Two things came up at our Rummer & Grapes meeting last night that I think warrant further discussion here:
Should Lodges (Worshipful Masters) appoint a Director of Programs to organize outside events, family events, educational presentations, and the like? Taking that work off the shoulders of the Lodge leadership?
If a Lodge has a retired Brother, or a Brothers wife, who really enjoys cooking, and is good at it, hire that Brother, or wife, to take over the creation of Lodge meals?
At first blush, both of these ideas seemed good to me in select Lodge situations, so I think that they are certainly worth discussing.
Would implementing them, where needed, and where possible, help to create that truly Legendary Masonic Experience?
Let’s chat about it…
Our Emeth BBQ was this past weekend, and it was a great time! We had around 20 Masons, from 11 different Lodges. Dinner was Ribs, Smoked Meatloaf, and Tri-Tip. Brother Jason took home the trophy. Thank you to everyone who attended, I look forward to doing it again next year!
If a WM has in his lodge someone who wants to direct programs, then absolutely he should appoint someone in that role. Good WMs (in my opinion) figure out how each person wants to contribute and then draw those contributions out of those people rather than tasking people with work. Totally different mindset. It isn't about taking the work off of the shoulders of Lodge Leadership (although that's nice too) it's about letting people shine in the way they want to.
Relatedly, some lodges I find *try* to design "top down" structures where the WM says, "these are my 5 priorities" and then goes around looking for people to do those 5 things. I feel this might be backwards. It puts the WM in the mode of tasking volunteers and herding cats.
A better model might be that the WM knows/interviews all the most active members and basically understands "what's your thing? How are you called to serve?" and then designs a program around who he has got. Each person serves in the way they're called to serve.
WMs in this mode do not task people to do stuff, more they unleash/support people to do stuff they already wanted to do.
I think this dynamic (for me) explains in a nutshell why some lodges are about charity, others about education, etc. It also explains why lodges have always struggled to have long-term big ambitious plans.
On cooking & meals....it's really the same dynamic. Absolutely do that if you've got someone called to serve in that way. Absolutely don't if you don't.
This a great idea, the problem is in the implementation. Grand Lodge can do a service to the entire jurisdiction, but this will fizzle out without the proper steps.
Grand Lodge needs to build a sample project plan, all inclusive, and work with the Lodges to propagate. Also, take feedback so the individual Lodge members feel ownership and will use this. Below is a transcription of a PowerPoint I’ve used before as a high-level introduction. Also the first section give my experience and education. First the steps and then the working comments. This is high-level, once I’m over COVID, I’lll be available for face-to-face dialogue.
From the PowerPoint:
Claris Everett Hyett, MSPM
Claris Everett Hyett graduated from Augustana College in Rock Island, Illinois in 1973 with Bachelor of Arts in Applied Science with a major emphasis in Chemistry.
Claris Hyett was raised on a farm with an early exposure to finance, marketing, and business planning; has worked in construction, production, manufacturing engineering, process engineering and project management; both as a problem solver and a change agent.
While performing these assignments, he was developing a methodology based on his formal education for structure and format plus his insight and knowledge gained by leading teams while working alongside the team members.
In his career, Claris has worked as a project manager in IT; developing and performing throughput analysis for software implementation, developing the work placement process for suppliers, developing supplier testing methodology supporting software implementation, prototyping the issue resolution process sustaining work placement, and mentoring new team members in these efforts.
The experience he brings to a project management position supplements his degree of Master of Science in Project Management. His experience with all facets of projects gives a depth of understanding to working with people and with teams.
Definition
Project Structure
• Architecture
• Definition
• Activities
• Tasks
Phases
• Accept (the trigger)
• Research
• Action
• Terminate
Metrics
• Efficiency
• Quality
• Cycle Time
• Schedule.
ADAT
The first assumption is four levels are used in the structure of a project; Architecture, Definition, Activity, Task (ADAT).
The Architecture level is the vision, mission, objectives, and goals statement for the project.
The Definition level identifies resources, deliverables, assumptions, methodology, documentation, and schedule requirements.
The Activity level defines the major steps taken to add value to the deliverable and are modeled in an object-to-object relationship with each object defined in the phases detailed in the succeeding paragraphs.
The Task level identifies the resources to be used with a task defined for each trigger input, regulatory function, participating job role, and value-added change of state to the flow product as it passes through the activity.
Activity
The Activity level has four criteria;
• job roles for the activity;
• Predecessor/successor relationships (network diagram) for resource management and critical path analysis;
• The expected duration that each activity will take for PERT or Critical Path analysis;
• Consensual external metrics for the entry and exit criteria to the activity plus internal metrics to monitor progress within the activity for each task.
