Specifically, let’s discuss immediate Past Masters.
In the Jurisdiction of Washington, many Lodges hold to the tradition that the Immediate Past Master serves as Tyler in the next term.
We learned in our Emeth Zoom Gathering last night that in England, the Immediate Past Master serves an important role in the Lodge, is seated at the Worshipful Master’s right hand in the East, and is the officer who ritualistically opens the Lodge.
Some Lodges, those with less Masons, recycle the Immediate Past Master back into a progressive line.
So, let’s discuss it. Just what is the proper role for the Immediate Past Master?
What could these Masons do, to best help the Lodge?
As long as we are at it, we can likely discuss Past Masters in general too, if anyone has thoughts to share.
The Immediate Past master has to be with the ruling master to blend support in the governance of the lodge, to impart the necessary customs and traditions and yo be guiding the master in the Ritual working by appropriately assisting him.
The duties are not yet over and the Past Masters are real source of support and mentors for masons aspiring to be Masters.
They can be secretaries/ Asst Secretary, Treasurer too for sometime. ( if the incoming master so desires)
Regular attendance and guiding are the predominant vested jobs for PM's
Tyler doesn't seem like a good fit for someone that could help a new Master. The immediate PM could very well continue the counsel given to the new Master as he did when that Brother was SW.
I was in an educational event in the past year and learnt that some of our Brothers to the north have the office of Director of Ceremonies. That is where the Immediate PM goes. He sits in the East next to the WM. In opinion, a good place from which to whisper wise counsel.
On the other hand, after 5 years in line. Some WM may just want to step back and take a breath. In a Lodge without many active Brothers, a WM may get worn ragged trying to do everything he wants to accomplish in his Lodge. And most likely he is also involved in District activities as WM and in one of the Rites. If a Lodge has many active Brothers than I doubt that the work load of those 5 years is as heavy, as "many hands make light work."
I'm wondering if when we come back from the pandemic, given that many Lodges have a number of potential candidates and other interested men, it wouldn't be wise to give the Tyler a job, to keep him from being bored to death sitting out all alone.
Would it be reasonable to think that potential candidates could be invited to stay during the Lodge meeting to hang out with and learn from the Tyler?
It would seem that could get them a lot more information so that they could make a better informed choice about petitioning, and it the Tyler could likely get pretty good insight into the character and motivations of the man, so that the Lodge could make a better decision.
I thoroughly agree, especially in my District. A "junior" Past Master really doesn't get the full value of presiding in the East in ONE year and is also a good mentor for his predecessor. I have just suggested to a retiring WM to take a position inside the Lodge which in my opinion helps further in his future support to his Lodge.
I didn't experience the move to Tyler, I just made the short move to the Secretary's desk. I think it is often the case that guys feel trapped in both the Secretary and Treasurer offices, and they can be stuck in them in some cases, for a very long time.
Perhaps it would be good if our Worshipful Masters, when their terms are coming to an end, consider if they would like to serve in either of those positions, and if they do, speak to the current Secretary and Treasurer just to find out if either of those men are getting tired of the position, and are ready to move on.
I should mention though that both the Secretary and Treasurer positions take very specific skills, so a man should consider if he has those skills before making himself available for either office.
As I had relayed in our zoom chat last night, I can see different sides of the argument.
In another group I belong to that has elected officers, a new person took over for the last guy that ran things for years and years. Meetings after that were a real struggle, as the past leader kept interjecting how things should be done, sort of not being able to completely let go of his leadership role. While some of his advice was fine, I could see where it would be irritating to constantly have your decisions questioned.
It also seems that the secretary seems to fulfill that DOC role in most lodges.
Filling the tyler's chair is also the hardest position to fill, it's like a master is punishing the brother by casting him out of the lodge room. Now, I've met some brothers that actually volunteer for that chair, it gives them time to study or so whatever it is they do when the door is closed. With the expectation of the immediate PM getting put outside, it alleviates those problems.
Personally I hate being the tyler. You get forgotten about during meetings. You can't hear everything since (at least in our lodge) you're somewhat far away.
In a related topic, I've only been a MM for about 8 years now. When we last had a PM night, we had something like 17 PMs (out of 23 total living PMs) show up. I had previously met 5 of them. And after that night, I never saw them again. Masonry is a lifelong journey brothers.
