PGM Bailey, I should probably sleep on thoughts of "Leadership", and comment tomorrow, but here goes. As a young whippersnapper, I got started in 4-H, Boy Scouts, and DeMolay. This led me to higher responsibilities, then starting a Chess Club in my high school, and becoming my high school band Drum Major.
I interviewed for a summer camp job as a Dining Hall Steward, and got the job (as the only boy in Girl Scout Camp Meadowlea)! Hmmm... The following summer, the Camp Director sent me to an American Red Cross Water Safety Instructor Certification Course, and brought me back as Waterfront Director.
This led to NY US Army National Guard Officer Candidate School, and finally going thru the chairs to getting elected as Master of Webster Lodge No. 538. Leadership just happens to develop if we start early enough as a teenager?
>>>Leadership just happens to develop if we start early enough as a teenager?
I imagine that a good leader is both born and made. Some people likely just have a natural aptitude for it, but certainly it can be a skill developed by all. And I have no doubt that as you suggest, it can be developed early in life.
Indeed, it is easier for us to learn anything when we are young, so I agree with you that these groups are vitally important for that.
Like you, I got involved with Scouting at a young age, and I stuck with it into adulthood. I was also very heavily involved with the FFA. I attribute a good deal of the successes I've had as an adult to those activities as a young person.
If I can speak frankly here about our own Masonic youth group, the Rainbow:
(I'm citing Rainbow because it is the youth group we have at my little city's Lodge, so is the one of the three I'm most familiar with.)
When I have attended Rainbow meetings, the whole experience is just weird to me. Disorganized, loud, goofy, almost out of control. But it is largely run by the girls themselves, with the adults just making sure that they don't do something dangerous or whatever.
When I see the women who have grown up in Rainbow, they impress. It turns out women of a higher standard than the average. A noticeably higher standard in my opinion.
Letting kids run things creates adults who are capable of running things.
It was 2006, and seven other instructors and I had just finished a day of leadership instruction for a group of Masonic leaders. The instruction focused on the proper behaviors of a leader, and one of the instructors, a Grand Master at the time, commented that what we were teaching closely aligned with the Masonic values presented in the rituals. That comment inspired me to write "Leading with Masonic Values." This has been a constant leadership message I have conveyed for 20 years. I have revised it several times over the years, and here is the current version. Please don't hesitate to use. https://masonsleadbetter.com/wp-content/uploads/2025/04/Leading-With-Masonic-Values-ver-2025.pdf
Leadership is hard and at times unpopular. We’ve all been around those leaders that never seem to have a hiccup and those that can’t get their shoes tied. For me, before someone can be a leader, they need to be respected. A leader with little or no respect will face uphill battles on everything. I found that being prepared, for a meeting, degree, teaching, goes a long way to earning that respect. A leader that shows wisdom in their decisions is usually a leader that has surrounded themselves with wise counsel listens to that counsel.
“A leader with little or no respect will face uphill battles on everything. I found that being prepared, for a meeting, degree, teaching, goes a long way to earning that respect.”
This reminds me of a section out of the older Lodge Officer’s Handbook:
“If the Master is scurrying around checking up on his agenda, trying to line up members to fill the stations of missing Officers, or tending to other matters which should have been settled before the time Lodge is to be opened, his mind will not be in a condition to perform this duty in the proper manner.”
The new version revised the wording on this statement, but the words stuck with me when I was a young Mason in the late 1990’s, going through the chairs for the first time. Listen. Learn. Heed the lessons taught to you. Utilize them as you prepare for your next meeting. This is how you improve yourself in not only Freemasonry, but with your family, your occupation, and your overall life.
“A leader that shows wisdom in their decisions is usually a leader that has surrounded themselves with wise counsel listens to that counsel.” With the key word of Listening. Like MWB Don Munks said 9 years ago with his theme for the year: Learn and Change. As simple as that 3-word sentence seems on the surface, it’s frustrating to see how many people, including several of our Brothers, learn the lessons taught, sometimes the hard way, yet over a short period of time, revert to the old, bad habits. I keep helping them, and many brothers will approach me and admonish me to quit wasting my time, that I’ve done all I can, and I keep helping, but those Brothers are right, unfortunately. They have to hit the “rock bottom” to truly understand, and heed the wise counsel taught them.