Two classes of activities exist; Value-added (Gemba), and Supportive.
Four classes of metrics (taken from the C-17 Airlifter Program’s Malcolm Baldrige Award) define the status of the project;
• Quality that relates to the customer’s deliverable.,
• Cycle Time that relates to duration.
• Timeliness that relates to delivery dates.
• Efficiency that relates to budgeted cost.
Activity
The Activity level has four criteria.
• job roles for the activity;
• Predecessor/successor relationships (network diagram) for resource management and critical path analysis;
• The expected duration that each activity will take for PERT or Critical Path analysis;
• Consensual external metrics for the entry and exit criteria to the activity plus internal metrics to monitor progress within the activity for each task.
Two classes of activities exist; Value-added (Gemba), and Supportive.
Four classes of metrics (taken from the C-17 Airlifter Program’s Malcolm Baldrige Award) define the status of the project.
• Quality that relates to the customer’s deliverable.
• Cycle Time that relates to duration.
• Timeliness that relates to delivery dates.
• Efficiency that relates to budgeted cost.
Tools
Menu Spreadsheet: There is an abundance of knowledge and tools to accomplish this. WB Dan Harper believes he still has an EXCEL spreadsheet where one inputs the number of guests for a recipe and the spreadsheet calculates the grocery list, we can pirate this list and tailor it to each Lodge’s events.
Network Diagram: A diagram where the steps are in order with the time to perform them. Sounds simplistic but keeps the “Oh Shit” moments the day before the meal to a minimum.
Communication Diagram: Who needs to be told what and when.
At 77, with cancer and currently COVID-19, there is little more that can happen to me. I'll get castigated for this reply, but that has happened before. So, if you feel like attacking this, jump on. The good news is the new chemotherapy is reversing the cancer and giving me a positive outlook after six years of steadily declining results.
I think a director of works is an awesome idea. We have a dickens of a time getting(coaxing) someone to take on tasks. Not real sure why but it might be that the task is sort of undefined and therefore scary.
Should a Director of Programs be appointed? Maybe, but only for a limited term. I like the idea of a Brother being accountable for this important duty. I don't like a long term appointment because it could lull the other Brothers into the belief that programs are somebody else's job, or part of the list of services they get by being a member of the Lodge. It's best if as many Brothers as possible take responsibility for programs.
Should a Brother or his wife cook meals? Maybe. I'm much more comfortable hiring a Brother for this and alarm bells start to go off if a wife is hired. I've seen too many instances in which it assumed that "women will cook for us while we close the door and do important man stuff". I was once in LOMA meeting and we were planning a District meeting when the suggestion was made that we get the Jobies to cook dinner for us. I just about hit the ceiling and asked, "why, so they can be trained to be good little housewives?" Funny that the suggestion wasn't to get the Demolays too cook. It's 2022 and to the generation of Masons we hope to recruit some day we already face enough resistance since we're a male fraternity. (I didn't say there's anything wrong with that, I just said we face resistance from the next generation of Masons ... and their partners). Any situation that creates even the appearance of us putting women into a subservient role is one that we should avoid. Of course, some women really like to cook and they're good at it, and if we decide to hire a Brother's wife to cook then be sure to pay her a full market rate. If she says that's too much then invite her to donate the amount she deems excessive to the charity of her choice.
I think the ritual is fairly clear that "calling the craft from labor to refreshment" is the responsibility of the junior warden. With the help of his stewards. If they don't have the skills to cook themselves, they should be organizing a catering effort. If they can't even do that, they shouldnt be in that office. Don't elect men to an office unsuitable for that office. The progressive line is the dumbest idea that ever polluted the organization. A good master might be a terrible Jr warden. A great Jr warden might make a terrible master. If a man is well suited to Jr warden, keep him in that chair.
Sep 14, 2022·edited Sep 14, 2022Liked by Cameron M. Bailey
More to WB Forthrighter's "do it if it fits" point.
Appointing a Director of <anything> creates a leadership role and good leaders are certain to seek help from the talent pool.
In Lodges and volunteer organizations, sometimes members possess extrordinary talents and passion for a particular concern but prefer to contribute rather than lead.
When a Director and one empowered member join forces, the synergies developed raise the visibility and effectivity of the group, and may attract more talent.
In Masonry, a group led by an appointed leader is known as a "Committee".
Said frequently in Scottish Rite Scholarship Foundation meetings:
"Committees are the workhorses of any institution, more especially this, of ours."
