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JohnR
Unregistered
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 Posted April 6th, 2005 10:51 AM IP   
The position of leader brings with it specific duties and obligations. Of those duties and responsibilities some primary ones are shown below:
Vision-do all lodges have a vision for their future that encompasses a five to 10 year plan? This is a single vision that all lodge members feel they own and aspire to achieve. The vision is a high level map of where the lodge is going. A vision is not an action item but rather a "what we aspire to stand for". "Making good men Better" may be a vision however, without adequately developing the stages below the vision is only words that will never be acted upon. (5-10 year vision)
Goals-Do all lodges have specific goals that are directly tied to their vision that at a glance all brethren can easily see that if this goal is reached it will assist us in realizing our vision? There can be many goals that an organization must aspire to achieve if it can make the vision a reality. (5-10 year goals)
Initiatives-Initiatives are the DO or the specific actions that are developed to allow the goals of the organization be be realized. Initiatives like goals have a 5-10 year cycle of completion. LEADERS assist their teams (lodges) to determine what sequence these goals would be best be tackled in. Each goal can have many initiatives and the selection is crucial in allowing the goal to be realized in bite sized pieces. "Eating the Elephant one bite at a time".
Activities- These are the one year action items that each lodge undertakes to enable the initiatives to be completed. An action plan is developed by the TEAM that will be charged with the responsibility of achieving that activity. Depending on the numbers in each lodge will determine the number of activities that will be done annually.
It is important here to note that everything here MUST BE ACHIEVABLE. It is the responsibility of each team that undertakes a specific activity to communicate their plan to the brethren before proceeding and then continue to communicate progress on a regular basis (monthly) The teams plan MUST have a start and end date and must be measureable along the entire time it is being implemented. The team MUSTalso supply to the lodge how the action will be controlled into the future.
I believe that when all lodges in all jurisdiction have these essentials in place declining membership will no longer be an issue.
Stong leadership is an essential component to the re-vitalization of freemasonry everywhere.
Where are these great leaders?
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Admin
Administrator
Posts: 1227
Registered: Dec 2004 |
Posted April 7th, 2005 11:18 AM IP
I agree with this, I feel that lodges should
have a goal in place for the future, and every
new W.M should have is eye on the carrot.
But alas, It seems that W.M's just go through
the motions till they are replaced, by the next
one that just goes through the motions........
Rick 
Kenilworth #29 Red Deer, Alberta, Canada
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skiendhu
Super Moderator
Posts: 2627
Registered: Dec 2004 |
Posted April 7th, 2005 03:22 PM IP
I enjoyed your post Br. johnr, and I cannot but agree with what you say.
However, freemasonry like the rest of the world, is very imperfect, and education in forward planning is sadly lacking in many lodges.
This is not necessarily the fault of the lodge members, some of the lodges have barely enough members to fill the chairs and its usually enough planning to get somebody to be WM "again" next year.
It would seem pointless to form a 5 or 10 year plan when lodges in this unfortunate situation don't know if they will still be around to bring their plan to fruition.
However, this does not detract from anything you have written and I congratulate you on your forward thinking.
S&F
skiendhu
Practical experience is the best teacher
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Admin
Administrator
Posts: 1227
Registered: Dec 2004 |
Posted April 8th, 2005 11:45 AM IP
Great post ..............
Rick ?
[Edited by Admin]
Kenilworth #29 Red Deer, Alberta, Canada
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rwilliams_canada
Unregistered
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Registered: |
Posted July 15th, 2008 12:51 PM IP
Quote:
Where are these great leaders? |
I have encountered a lot of posts like this one in numerous Masonic boards, and I have to admit I'm getting a little tired of reading them. These leaders are not just going to magically appear like a bunch of apron-wearing messiahs or prophets waving 5-year plans on stone tablets, and wringing our hands about lack of leadership is just passive-aggressively allowing the perceived problem to become worse.