And yes, true leadership can be quite a challenge. I see the tough decisions that Grand Masters have to take, and whatever fallout may result from those decisions. I’ve learned a lot from these situations.
>>>“If the Master is scurrying around checking up on his agenda, trying to line up >>>members to fill the stations of missing Officers, or tending to other matters which >>>should have been settled before the time Lodge is to be opened, his mind will not be >>>in a condition to perform this duty in the proper manner.”
I would argue that one of the keys to avoiding this sorry state of affairs is to get together often enough.
John Doe comes running up to the WM five minutes before the meeting starts in order to get him to add something to the agenda. Because John Doe hasn't seen the WM in a month or so. Officer meetings at which all members are invited takes care of that. As do social events, discussions, &c. We don't serve ourselves well when we only see, and only talk with each other at Stated Meetings.
I also think that we can quietly help our Worshipful Masters.
You'll recall that when I was WM of Centralia Lodge, I deviated from the 'standard agenda.' I didn't call for Old Business if there was no Old Business. I didn't call for New Business if there was no New Business. And I knew if there was or not by sending out draft agendas for comment and addition.
But one elderly member of the Lodge couldn't wrap his head around that idea. So following every meeting, he wanted to come up to me to complain about it.
Another member of the Lodge figured that out, and began intercepting this Brother on his way to the East, engaging him in conversation, thus giving me a few minutes to put the Lodge's affairs in order with the Secretary.
This wasn't something I asked for, the Brother just did it on his own to help, and it was a tremendous help.
I think that you are undoubtedly correct. Men won't follow a man whom they don't respect. Beyond that, I think a leader needs to have a vision, and be able to communicate that vision. And that goes back to respect. A leader who won't tell those he's trying to lead where he wants to lead them is disrespecting them. So It goes both ways, the men need to respect the leader, and the leader needs to respect the men. This can't be forced though, it is either there or it isn't there.
Specific to Masonry, indeed the points you mention about preparation are vital as well. I learned really early in my Masonic career that the most surefire way to gain the respect of other Masons was to be prepared to perform assigned tasks and roles correctly.
“Too many Masters have become bogged in details, and thus lost the path to success. The ideal Master does not lose his way!” – Carl H. Claudy, The Master’s Book
Throughout Masonry, a man is given various titles and duties, before they’ve had a chance to understand and live up to the expectations, requiring them to ‘learn on the job’. These titles, too, become an ever-present reminder for nobler deeds, higher thoughts, and greater achievements. While it is important for Leader’s within the Craft to remember that they govern by consent of the organization, it’s imperative that the organization remember that as well. Our Leaders are still a point within a circle, and our duties to each other are not limited by titles.
I’m currently mentoring an EA. Along with various bits of conversation about the Degree is an understanding that he will make some mistakes in the Lodge. Given that assurance that mistakes will be greeted with Brotherly Love, I think, allows him to better dive into the Craft and attempt to explore its teachings with a knowledge that he’ll be ‘ok’. I suspect this is common practice in all Lodges; to give grace to one who’s learning something new. We should extend this grace to the man chosen to lead the organization, especially if it’s their first time.
“Wisdom leads us to understand which things should be let go, and which should be fought.”
To the Master dying on the hill, I would suggest reconsidering their position. If they are unable to articulate their justifications in a manner that convinces the majority, there should be pause and reflection. Have they taken the necessary steps to ensure their position is valid? Are they so wise and the path they’ve chosen is so perfect, that it requires a level of wisdom that it is unobtainable by others? I suspect not. Let’s put the gavel down, pick up the trowel, and use the combined wisdom of the organization to come to a harmonious decision. The manner in which you came to the decision, may be more important than the decision itself.
>>>“Too many Masters have become bogged in details, and thus lost the path to success. >>>The ideal Master does not lose his way!” – Carl H. Claudy, The Master’s Book
In my opinion, there are a myriad of resources that we can study in order to better be able to run a Lodge.
This tiny book is the most helpful and greatest of them all. If it is followed, a WM will find success.