It's been a six year struggle, but now the light at the end of the tunnel is no longer an onrushing. In 1992, I came to the Pacific Northwest on a two-year project to lower production costs on the 757 aileron, was successful; and got more projects. The last thing I thuoght about was cancer, but five of the top ten oncologists in the nation are in Seattle. Overall, it's been a fantastic journey.
If a WM has in his lodge someone who wants to direct programs, then absolutely he should appoint someone in that role. Good WMs (in my opinion) figure out how each person wants to contribute and then draw those contributions out of those people rather than tasking people with work. Totally different mindset. It isn't about taking the work off of the shoulders of Lodge Leadership (although that's nice too) it's about letting people shine in the way they want to.
Relatedly, some lodges I find *try* to design "top down" structures where the WM says, "these are my 5 priorities" and then goes around looking for people to do those 5 things. I feel this might be backwards. It puts the WM in the mode of tasking volunteers and herding cats.
A better model might be that the WM knows/interviews all the most active members and basically understands "what's your thing? How are you called to serve?" and then designs a program around who he has got. Each person serves in the way they're called to serve.
WMs in this mode do not task people to do stuff, more they unleash/support people to do stuff they already wanted to do.
I think this dynamic (for me) explains in a nutshell why some lodges are about charity, others about education, etc. It also explains why lodges have always struggled to have long-term big ambitious plans.
On cooking & meals....it's really the same dynamic. Absolutely do that if you've got someone called to serve in that way. Absolutely don't if you don't.
Brother Forthrighter, I believe and support your analysis, insights, strategy and the empowering of each individual talents are paramount.
This format does not support my entire reply.
This a great idea, the problem is in the implementation. Grand Lodge can do a service to the entire jurisdiction, but this will fizzle out without the proper steps.
Grand Lodge needs to build a sample project plan, all inclusive, and work with the Lodges to propagate. Also, take feedback so the individual Lodge members feel ownership and will use this. Below is a transcription of a PowerPoint I’ve used before as a high-level introduction. Also the first section give my experience and education. First the steps and then the working comments. This is high-level, once I’m over COVID, I’lll be available for face-to-face dialogue.
From the PowerPoint:
Claris Everett Hyett, MSPM
Claris Everett Hyett graduated from Augustana College in Rock Island, Illinois in 1973 with Bachelor of Arts in Applied Science with a major emphasis in Chemistry.
Claris Hyett was raised on a farm with an early exposure to finance, marketing, and business planning; has worked in construction, production, manufacturing engineering, process engineering and project management; both as a problem solver and a change agent.
While performing these assignments, he was developing a methodology based on his formal education for structure and format plus his insight and knowledge gained by leading teams while working alongside the team members.
In his career, Claris has worked as a project manager in IT; developing and performing throughput analysis for software implementation, developing the work placement process for suppliers, developing supplier testing methodology supporting software implementation, prototyping the issue resolution process sustaining work placement, and mentoring new team members in these efforts.
The experience he brings to a project management position supplements his degree of Master of Science in Project Management. His experience with all facets of projects gives a depth of understanding to working with people and with teams.
Definition
Project Structure
• Architecture
• Definition
• Activities
• Tasks
Phases
• Accept (the trigger)
• Research
• Action
• Terminate
Metrics
• Efficiency
• Quality
• Cycle Time
• Schedule.
ADAT
The first assumption is four levels are used in the structure of a project; Architecture, Definition, Activity, Task (ADAT).
The Architecture level is the vision, mission, objectives, and goals statement for the project.
The Definition level identifies resources, deliverables, assumptions, methodology, documentation, and schedule requirements.
The Activity level defines the major steps taken to add value to the deliverable and are modeled in an object-to-object relationship with each object defined in the phases detailed in the succeeding paragraphs.
The Task level identifies the resources to be used with a task defined for each trigger input, regulatory function, participating job role, and value-added change of state to the flow product as it passes through the activity.
Activity
The Activity level has four criteria;
• job roles for the activity;
• Predecessor/successor relationships (network diagram) for resource management and critical path analysis;
• The expected duration that each activity will take for PERT or Critical Path analysis;
• Consensual external metrics for the entry and exit criteria to the activity plus internal metrics to monitor progress within the activity for each task.
Two classes of activities exist; Value-added (Gemba), and Supportive.
Four classes of metrics (taken from the C-17 Airlifter Program’s Malcolm Baldrige Award) define the status of the project;
• Quality that relates to the customer’s deliverable.,
• Cycle Time that relates to duration.
• Timeliness that relates to delivery dates.
• Efficiency that relates to budgeted cost.
Activity
The Activity level has four criteria.