I think that every Lodge could benefit from having a very specific type of Past Master. A fellow who everyone highly respects, who doesn't talk often, but when he does everyone listens to. Who also isn't afraid to call it like he sees it when something is going sideways.
If a Lodge has one of those PM's, he could speak to the IPM who hasn't quite figured out that he isn't the Worshipful Master any longer, and likely get him to stop interfering.
As for Secretaries, I do think that having a superb Secretary is one of the very best things that can happen to a Lodge. I suppose that goes the other way too, but clearly, a Secretary can do a lot to make or break a Lodge.
In my primary Lodge, we generally ask the Tyler to lock the outer door (not the exterior door, but the door to the Tyler's room opposite the Lodge door) and Tyle from within the inner door. Throughout the meeting, with the exception of the ritualistic opening and closing. I imagine that is breaking a rule somewhere, but it seems much better than leaving the poor guy outside for the whole meeting. It also effectively Tyles the Lodge, because a late arrival would have to knock in order to gain admittance to the Tyler's room.
Past masters can be the greatest treasure a Lodge has or the greatest burden. It depends on the Lodge and the PMs. I used to joke when I was the WM about the attack of the zombies, as soon as Lodge was closed a group, always the same group, of elderly PMs would amble toward the east as I packed up and inform me of EVERY mistake I made. I was happy for the feed back, but it was not always communicated in the most friendly manner. There were also some lovely PMs who were supportive, mentoring and just good fiends when I needed them the most. When I was SW I drafted three PMs to advise me as I planned my year. My Lodge had a problem with cliques and I picked brethren that were moderate members of various cliques. I developed my plan for the year, and regularly met with them to bounce my ideas off of them. On many occasions they helped me see ways I could improve and adjust my plan. We ended up having a good year and I chalk a lot of that to the help I got when I was SW. So, I would recommend starting a new tradition for PMs, use them as mentors for the SW and JW. Not only would the junior officers receive positive mentoring, but it builds a working relationship with the incoming Master and the PMs, which is a GREAT political move and good for the stability of the Lodge.
I didn't have zombies plural, but I did have one elderly fellow who attempted to make his way to the East, after just about every meeting, to tell me what I did wrong.
I didn't worry about it, or try to please him, because he was still mad, and would bring up at least every few months, at the fact that the Lodge had changed it's date of installation, and moved it's stated meeting time, years and years ago. He was a 50 year Mason and he wanted everything exactly as it was 50 years before.
It was kind of funny, because other than his never ending anger over the slightest of change, he and I got along great. He was the first Masonic friend I met when I moved to this area.
The thing was though, that another member of the Lodge would see this happening. He'd see the old feller headed my way, and he'd come striding across the Lodge to intercept him, and start him in some conversation that was long enough so that he would forget about whatever he was mad about me doing that night.
I never talked about it with this Brother, we didn't scheme it our or anything, but it was a tremendous service he performed, and a great help to me.
I really like your idea for choosing guys from various cliques to be advisors in a Lodge that suffers from cliques. It seems like it might be a way to start breaking down those barriers just a little bit.
I like the concept of the immediate Past Master sitting on the right of the Worshipful Master in the East, as long he learns to keep quiet and let the WM run his meetings. The IPM's obligation is to help keep the WM on-track and offer quiet advice, not say "That's not how *I* ran things in my year." Throwing the IPM outside the West Gate may or may not be the best statement to make: "Your time is over. Shut up and go away." Or, the IPM may actually want to take a break for a year, sit and read, and polish the Tyler's Sword. It's up to the IPM.
As a Past Master, he may have valuable advice for the new Master. He may also have bad advice. He could have made an absolute mess of his term. Some men make better followers than leaders. "It's *my* turn!" is a poor reason to install someone in the East. I personally have seen a Senior Warden encouraged NOT to stand for Worshipful Master because he had problems with running a meeting and had difficulties with ritual.
We all do things differently, and each should be considered on a case-by-case basis.