This quote often comes to mind when looking to the future, "A society grows great when old men plant trees in whose shade they know they shall never sit."
If we consider our actions with respect to the future then the resulting fruits of our labor and their benefit or detriment to ourselves, or our communities, becomes clear. It also seems to apply to where and how to implement the tools we have been given in order to preserve and grow the craft.
The point you make is excellent, effort spread too thin it makes for a weak foundation. Much as too much in the wrong places carries its own concerns... Keep up the Great Work Brother.
Thank you Brother. Balance, or equilibrium is a huge lesson taught in the Scottish Rite.
But beyond that, what I find most interesting is that my wife believes it to be the essential teaching of Freemasonry.
I'll explain. She's in a rather unique position in that through her lifetime she has probably attended as many or more Masonic meetings as the average Mason. Not Stated Meetings of course, but official and unofficial gatherings, district meetings, Lodge dinners and all the rest. She's talked with thousands of Masons, in my Jurisdiction and outside of it.
So she's had a lot of exposure to Masons and Masonry, without ever seeing our Degrees or Lectures. From that exposure, and without seeing those things done behind tyled doors, she's concluded that balance is our fundamental teaching. I've long found that fascinating.
I sometimes think that it would be easier to start over with a blank slate. More effective to start 'Brand Spankin New Lodge No. 1000' than to try and significantly improve 'Tired Old Lodge No. 400.'
I have such a dilemma now. It involves a Lodge that you and I are a member of MW Cameron and I am one of the senior past masters. Our Worshipful Master has set aside one of the traditions of our Lodge and it has had a negative impact.
I have urged our WM in a message including the brothers of our Lodge to return to our traditional practice and he has been silent on the topic.
You and I have briefly discussed the situation, and I don't think that I have any good advice to share.
It seems to me that the Lodge in question is acknowledged by all to be a different sort of Lodge than the norm. It is, in all but name, a historic Lodge, existing only to maintain its unique history, not to make Masons.
Given that, it does operate differently from a normal Lodge. And that is not unique within our Jurisdiction or without it. The way it operates seems to be the same way other historic Lodges operate within and without Washington.
I think that both you and I recognize that if the Lodge begins operating like a normal Lodge, it will die. It's not positioned to operate like a normal Lodge, it's extremely isolated location won't allow it. That is why long ago it was moved to a historical model, for if it hadn't, it would have been gone decades ago.
As it is, once it was moved to that different model, it became hugely successful, one of the bright lights of the Jurisdiction.
One option would be to try and change the Washington Masonic Code to make it an official historic Lodge as was done with Grand Mound No. 3. That's a rough road though.
Another option would be an informal vote of the members to show broad support for maintaining the historical model of operation. Perhaps that would show the WM that he lacks support for the changes he's put in place.
How far, and how hard you want to push it, I don't know. Part of my hesitation is the fact that I've not been able to attend for so very long. When I moved the Lodge went from a couple hour round trip for me to a ten or twelve hour round trip depending on traffic.
If not addressed, I will raise before and in open Lodge. If the pattern continues I will propose that we change the name of the Lodge and/or consolidate before we do any more damage to our namesake's reputation. To the best of my knowledge, he did not want the Lodge to be named after him. We just didn't listen to him.
I believe legislation that allows a Lodge to increase the number of cubes required to reject a petition for affiliation through bylaws change would likely solve the broader issue in our jurisdiction. Maybe should also propose allowing Lodges to specify in bylaws that no or only oversized black cubes be present in the ballot as the Lodge intends to elect for affiliation all Master Masons in good standing. I haven't looked through this year's legislation yet. I do have a report due today. ;-)
A name change proposal certainly might shake things up! And seems appropriate. If the current practices are not reflective of what the Lodge's namesake envisioned it to be, well a return to the old name seems right.
PGM Bailey, I should probably sleep on thoughts of "Leadership", and comment tomorrow, but here goes. As a young whippersnapper, I got started in 4-H, Boy Scouts, and DeMolay. This led me to higher responsibilities, then starting a Chess Club in my high school, and becoming my high school band Drum Major.