• job roles for the activity;
• Predecessor/successor relationships (network diagram) for resource management and critical path analysis;
• The expected duration that each activity will take for PERT or Critical Path analysis;
• Consensual external metrics for the entry and exit criteria to the activity plus internal metrics to monitor progress within the activity for each task.
Two classes of activities exist; Value-added (Gemba), and Supportive.
Four classes of metrics (taken from the C-17 Airlifter Program’s Malcolm Baldrige Award) define the status of the project.
• Quality that relates to the customer’s deliverable.
• Cycle Time that relates to duration.
• Timeliness that relates to delivery dates.
• Efficiency that relates to budgeted cost.
Tools
Menu Spreadsheet: There is an abundance of knowledge and tools to accomplish this. WB Dan Harper believes he still has an EXCEL spreadsheet where one inputs the number of guests for a recipe and the spreadsheet calculates the grocery list, we can pirate this list and tailor it to each Lodge’s events.
Network Diagram: A diagram where the steps are in order with the time to perform them. Sounds simplistic but keeps the “Oh Shit” moments the day before the meal to a minimum.
Communication Diagram: Who needs to be told what and when.
At 77, with cancer and currently COVID-19, there is little more that can happen to me. I'll get castigated for this reply, but that has happened before. So, if you feel like attacking this, jump on. The good news is the new chemotherapy is reversing the cancer and giving me a positive outlook after six years of steadily declining results.
I think a director of works is an awesome idea. We have a dickens of a time getting(coaxing) someone to take on tasks. Not real sure why but it might be that the task is sort of undefined and therefore scary.
MWGM Cameron,
I think that every lodge thst wantd to be dynamic and successful should have two Directors
1. Director of Education and
2. Director of Social Programs.
Would that not be great.
Although it is the WMs responsibility he can delegate it.
As Director of Education I have arranged education talks at all our meetings at one lodge and Director of Social Progrms at Scottissh Rite.
Should a Director of Programs be appointed? Maybe, but only for a limited term. I like the idea of a Brother being accountable for this important duty. I don't like a long term appointment because it could lull the other Brothers into the belief that programs are somebody else's job, or part of the list of services they get by being a member of the Lodge. It's best if as many Brothers as possible take responsibility for programs.
Should a Brother or his wife cook meals? Maybe. I'm much more comfortable hiring a Brother for this and alarm bells start to go off if a wife is hired. I've seen too many instances in which it assumed that "women will cook for us while we close the door and do important man stuff". I was once in LOMA meeting and we were planning a District meeting when the suggestion was made that we get the Jobies to cook dinner for us. I just about hit the ceiling and asked, "why, so they can be trained to be good little housewives?" Funny that the suggestion wasn't to get the Demolays too cook. It's 2022 and to the generation of Masons we hope to recruit some day we already face enough resistance since we're a male fraternity. (I didn't say there's anything wrong with that, I just said we face resistance from the next generation of Masons ... and their partners). Any situation that creates even the appearance of us putting women into a subservient role is one that we should avoid. Of course, some women really like to cook and they're good at it, and if we decide to hire a Brother's wife to cook then be sure to pay her a full market rate. If she says that's too much then invite her to donate the amount she deems excessive to the charity of her choice.
I think the ritual is fairly clear that "calling the craft from labor to refreshment" is the responsibility of the junior warden. With the help of his stewards. If they don't have the skills to cook themselves, they should be organizing a catering effort. If they can't even do that, they shouldnt be in that office. Don't elect men to an office unsuitable for that office. The progressive line is the dumbest idea that ever polluted the organization. A good master might be a terrible Jr warden. A great Jr warden might make a terrible master. If a man is well suited to Jr warden, keep him in that chair.
More to WB Forthrighter's "do it if it fits" point.
Appointing a Director of <anything> creates a leadership role and good leaders are certain to seek help from the talent pool.
In Lodges and volunteer organizations, sometimes members possess extrordinary talents and passion for a particular concern but prefer to contribute rather than lead.
When a Director and one empowered member join forces, the synergies developed raise the visibility and effectivity of the group, and may attract more talent.
In Masonry, a group led by an appointed leader is known as a "Committee".
Said frequently in Scottish Rite Scholarship Foundation meetings:
"Committees are the workhorses of any institution, more especially this, of ours."
It's been a six year struggle, but now the light at the end of the tunnel is no longer an onrushing. In 1992, I came to the Pacific Northwest on a two-year project to lower production costs on the 757 aileron, was successful; and got more projects. The last thing I thuoght about was cancer, but five of the top ten oncologists in the nation are in Seattle. Overall, it's been a fantastic journey.