TO EXIST--OR TO LIVE
This Short Talk Bulletin has been adapted from a pamphlet, issued by the
Masonic Service Committee of the Grand Lodge of Iowa, which was written by the
late M. W. Brother Burton H. Saxton, P.G.M. We appreciate the permission of the
Grand Lodge of Iowa in allowing us to present this "good and wholesome
instruction."
The insistent demand for leadership is a wholesome sign; it means not only
that the value of constructive work is admitted, but that it must be planned and
directed by individuals who are themselves not merely willing to cooperate, but
who have the ability, through the cooperation they inspire in others, to produce
results.
The votes which elect a Master speak the confidence of the Brethren in his
leadership- a responsibility that should not rest lightly upon his shoulders,
and will not, if these Brethren have made no mistake in their estimate. The
Master, perhaps above all others, should take counsel of this: "To see how
little we can do, is to exist; to see how much we can do, is to live. " In a
large measure his officers should share his concern to adhere closely to this
challenging principle.
Adequate leadership is needed in every lodge, regardless of size or age, for
the demands of lodge administration are varied and exacting. It is recognized,
of course, that many of these duties are cared for by officers other than the
Master, but nevertheless he is the executive head of the lodge and must
therefore accept final responsibility.
We may say that a broad definition of lodge administration includes these
seven major divisions: Finances, Ritual, Masonic Education and Inspiration,
Proper Assimilation of New Members, Conservation of Membership, Fraternal
Welfare and Relief, and Relations with Grand Lodge. It should be helpful to
consider each of these separately.
FINANCES
This department of lodge administration concerns mainly income and
disbursements, assets and liabilities.
The sources of the lodge's income are usually limited to fees and dues, and,
in certain cases, rent on its commercial property, and interest on savings
deposits or securities.
From the net amount of the fees (total collected less that portion allotted
to Grand Lodge) it would seem wise to provide as far as possible a reserve for
emergencies and for relief. If there is an outstanding debt (mortgage or other),
a sinking fund should be established for its retirement and current interest
payments thereon. Infrequent petitions may make this difficult, but in principle
it is a sound method and should be observed as closely as possible.
The collection of dues presents a more complex problem, and the requirements
in relation thereto should be strictly followed. Besides collection, there are
the matters of remission of dues when justified, and of suspension for
non-payment. The only basis for remission of dues usually recognized, is actual
inability to pay. Suspension for nonpayment should be enforced when failure to
pay arises from any other cause than the one justifying remission. This rule is
of benefit not only to the lodge, which is thus relieved of paying Grand Lodge
dues by reason of the suspension, but also to the brother him- self, as his
accumulated debt to the lodge might otherwise be difficult to meet at a later
date.
It cannot be emphasized too strongly that the Grand Lodge portions of both
dues and fees should be segregated and held as trust funds, since their actual
ownership is in the Grand Lodge. In effect, the subordinate lodge has merely
collected these funds for the Grand Lodge, and under no circumstances should it
use them for its own purposes. Serious complications have sometimes arisen
because of ignorance of or indifference to this important distinction.
Disbursements affect two groups of charges: fixed and variable. Under fixed
charges (besides Grand Lodge dues and its portion of the fees) are found such
items as rent, taxes, interest, insurance, repairs, salaries, continuing relief
cases, and the transfer of approved amounts to reserve or sinking funds. The
variable charges may be classified as emergency relief cases, equipment and
supplies, entertainment, printing, postage, and miscellaneous.
Sound business methods call for the annual preparation of a budget and rigid
adherence thereto. The fixed charges may be closely known in advance, and past
experience should be a fairly safe guide in estimating those expenses which are
variable. The possibility of new or emergency relief cases presents a
difficulty, but any excess over a reasonable estimate might be drawn from the
reserve already mentioned. A budget has the advantage of requiring advance
planning, fixing limitations to variable charges, and supporting objections to
unwise or impulsive motions to incur expenses which were not anticipated. If a
lodge finds that expenses exceed income, with no immediate relief in sight, it
should either economize or increase its dues--there is no other alternative if
it is to remain solvent.
One other vitally important financial requirement of efficient lodge
administration is the annual audit of the accounts of both Secretary and
Treasurer. The audit report should go into the situation thoroughly, taking
nothing for granted, giving the facts, favorable or otherwise, as they find
them. If justifiable adverse criticism is made, steps should at once be taken to
correct the fault. Dishonesty is rarely found, but carelessness occasionally is
present, sometimes working to the disadvantage of the lodge, and should not be
further tolerated.
When any matter of unusual importance arises, such as purchase or sale of
real estate, negotiating a loan, financing the improvement or erection of a hall
or Temple, expert counsel should of course be consulted; otherwise mistakes are
easily made -- and are usually expensive.
RITUAL
Since the Ritual is so vital a part of Masonry, it is imperative that the
officers become competent in its use if the candidate is to realize as he should
the significance of the ceremonies in which he participates. His mind is (or
should be) alert to every word, for what he is about to receive lies entirely
outside his past experience. If certain officers have done their duty, he is not
disturbed by anticipation of anything not consistent with the dignity and
solemnity of the degrees; he is keenly sensitive to impressions, and they can
easily be made unfavorable by hesitant, uncertain, expressionless, or stilted
rendition of the Ritual. It should be exact, for there is only one right way,
and A proper pride will insist on precision. Deliberate and effective expression
will serve to interpret to the candidate much that otherwise might be confusing.