If you want change, you yourself must be willing to be an instrument of change. Step up to the bat and offer to help organize a leadership program within your Lodge. Propose the program in terms of positive results for the Lodge rather than dwelling on a perception of current negatives. Perhaps th Grand Lodge in your jurisdiction already has some of the elements in place. If so, I am sure they would be delighted to help you get started. You may well discover that there are others in your Craft Lodge who share your concerns and your passion and would be willing to help out if someone only asked them. I know that I got a enthusiastic reaction when I started a Masonic study group in my lodge. People kept complaining -- and had been complaining for years -- that there was no education, but no one did anything about it. I decided to do something and started the study circle when I was still a newly-raised MM -- to the relief and delight of my Lodge brothers. We now have a large group that includes everyone from new Masons to past Grand Lodge officers, and the membership ranges in age from 22 to 83. I am also part of a group that is revitalizing our Lodge's mentorship program for new initiates. The support has been there whenever someone with a vision has actually stood up, shared a well-considered action plan, and offered to try and make a difference.
So, how could a similar program build better leaders for our Lodges? Here are a few ideas off the top of my head:
While many brothers may come to the Craft with leadership skills or experience of some kind, lodges and/or Grand Lodges need to create a tightly focused program for creating teams of excellent Masonic leaders. I believe that there should be a series of training sessions with a course of study that includes the ritual so that each brother entering the officers' line fully understands both the symbolic and practical aspects of each chair; Robert's Rules of Order or a similar book to ensure smooth meetings that leave plenty of time for education or other programming of interest; and a good book on mediation and compromise, such as Getting to Yes by Roger Fisher, to prepare the officers with solid techniques for advancing an agenda while preserving the harmony of the Lodge.
Mediocre, struggling Lodges have problems that run much deeper than the currently-sitting WM, and he only has one year to try to steer the elephant onto a new course. Involving all of the officers in these training sessions -- from the currently sitting WM to the newly-appointed Junior Steward -- and requiring refresher courses each year would help build teamwork and camaraderie as well as maintaining some continuity from year to year. Once the line is running smoothly, with each officer truly knowing what is expected of him and how he should best support the WM to compete the projects on his trestleboard, it would be far easier to introduce the kinds of initiatives or changes that really can help to revitalize the Craft. The continuity created by this approach could make 5-10 year plans actually feasible. And there is no reason why the training sessions would have to be unpleasant. On the contrary, they could be opportunities to create deeper bonds of fellowship that would benefit the entire Lodge and the Craft beyond.
Finally, to be blunt, I guess I feel like a person who is not willing to put in a little extra effort to be an instrument of positive change has no right to complain from the sidelines when no one else does it either.
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Peter Taylor
Master Mason
Posts: 1946
Registered: Aug 2005 |
Posted July 16th, 2008 03:50 AM IP
This is very businees orientated but there are aspects that apply, I think!
Using the Path-Goal theory developed by Robert House which is based on the expectancy theory of motivation I see the Master’s role as being viewed as coaching or guiding members to choose the best paths for reaching their goals.
"Best" is judged by the accompanying achievement of organisational goals.
The Master will have to engage in different types of leadership behaviour depending on the nature and demands of the particular situation. It's his job to assist members in attaining their goals and to provide direction and support needed to ensure that their goals are compatible with the organisation.
A Master's behaviour is acceptable to members when viewed as a source of satisfaction and motivational when need satisfaction is contingent on performance, and the Master facilitates, coaches and is seen to reward effective performance.
Path-goal theory identifies achievement-oriented, directive, participative and supportive leadership styles.
• In achievement-oriented leadership, the Master will need to set challenging goals for members, expects them to perform at their highest level, and shows confidence in their ability to meet this expectation. This style is may be appropriate when the Brother tends to see a lack of challenges! Perhaps there is a lack of candidates; no Ritual to perform. Maybe short paper on a particular or learning a significant part of the Ritual to be presented on a business only meeting might be necessary?
• In directive leadership, the Master will need to let members know what is expected of them and helps them understand how to perform their tasks. This style is perhaps appropriate when the members are new and don’t know what is expected of them, or what paths may be open to them. Assisting the Lodge when visiting and attendance at meetings are obvious areas here.
• Participative leadership involves Masters consulting with followers and asking for their suggestions before making a decision. This style is appropriate when the member is using improper procedures or is making poor decisions. Leading Lodge committees comes to mind here.