I have seen an absolutely superb Senior Warden who was exactly the opposite as Worshipful Master, so certainly agree that some are better to lead, and others are better to follow. I think that in a lot of cases we push too hard for men to lead, which results in them taking positions that they might have never tried to take had we not pushed.
Lodges that do this, I think do it for a couple of reasons:
- There aren't enough men in the Lodge to fill the chairs, so they force a chair on a new guy, even if they know he's not ready or doesn't want it.
- I've heard a lot of Masons say through the years that if we want to retain a new Mason we have to get him in a chair and give him responsibility right away. That doesn't make any sense at all to me, in fact I think it results in the opposite impact, but I've heard it so often from so many different Masons that I think it must have been preached heavily by someone in the past.
All Lodges would be better off not advancing a man until he felt he was ready, and as you say, not advance him at all of the Lodge didn't think he was ready.
Although I had not been sitting in the East for about 6 months before we went dark, I didn’t experience the walk of the PM zombies at the end of lodge. I had been warned to expect them but only received positive feedback. I knew when I stumbled through the ritual or degree and my outstanding poker face let everyone else know I knew. Putting the junior PM in the Tyler’s chair on the surface seems a punishment. The new Master loses out on potential counsel, although there’s no shortage of that from older PMs, but also will feel he is Master of the lodge, especially if he follows a very well liked Master. I have reached out to a couple of PMs for counsel and have never been disappointed. PMs are a huge source of knowledge and I believe any sitting Master is missing out if he doesn’t seek out a PM during his time in the East.
WM I don't remember any mistakes, even though they probably happened. What I remember, and always will, is a Lodge that was run fairly, gently, and with a firm respectful strength. Nicely done sir! You've more than earned your PM apron. Huzzah!
I think that I've always tried to model my Masonry on others. I guess it could be said that I pick myself a mentor, without ever telling the fellow that he is mentoring me because I'm watching how he does the job.
I certainly saw a good number of Worshipful Masters before my own time in the East, and I tried to conduct myself in keeping with all the best things I saw from those I admired. LIkewise, I think that I learned to not do some things too, by watching less successful Masters.
It hasn't really changed as I've moved into the Grand Lodge, I had two DDGM's that I really admired and tried to model my own performance after, and now I've got a number of GM's that I've tried to follow in various ways.
As you point out, we can always learn from those who have gone before. Good and bad in my view.
I concur with Mike Priddy as that is what I doing at our lodge. Each Thursday nite several of the younger officers JD, SD, JW and I meet and study the standard work on all three degrees. I have impressed on them that if they know the standard work the East can be very enjoyable and if they don't you know the answer. The PM being present show's his support for the lodge. I didn't mention the SW as he was one my mentor.
I think that those regular study times you are doing are truly vital, and I wish that more Lodges would do them.
You make the point that a Masters time in the East can be very enjoyable if he knows the ritual, and I think that is exactly correct.
Part of it, I think, is that Masons seem to respect other Masons who know the work. They don't seem to have the same level of respect for those who don't. In my view, the number one most impactful thing a Master can do in order to get his Lodge members to follow him is to be proficient in the work.
In my experience, that is at least half the battle of convincing the Brothers of everything else one wants to do.
OK... it is late and I am slightly under the influence of a a few Rusty Nails. But here are my thoughts. Putting a Past Master in a position of Tyler is a great disservice to him, the Lodge and the current Master. The immediate Past Master has much to offer the current Master as a source of information and support. The Past Master may not say much during meetings because he has learned decorum and patience and may hold his tongue until after the meeting. But he can, and will, offer advice to the Master in helping him govern and guide his Lodge. Too often, we feel Past Masters have served and should be allowed to rest or sit out the inner workings of the Lodge. This is a mistake, my Brothers. This man has served his brothers and is still primed to provide additional information and guidance to the new Master. The wise Master will rely on and seek out the guidance of that Past Master who has just served. In addition, that Past Master has not exhausted his service. He does not just stop caring about his Lodge and his Brothers and want to retire to a position of non-involvement. Even if you feel that as the new Master, your plans for the lodge differ from the direction of the previous Master, there a a number of roles the Past Master can provide to the members. Perhaps he can help guide a committee that is in need of help or coordinate and facilitate Masonic Education. Do not put him aside. He is not ready to abdicate his devotion to the Lodge or the Fraternity. Find some means of utilizing all he has gained in his many experiences. We who serve the Fraternity and our Lodges do not want to fade away after learning what we have in a tenure as Master. We are primed to take on more responsibility and help our Fraternity and Brothers to grow. That is our desire for every moment we spend in Masonry, because when that ends, is when life ends.