It is quite obvious that this calls for understanding on the part of the
officers themselves.
MASONIC EDUCATION AND INSPIRATION
The quality of our Masonry cannot rise above the level of our thinking, and
our thinking is not likely to rise above the level of what we know.
Since any study of Masonry must be purely voluntary, the least that can be
done for those who display any interest whatever is to make available authentic
material, with counsel as to its selection and use. Admitting the voluntary
nature of any such study, be it light and incidental or serious and sustained,
all possible encouragement should be given to make at least a beginning,
trusting to the appeal of the subject in due course to plead its own cause.
To speak of the study of Masonry is to speak of unlimited possibilities.
This, however, should not dismay even the newly made Mason, for he is at liberty
to attempt much or little, and to choose whatever subject or subjects he
prefers. Our historical background, both Operative and Speculative, is not only
one of intense interest, but is necessary to a better understanding of all other
phases of Masonry; therefore, regardless of later preferences, it deserves first
attention.
Symbolism is another important subject that requires investigation, since it
deeply concerns our moral, philosophical, and ethical principles; yet many of
our symbols call for interpretations far beyond the brief and obvious
definitions commonly given, and to neglect these is to miss much of the
essential spirit of Masonry itself.
There are other phases that may be explored with profit: (a) the development
and spread of Speculative Masonry over the world--for until we realize that the
Craft is a world-wide Fraternity we have not sensed the strength and
possibilities of its influence; (b) religious and political opposition, both
here and abroad, past and present; (c) Masonry in our own colonies; (d) Masonry
in the formation of our government; (e) a study of the lives of famous men who
were Masons; (f) the early history of the three degrees; (g) how we got our
Ritual. These by no means cover the entire ground, but their study--or even a
thoughtful reading of one or more of the best authorities on the various
subjects--should greatly deepen one's respect for the institution of which he is
a part. If our Craft is worth joining, it is worth understanding; the better the
understanding, the greater appreciation, appreciation leads to usefulness, and
upon the useful Mason the future of the Fraternity depends.
PROPER ASSIMILATION OF NEW MEMBERS
This is a matter of first importance, but one which, unfortunately, has not
always received the attention it deserves. The newly made Mason is an asset--but
also a responsibility. It is taken for granted that the degrees have been
conferred impressively and that he has had simple help in posting. He has been
made to feel completely at home in this new relationship, and has already sensed
a fraternal spirit new to his experience.
But his actual knowledge of Masonry is at best very limited; rather let it be
called an impression. When he became a Master Mason, he crossed the frontier of
what was, in a large sense, an undiscovered country. He has entered into what
should be regarded as a life relationship--a serious step in any case. The
remote beginnings of Masonry, its stability through the centuries, is spread
over the civilized world, its religious and political tolerance, the history of
its opposition to tyranny in any form--are all these and more to remain to him a
closed book? This question cannot be dismissed lightly if our implied obligation
to him is to be fulfilled.
The candidate should be informed of the vast reservoir of Masonic literature
available to him through the Masonic Service Association. To encourage him in
the use of this collection is to point the way to a greater appreciation of the
Fraternity with which he has now become identified. He has been told that
"Masonry is a progressive science," but this is meaningless to the individual
unless he shares in its progress. He may have initiative, but direction and
counsel are necessary and clearly his right.
The process of assimilation cannot be complete until the new member has been
given something to do. Not only does this make him feel that he is a fully
"accepted" Mason, but it is to a certain extent a test of his mental attitude as
well as of his ability. Even a slight (but early) participation in some activity
of the lodge will seem important, or at least welcome, to him, for he is thereby
made to realize that he "belongs"--a heartwarming discovery.
CONSERVATION OF MEMBERSHIP
Broadly speaking, a member who was worth getting is surely worth keeping.
Some loss is inevitable, aside from deaths; but, if combined losses were
steadily to exceed initiations, eventually Masonry would disappear. This
theoretical possibility is mentioned only to emphasize the vital importance of
conserving what we have, and conserving it to the utmost of our ability. We
cannot legally solicit petitions, but we can and should use every legitimate
means to avoid even the smallest loss of desirable membership. For example, no
worthy brother should be allowed to forfeit his good standing if he is actually
unable to pay his dues. His pride may keep him silent, but the Secretary or some
other member aware of the difficult situation should be able to satisfy himself
of the true state of affairs and recommend remission. There may be borderline
cases which should be referred to a committee, and a personal interview will
often clear up the matter of delinquent dues when carelessness or indifference
accounts for the delay.
It should be presumed that those who have been suspended for nonpayment will,
in the course of time, be willing and able to petition for reinstatement. These
cases should never be allowed to drift indefinitely, for the longer they remain
out of touch with the lodge, the greater the chance of losing them permanently.