I interviewed for a summer camp job as a Dining Hall Steward, and got the job (as the only boy in Girl Scout Camp Meadowlea)! Hmmm... The following summer, the Camp Director sent me to an American Red Cross Water Safety Instructor Certification Course, and brought me back as Waterfront Director.
This led to NY US Army National Guard Officer Candidate School, and finally going thru the chairs to getting elected as Master of Webster Lodge No. 538. Leadership just happens to develop if we start early enough as a teenager?
>>>Leadership just happens to develop if we start early enough as a teenager?
I imagine that a good leader is both born and made. Some people likely just have a natural aptitude for it, but certainly it can be a skill developed by all. And I have no doubt that as you suggest, it can be developed early in life.
Indeed, it is easier for us to learn anything when we are young, so I agree with you that these groups are vitally important for that.
Like you, I got involved with Scouting at a young age, and I stuck with it into adulthood. I was also very heavily involved with the FFA. I attribute a good deal of the successes I've had as an adult to those activities as a young person.
If I can speak frankly here about our own Masonic youth group, the Rainbow:
(I'm citing Rainbow because it is the youth group we have at my little city's Lodge, so is the one of the three I'm most familiar with.)
When I have attended Rainbow meetings, the whole experience is just weird to me. Disorganized, loud, goofy, almost out of control. But it is largely run by the girls themselves, with the adults just making sure that they don't do something dangerous or whatever.
When I see the women who have grown up in Rainbow, they impress. It turns out women of a higher standard than the average. A noticeably higher standard in my opinion.
Letting kids run things creates adults who are capable of running things.
It was 2006, and seven other instructors and I had just finished a day of leadership instruction for a group of Masonic leaders. The instruction focused on the proper behaviors of a leader, and one of the instructors, a Grand Master at the time, commented that what we were teaching closely aligned with the Masonic values presented in the rituals. That comment inspired me to write "Leading with Masonic Values." This has been a constant leadership message I have conveyed for 20 years. I have revised it several times over the years, and here is the current version. Please don't hesitate to use. https://masonsleadbetter.com/wp-content/uploads/2025/04/Leading-With-Masonic-Values-ver-2025.pdf
Excellent read.
Thank you.
Thank you for this Brother. As with all your Masonic work, I think it is really valuable, and I truly appreciate you sharing it here!
Thank you for your kind words.
I really appreciate it when you share your work here, I know that lots of people find value in it.
Leadership is hard and at times unpopular. We’ve all been around those leaders that never seem to have a hiccup and those that can’t get their shoes tied. For me, before someone can be a leader, they need to be respected. A leader with little or no respect will face uphill battles on everything. I found that being prepared, for a meeting, degree, teaching, goes a long way to earning that respect. A leader that shows wisdom in their decisions is usually a leader that has surrounded themselves with wise counsel listens to that counsel.
“A leader with little or no respect will face uphill battles on everything. I found that being prepared, for a meeting, degree, teaching, goes a long way to earning that respect.”
This reminds me of a section out of the older Lodge Officer’s Handbook:
“If the Master is scurrying around checking up on his agenda, trying to line up members to fill the stations of missing Officers, or tending to other matters which should have been settled before the time Lodge is to be opened, his mind will not be in a condition to perform this duty in the proper manner.”
The new version revised the wording on this statement, but the words stuck with me when I was a young Mason in the late 1990’s, going through the chairs for the first time. Listen. Learn. Heed the lessons taught to you. Utilize them as you prepare for your next meeting. This is how you improve yourself in not only Freemasonry, but with your family, your occupation, and your overall life.
“A leader that shows wisdom in their decisions is usually a leader that has surrounded themselves with wise counsel listens to that counsel.” With the key word of Listening. Like MWB Don Munks said 9 years ago with his theme for the year: Learn and Change. As simple as that 3-word sentence seems on the surface, it’s frustrating to see how many people, including several of our Brothers, learn the lessons taught, sometimes the hard way, yet over a short period of time, revert to the old, bad habits. I keep helping them, and many brothers will approach me and admonish me to quit wasting my time, that I’ve done all I can, and I keep helping, but those Brothers are right, unfortunately. They have to hit the “rock bottom” to truly understand, and heed the wise counsel taught them.