• In supportive leadership, the leader is friendly and approachable. He shows concern for members' psychological well being. This style is appropriate when the members lack confidence. Perhaps members have difficulty learning Ritual, so there are many other valuable tasks required within the Lodge; maybe these are more appropriate to making the member feel like he is contributing and wanted.
Path-Goal theory assumes that leaders are flexible and that they can change their style, as situations require. The theory proposes two contingency variables (environment and follower characteristics) that moderate the leader behaviour-outcome relationship. There is no doubt that the Lodge Master must be flexible!
• Environment is outside the control of followers-task structure, authority system, and Lodge group. Environmental factors determine the type of leader behaviour required if the satisfaction of the member and the Lodge goals are to be maximized.
• Follower characteristics are the locus of control, experience, and perceived ability. Personal characteristics of subordinates determine how the environment and leader are interpreted. Effective Masters clarify the path to help their members achieve their goals and make the journey easier by reducing obstacles; by offering help and guidance.
Research demonstrates that in the workplace, employee performance and satisfaction are positively influenced when the leader compensates for the shortcomings in either the employee or the work setting. This is applicable to the Master as well – he must compensate for the shortcomings of the Lodge and its members also!
Regards, Peter
PM Lodge Albert 448, PM Lodge Discovery 1789, Provincial Grand Secretary of Forfarshire, Hon. 54, 164, 299, 327, 486; PZ RA Chapter Albert 503, Installed Mark Master, AASR (30th), PMWS Rose Croix, ROoS, KT, KTP, OSM, RCC, RAM, CC, SRIS, Squaremen
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rwilliams_canada
Unregistered
Posts:
Registered: |
Posted July 17th, 2008 01:38 AM IP
Those are some really interesting and thought-provoking ideas, Brother Taylor. Have you implemented these kinds of leadership initiatives in your lodge? If so, I'd be very interested in hearing how they were received and how they worked out over time. I think we have some ideas in the last couple of posts that could potentially revitalize moribund lodges!
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Peter Taylor
Master Mason
Posts: 1946
Registered: Aug 2005 |
Posted July 18th, 2008 03:45 AM IP
Not any of them per se, but being in engineering management for nearly 30 years some of the theory will have no doubt rubbed off on me and modelled my character and I must be applying a few of them sub-consciously. Without trying to sound bumptious, my Lodge was struggling quite a bit before I went into the chair.
We are quite a big Lodge in the city, but we were only getting around 18 members turning up every week, our weekly attendance is now around 40.
I believed the drop in attendance was due to the fact that my predecessors felt comfortable just getting through the Office with as little hassle as possible. It became common place to see if a meeting could be opened, business dealt with and closed again, and everyone in the bar in 20 minutes. I’m certain that is not what the members want.
Being able to listen, understand others needs and aspirations; being able to persuade others that change is not only inevitable but necessary; being able to convince others to get involved is a good thing etc etc has certainly helped me.
By the time I come out of the chair, (we do 2 years) I will have Chaired 60 odd meetings of my Lodge my program will have been completed thus:
I think the key here is that whomsoever follows me into the chair will possibly not have the leadership skills to maintain this kind of pace and will only be able to do his best. If that is not good enough to meet the overall aspirations of the Lodge, then it is up to those who do have those skills to assist the Master as much as they can. Of course, using their skills so as not to de-moralise the Master by being patronising about it!
As the Members were told before after I had just been installed into a Chair; “Recollect that the prosperity of your Chapter will as much depend upon your support, assistance, and obedience, as on his assiduity, information, and wisdom.”
Regards, Peter
PM Lodge Albert 448, PM Lodge Discovery 1789, Provincial Grand Secretary of Forfarshire, Hon. 54, 164, 299, 327, 486; PZ RA Chapter Albert 503, Installed Mark Master, AASR (30th), PMWS Rose Croix, ROoS, KT, KTP, OSM, RCC, RAM, CC, SRIS, Squaremen
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Freemason Discussion Group :: Freemasonry :: Philosophical Discussion :: Does leadership exist in the lodges of freemasonry? |
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