Carefully planned efforts should be made at intervals to close up the ranks, and
experience has shown that surprisingly good results are possible.
The principle of conservation of membership deals also with matters wholly
apart from finances. It has to do with the interest of the individual in Masonry
itself. In the section devoted to the proper assimilation of new members, the
importance of giving them something to do was strongly emphasized. This sound
principle should be applied with equal care to those older brethren-that is,
older in point of membership-who have no official duties and perhaps no place on
active committees. The problem of attendance is constant, and bears some
relation to conservation; it is reasonable to suppose that members who are given
a chance to be directly useful in lodge affairs will take more interest, and
that interest will impel attendance; furthermore, a member whose interest is
sustained by lodge activities in which he has even a small part is likely to
value his good standing more highly than if nothing is expected of him.
The Master has heard time and again that one of his duties is to "set the
Craft at work." He must, of course, decide what should be attempted in his
particular lodge. It is presumed that he has had some official responsibility
prior to his advancement to the East, and that he has profited both by
observation and experience. He is likewise familiar with the diversity of
interests and capabilities of many of his brethren. Given these advantages, plus
some definite ideas of what needs to be done (and anything which will benefit
the lodge is a need), he is ready to set the machinery in motion.
The newly elected Master is soon conscious of the fact that the
responsibility of leadership, heretofore viewed from some other station in the
lodge, is a reality which he, himself, must meet and discharge-and with credit,
if he is to justify the confidence of his brethren.
The diversity of interests always present in any group must be recognized.
This will point the necessity of diversified types of meetings if satisfactory
attendance and cooperation are to be secured. This variety is wholesome.
Monotony is deadly-and it may safely be attributed to lack of initiative, or to
insistence on or restriction to some one activity in which only a few may be
interested, or to a sadly inadequate understanding of Masonry itself.
FRATERNAL WELFARE AND RELIEF
While Relief is the second of our three principal tenets, Masonry in no sense
guarantees indemnity for physical or financial misfortune. It does, however,
impress upon the individual member at the outset of his Masonic career the
profoundly important principle of Charity. While this obligation is accepted
individually, it is clear that some well-defined plan must be adopted by the
membership as a whole if relief is to be administered effectively.
Few, if any, lodges escape the necessity of contributing funds for the relief
of unfortunate brethren or their dependents. It should be remembered that such
relief is primarily the responsibility of the lodge, and that the Grand Lodge
Charity Fund should not be called on for help unless or until the lodge has
exhausted its own available resources.
The sympathetic and the practical should be equally blended in the approach
to all such cases. Moreover, the term "Charity," as Masons use it, is not
limited to emergencies that simply require immediate food, shelter, or clothing;
it embraces continuing relief when necessary, as in event of serious accident or
illness; it may even include certain welfare work, rehabilitation of families,
supervision or at least kindly counsel in the problems of education of minor
children, and assistance in finding employment. It should not be forgotten that
the knowledge of sincere interest on the part of his brethren is cheering and
stabilizing to the one who is facing grave difficulties. This interest should be
made very plain to him, for an encouraging word is often powerful in its effect.
While on this subject, it is suggested that not all the anxieties of our
brethren are financial, and that a tactful expression of genuine concern for his
welfare may be gratefully remembered long after you have forgotten the incident.
RELATIONS WITH GRAND LODGE Grand Lodge is usually referred to as an event-the
Annual Communication-rather than as an organization which functions steadily
throughout the year; the latter sense is the one in which it is here considered.
Because of the many points of contact with Grand Lodge, both Master and
Secretary should become familiar with the Code-at least with all those portions
relating to lodge administration. No car owner would for a moment consider
starting on an unfamiliar tour of the country without a road map; nor, having
it, would he fail to consult it-in advance-at every point of uncertainty. This
very simple and obvious principle applies, especially, to the Master and
Secretary in the conduct of their several duties. "The Book of Constitutions you
are to search at all times"-a sentence from the ceremony of installation of the
Master, and a significant one.
There are two Grand Lodge officers with whom the Craft is frequently in
contact: the Grand Master and the Grand Secretary. The former presides over the
Grand Lodge at its Annual Communication, and also (in person or by duly
appointed representative) at special communications, such as dedications,
corner-stone layings, constituting newly chartered lodges, funerals, and any
other occasions wholly under the supervision of Grand Lodge. He issues
dispensations for the formation of new lodges. Upon request, he renders opinions
for administrative guidance of the Craft, and decisions on points at issue-the
latter subject to later review by the Committee on Masonic Jurisprudence in most
jurisdictions. With certain exceptions, he appoints all committees, boards, and
non-elective officers. He may arrest the jewel of any lodge officer, or the
charter of any lodge. He may "convene, open, preside in, inspect, and close any
lodge in the Grand Jurisdiction, and require conformity to Masonic law and
usage. " He is "to exercise and discharge the executive functions of the Grand
Lodge when it is not in session" is an indication of his responsibility and
authority.
There is much correspondence and consultation with the Grand Secretary during
the course of the year, yet in many cases of legal nature such inquiries would
often be unnecessary if the Master or Secretary would consult the Code instead
(this likewise applies to similar questions sent the Grand Master).
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