And yes, true leadership can be quite a challenge. I see the tough decisions that Grand Masters have to take, and whatever fallout may result from those decisions. I’ve learned a lot from these situations.
>>>“If the Master is scurrying around checking up on his agenda, trying to line up >>>members to fill the stations of missing Officers, or tending to other matters which >>>should have been settled before the time Lodge is to be opened, his mind will not be >>>in a condition to perform this duty in the proper manner.”
I would argue that one of the keys to avoiding this sorry state of affairs is to get together often enough.
John Doe comes running up to the WM five minutes before the meeting starts in order to get him to add something to the agenda. Because John Doe hasn't seen the WM in a month or so. Officer meetings at which all members are invited takes care of that. As do social events, discussions, &c. We don't serve ourselves well when we only see, and only talk with each other at Stated Meetings.
I also think that we can quietly help our Worshipful Masters.
You'll recall that when I was WM of Centralia Lodge, I deviated from the 'standard agenda.' I didn't call for Old Business if there was no Old Business. I didn't call for New Business if there was no New Business. And I knew if there was or not by sending out draft agendas for comment and addition.
But one elderly member of the Lodge couldn't wrap his head around that idea. So following every meeting, he wanted to come up to me to complain about it.
Another member of the Lodge figured that out, and began intercepting this Brother on his way to the East, engaging him in conversation, thus giving me a few minutes to put the Lodge's affairs in order with the Secretary.
This wasn't something I asked for, the Brother just did it on his own to help, and it was a tremendous help.
I think that you are undoubtedly correct. Men won't follow a man whom they don't respect. Beyond that, I think a leader needs to have a vision, and be able to communicate that vision. And that goes back to respect. A leader who won't tell those he's trying to lead where he wants to lead them is disrespecting them. So It goes both ways, the men need to respect the leader, and the leader needs to respect the men. This can't be forced though, it is either there or it isn't there.
Specific to Masonry, indeed the points you mention about preparation are vital as well. I learned really early in my Masonic career that the most surefire way to gain the respect of other Masons was to be prepared to perform assigned tasks and roles correctly.
“Too many Masters have become bogged in details, and thus lost the path to success. The ideal Master does not lose his way!” – Carl H. Claudy, The Master’s Book
Throughout Masonry, a man is given various titles and duties, before they’ve had a chance to understand and live up to the expectations, requiring them to ‘learn on the job’. These titles, too, become an ever-present reminder for nobler deeds, higher thoughts, and greater achievements. While it is important for Leader’s within the Craft to remember that they govern by consent of the organization, it’s imperative that the organization remember that as well. Our Leaders are still a point within a circle, and our duties to each other are not limited by titles.
I’m currently mentoring an EA. Along with various bits of conversation about the Degree is an understanding that he will make some mistakes in the Lodge. Given that assurance that mistakes will be greeted with Brotherly Love, I think, allows him to better dive into the Craft and attempt to explore its teachings with a knowledge that he’ll be ‘ok’. I suspect this is common practice in all Lodges; to give grace to one who’s learning something new. We should extend this grace to the man chosen to lead the organization, especially if it’s their first time.
“Wisdom leads us to understand which things should be let go, and which should be fought.”
To the Master dying on the hill, I would suggest reconsidering their position. If they are unable to articulate their justifications in a manner that convinces the majority, there should be pause and reflection. Have they taken the necessary steps to ensure their position is valid? Are they so wise and the path they’ve chosen is so perfect, that it requires a level of wisdom that it is unobtainable by others? I suspect not. Let’s put the gavel down, pick up the trowel, and use the combined wisdom of the organization to come to a harmonious decision. The manner in which you came to the decision, may be more important than the decision itself.
>>>“Too many Masters have become bogged in details, and thus lost the path to success. >>>The ideal Master does not lose his way!” – Carl H. Claudy, The Master’s Book
In my opinion, there are a myriad of resources that we can study in order to better be able to run a Lodge.
This tiny book is the most helpful and greatest of them all. If it is followed, a WM will find success.
First of all, excellent title Brother.
This quote often comes to mind when looking to the future, "A society grows great when old men plant trees in whose shade they know they shall never sit."
