WHO LEADS THE LEADER?
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 been 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 certain lodge had not been well handled
during the year 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 ByLaws 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 ORGANIZES. 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 problems, acts decisively, avoids late
meetings.
3. THE LEADER ARRANGES INTERESTING MEETINGS. 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 importance, 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 worn out 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 supported by the authority of
the Grand Master. This authority is not used nearly often enough to pry open
stubborn doors.
One step beyond private counseling is the action which can be taken within
the lodge 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 introduced 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 before the meeting, then so much the better.
A third type of correction for ineffective leadership is in group study of
leadership principles. Lodge officer associations should Sponsor such
studies through discussion, lecture or seminar programs. Grand Lodge Officers
and Committees should be involved in the leadership improvement effort by the
offer of instructional programs in lodges or officer 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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