>>"We who serve the Fraternity and our Lodges do not want to fade away after learning what >>we have in a tenure as Master. We are primed to take on more responsibility and help our >>Fraternity and Brothers to grow. That is our desire for every moment we spend in Masonry, >>because when that ends, is when life ends."
This is a very powerful sentiment Brother, thank you for sharing it!
Until Covid restrictions forced us to meet via Zoom, I met with lots of new, eager and upcoming officers at the Lodge Leadership Retreat every March. I really enjoy teaching classes at this and I hear lots of stories from these officers about what’s happening in their lodges.
There’s a fair amount of resistance to change out there. TTWWADI is what they encounter.
Where does a lot of the resistance come from?
Past Masters.
I’m not saying this is 100% everywhere and all the time. But when it IS encountered, there’s a good bet that’s where it’s coming from.
So my fellow PMs out there- your new Masons and officers are eager to see the lodge to well. They have ideas. Some might seam counter-intuitive. Telling them why something won’t work isn’t helping. Asking them how you can help them is how you help.
The Immediate Past master has to be with the ruling master to blend support in the governance of the lodge, to impart the necessary customs and traditions and yo be guiding the master in the Ritual working by appropriately assisting him.
The duties are not yet over and the Past Masters are real source of support and mentors for masons aspiring to be Masters.
They can be secretaries/ Asst Secretary, Treasurer too for sometime. ( if the incoming master so desires)
Regular attendance and guiding are the predominant vested jobs for PM's
Thank you for this Brother.
In your jurisdiction does the Worshipful Master appoint the Secretary and Treasurer?
In mine those are both elected positions.
I am very interested in hearing more about how officers are selected in your area.
Tyler doesn't seem like a good fit for someone that could help a new Master. The immediate PM could very well continue the counsel given to the new Master as he did when that Brother was SW.
I was in an educational event in the past year and learnt that some of our Brothers to the north have the office of Director of Ceremonies. That is where the Immediate PM goes. He sits in the East next to the WM. In opinion, a good place from which to whisper wise counsel.
On the other hand, after 5 years in line. Some WM may just want to step back and take a breath. In a Lodge without many active Brothers, a WM may get worn ragged trying to do everything he wants to accomplish in his Lodge. And most likely he is also involved in District activities as WM and in one of the Rites. If a Lodge has many active Brothers than I doubt that the work load of those 5 years is as heavy, as "many hands make light work."
I'm wondering if when we come back from the pandemic, given that many Lodges have a number of potential candidates and other interested men, it wouldn't be wise to give the Tyler a job, to keep him from being bored to death sitting out all alone.
Would it be reasonable to think that potential candidates could be invited to stay during the Lodge meeting to hang out with and learn from the Tyler?
It would seem that could get them a lot more information so that they could make a better informed choice about petitioning, and it the Tyler could likely get pretty good insight into the character and motivations of the man, so that the Lodge could make a better decision.
Just a thought anyway.
I like the idea, but I don't have a Tyler right now. We're a few Brothers doing a lot of work across many different bodies.
I know that a lot of Lodges are in that position. Casper is getting quite a workout!
I thoroughly agree, especially in my District. A "junior" Past Master really doesn't get the full value of presiding in the East in ONE year and is also a good mentor for his predecessor. I have just suggested to a retiring WM to take a position inside the Lodge which in my opinion helps further in his future support to his Lodge.
I didn't experience the move to Tyler, I just made the short move to the Secretary's desk. I think it is often the case that guys feel trapped in both the Secretary and Treasurer offices, and they can be stuck in them in some cases, for a very long time.
Perhaps it would be good if our Worshipful Masters, when their terms are coming to an end, consider if they would like to serve in either of those positions, and if they do, speak to the current Secretary and Treasurer just to find out if either of those men are getting tired of the position, and are ready to move on.
