aggressive.
THE POTENTIAL LEADER:
- Desires criticism
- Seeks responsibility
- Is creative; has ideas
- Solves problems
- Works toward goals
- Initiates action
- Wants to be independent
- Adjusts to reality
Such a future leader wants his work
evaluated. He wants constructive criticism -
not praise. He's tougher on himself than any
boss could ever be. He's continually trying
to improve.
Responsibility is something the potential
leader will seek. He'll try to find the jobs
that have a certain amount of risk to them.
He wants an opportunity to be creative - to
work toward a goal that he has helped to set.
The tougher the job, the better. It gives him
a chance to use his initiative and his
creativity.
Trying to solve knotty problems he considers
fun, not work. The tougher the problem, the
harder he'll work to put the pieces together.
In doing this, as with everything, he'll seek
advice. Once he gets into the job, he wants
to be left alone to complete it. The "book"
may point out the shortest route to Rome, but
he says, "What difference does it make if I
go to California, then to New York, then to
St. Louis, and from there to Rome, as long as
I get there within the allotted time?"
The potential leader will plan long and short
range goals for his life-and will help his
superiors plan theirs, if they will let him.
These goals will be flexible enough so that
he can adjust to reality.
When we sum up the qualities of the potential
leader, we find that he is a darn good man to
have on our side. When he's on our team,
he'll make us look better than we really are.
We certainly shouldn't pass him up just
because he's not a "book" or strict rule
follower.
You will note that I said the potential
leader finds solving knotty problems fun.
This word "fun" is the key to the success of
every Lodge. Actually, it is the key to the
success of every organization, profit and
non-profit alike.
Here's what Peter Prior, Managing Director of
H. P. Bulmer, Ltd., wrote: "Business is fun.
Companies that generate excitement about what
they are doing are more successful than those
that don't."
A young lady, 15, in trouble with the law,
was asked to define the qualities of a
leader. This is what she wrote:
"To me a leader is many things. Here's the
things I think a leader really is. He is
strong, but not by force. Leaders usually
know how to make decisions. They know where
the real fun is. A leader helps to make one's
mind wonder what to do next. One who leads
usually is ahead of the rest. He knows where
and when to expect trouble. He may be
experienced, bull-headed and even smart. To
me, that's what a leader is. To most he's
considered to be brutal, sometimes violent,
and quick."
This young lady had never been exposed to
management seminars, workshops on leadership,
or the behavioral scientists. Yet, she has
described many of the qualities brought out
by the trainers of leaders. She adds one
thing, though, that few teachers ever
mention. She claims `a leader "knows where
the real fun is."
FUN! That's one of the big answers to many of
our leadership problems. If our job isn't
fun, then it's drudgery. We'll go to it
morning after morning for only one reason. It
puts the bread and butter (or margarine) on
the table and keeps a roof over our heads.
But there is no such compulsion to attend a
Masonic Lodge or a Masonic function.
FUN! That's what we've got to have in
Freemasonry. We've got to make it something
to enjoy. Now, I don't mean undignified
tomfoolery. I mean a sharing of philosophical
values in such a way that it leaves everyone
with a sense of well-being. As Brother Conr
ad Hahn once expressed it, "Masons should
radiate the joy of wisdom." This can come
from knowledgeable Masonic speakers who have,
with a little humor, made us appreciate
Freemasonry more. It could be a song fest; a
panel discussion; a social hour or "harmony",
as our Scottish Brethren call it. It can take
many directions.
The serious and well performed degree work is
fun. When properly done, it leaves us with a
definite sense of happiness. Its well-known
theme of victory over death, the development
of man from youth, should continually make
our hearts swell with pride in the teachings
of the greatest fraternal organization known
to man.
FUN! That's one of the reasons I've
emphasized the need for TEAMS rather than the
conventional committees. Teamwork is fun.
Each member has an opportunity to share his
knowledge with his fellows. It helps each man
to grow into a leader.
Freemasonry IS fun! It was designed so by our
"ancient brethren". In those Lodges where
this concept is followed, there is growth
because there is fellowship. These Lodges'
have no problem with attendance, with
excellent degree work, with community
relations. They are growing in strength. And
they are growing leaders.
According to many psychologists, industry and
schools too often use the lord-serf, or
cattle baron approach to education. The
belief that one man knows everything, a few
know a little, but the masses know nothing,
is almost as prevalent today as it was a
hundred years ago. This is definitely the
obstructive approach to education. It
prevents growth; it represses creativity.
This relationship, where the baron tells his
foreman what he wants done and the foreman
forces his men to do it, will no longer
succeed, It never has in Freemasonry.
Frequently the workers know more than the
boss; the students, the professor; the
member, the officer. Boredom will set in. The
system, or the Lodge, disintegrates, or at
best, stagnates.
The Constructive Leader will search for the
men he wants to be the leaders of tomorrow.
He will do everything within his power to
grow them. He will not use the cattle baron
approach. He will endeavor to utilize the
creativity that will be found all around him.
He will not retard men - he will grow them.
He will do it by sharing the vast amount of
knowledge that is available to everyone
today.
One of the basic goals of every Masonic Lodge
should be the creation of an atmosphere in
which each member can find himself. And each
member will find himself if he is given an
opportunity to constructively help his
Brothers. He will then be fulfilling one of
his basic needs-the need to be wanted.
A Lodge is a living, breathing organization,
because it is made up of vibrant men. It has
to grow. And it will grow, either forward or
backward. Obstructive leadership will hold it
back. Constructive leadership will carry it
forward. The individual Freemason will decide
which way his Lodge is to go.
Our Lodges need each of us if they are to
remain in existence. If we will use the
Constructive - the Masonic - approach, there
is no limit to the heights our Lodge can
reach. They will grow because we'll be
continually growing leaders.
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