If we consider our actions with respect to the future then the resulting fruits of our labor and their benefit or detriment to ourselves, or our communities, becomes clear. It also seems to apply to where and how to implement the tools we have been given in order to preserve and grow the craft.
The point you make is excellent, effort spread too thin it makes for a weak foundation. Much as too much in the wrong places carries its own concerns... Keep up the Great Work Brother.
Thank you Brother. Balance, or equilibrium is a huge lesson taught in the Scottish Rite.
But beyond that, what I find most interesting is that my wife believes it to be the essential teaching of Freemasonry.
I'll explain. She's in a rather unique position in that through her lifetime she has probably attended as many or more Masonic meetings as the average Mason. Not Stated Meetings of course, but official and unofficial gatherings, district meetings, Lodge dinners and all the rest. She's talked with thousands of Masons, in my Jurisdiction and outside of it.
So she's had a lot of exposure to Masons and Masonry, without ever seeing our Degrees or Lectures. From that exposure, and without seeing those things done behind tyled doors, she's concluded that balance is our fundamental teaching. I've long found that fascinating.
That’s a rather “pointed” and astute observation she has made Brother. I look forward to seeing you all again soon!
Leading a lodge in masonry has it's own peculiar challenges, highest on that list, in my humble opinion, is the fight against...inertia.
Undoubtedly.
I sometimes think that it would be easier to start over with a blank slate. More effective to start 'Brand Spankin New Lodge No. 1000' than to try and significantly improve 'Tired Old Lodge No. 400.'
I have such a dilemma now. It involves a Lodge that you and I are a member of MW Cameron and I am one of the senior past masters. Our Worshipful Master has set aside one of the traditions of our Lodge and it has had a negative impact.
I have urged our WM in a message including the brothers of our Lodge to return to our traditional practice and he has been silent on the topic.
Do I sit and hope or do I act. And how act?
You and I have briefly discussed the situation, and I don't think that I have any good advice to share.
It seems to me that the Lodge in question is acknowledged by all to be a different sort of Lodge than the norm. It is, in all but name, a historic Lodge, existing only to maintain its unique history, not to make Masons.
Given that, it does operate differently from a normal Lodge. And that is not unique within our Jurisdiction or without it. The way it operates seems to be the same way other historic Lodges operate within and without Washington.
I think that both you and I recognize that if the Lodge begins operating like a normal Lodge, it will die. It's not positioned to operate like a normal Lodge, it's extremely isolated location won't allow it. That is why long ago it was moved to a historical model, for if it hadn't, it would have been gone decades ago.
As it is, once it was moved to that different model, it became hugely successful, one of the bright lights of the Jurisdiction.
One option would be to try and change the Washington Masonic Code to make it an official historic Lodge as was done with Grand Mound No. 3. That's a rough road though.
Another option would be an informal vote of the members to show broad support for maintaining the historical model of operation. Perhaps that would show the WM that he lacks support for the changes he's put in place.
How far, and how hard you want to push it, I don't know. Part of my hesitation is the fact that I've not been able to attend for so very long. When I moved the Lodge went from a couple hour round trip for me to a ten or twelve hour round trip depending on traffic.
If not addressed, I will raise before and in open Lodge. If the pattern continues I will propose that we change the name of the Lodge and/or consolidate before we do any more damage to our namesake's reputation. To the best of my knowledge, he did not want the Lodge to be named after him. We just didn't listen to him.
I believe legislation that allows a Lodge to increase the number of cubes required to reject a petition for affiliation through bylaws change would likely solve the broader issue in our jurisdiction. Maybe should also propose allowing Lodges to specify in bylaws that no or only oversized black cubes be present in the ballot as the Lodge intends to elect for affiliation all Master Masons in good standing. I haven't looked through this year's legislation yet. I do have a report due today. ;-)
A name change proposal certainly might shake things up! And seems appropriate. If the current practices are not reflective of what the Lodge's namesake envisioned it to be, well a return to the old name seems right.
Very Insightful and inspiring for new Masons. Can be useful for every aspect of life-“making good men better” Thank you.
Thank you Brother! I really appreciate your kind words!