I should mention though that both the Secretary and Treasurer positions take very specific skills, so a man should consider if he has those skills before making himself available for either office.
As I had relayed in our zoom chat last night, I can see different sides of the argument.
In another group I belong to that has elected officers, a new person took over for the last guy that ran things for years and years. Meetings after that were a real struggle, as the past leader kept interjecting how things should be done, sort of not being able to completely let go of his leadership role. While some of his advice was fine, I could see where it would be irritating to constantly have your decisions questioned.
It also seems that the secretary seems to fulfill that DOC role in most lodges.
Filling the tyler's chair is also the hardest position to fill, it's like a master is punishing the brother by casting him out of the lodge room. Now, I've met some brothers that actually volunteer for that chair, it gives them time to study or so whatever it is they do when the door is closed. With the expectation of the immediate PM getting put outside, it alleviates those problems.
Personally I hate being the tyler. You get forgotten about during meetings. You can't hear everything since (at least in our lodge) you're somewhat far away.
In a related topic, I've only been a MM for about 8 years now. When we last had a PM night, we had something like 17 PMs (out of 23 total living PMs) show up. I had previously met 5 of them. And after that night, I never saw them again. Masonry is a lifelong journey brothers.
I think that every Lodge could benefit from having a very specific type of Past Master. A fellow who everyone highly respects, who doesn't talk often, but when he does everyone listens to. Who also isn't afraid to call it like he sees it when something is going sideways.
If a Lodge has one of those PM's, he could speak to the IPM who hasn't quite figured out that he isn't the Worshipful Master any longer, and likely get him to stop interfering.
As for Secretaries, I do think that having a superb Secretary is one of the very best things that can happen to a Lodge. I suppose that goes the other way too, but clearly, a Secretary can do a lot to make or break a Lodge.
In my primary Lodge, we generally ask the Tyler to lock the outer door (not the exterior door, but the door to the Tyler's room opposite the Lodge door) and Tyle from within the inner door. Throughout the meeting, with the exception of the ritualistic opening and closing. I imagine that is breaking a rule somewhere, but it seems much better than leaving the poor guy outside for the whole meeting. It also effectively Tyles the Lodge, because a late arrival would have to knock in order to gain admittance to the Tyler's room.
Past masters can be the greatest treasure a Lodge has or the greatest burden. It depends on the Lodge and the PMs. I used to joke when I was the WM about the attack of the zombies, as soon as Lodge was closed a group, always the same group, of elderly PMs would amble toward the east as I packed up and inform me of EVERY mistake I made. I was happy for the feed back, but it was not always communicated in the most friendly manner. There were also some lovely PMs who were supportive, mentoring and just good fiends when I needed them the most. When I was SW I drafted three PMs to advise me as I planned my year. My Lodge had a problem with cliques and I picked brethren that were moderate members of various cliques. I developed my plan for the year, and regularly met with them to bounce my ideas off of them. On many occasions they helped me see ways I could improve and adjust my plan. We ended up having a good year and I chalk a lot of that to the help I got when I was SW. So, I would recommend starting a new tradition for PMs, use them as mentors for the SW and JW. Not only would the junior officers receive positive mentoring, but it builds a working relationship with the incoming Master and the PMs, which is a GREAT political move and good for the stability of the Lodge.
I didn't have zombies plural, but I did have one elderly fellow who attempted to make his way to the East, after just about every meeting, to tell me what I did wrong.
I didn't worry about it, or try to please him, because he was still mad, and would bring up at least every few months, at the fact that the Lodge had changed it's date of installation, and moved it's stated meeting time, years and years ago. He was a 50 year Mason and he wanted everything exactly as it was 50 years before.
It was kind of funny, because other than his never ending anger over the slightest of change, he and I got along great. He was the first Masonic friend I met when I moved to this area.
The thing was though, that another member of the Lodge would see this happening. He'd see the old feller headed my way, and he'd come striding across the Lodge to intercept him, and start him in some conversation that was long enough so that he would forget about whatever he was mad about me doing that night.
I never talked about it with this Brother, we didn't scheme it our or anything, but it was a tremendous service he performed, and a great help to me.
I really like your idea for choosing guys from various cliques to be advisors in a Lodge that suffers from cliques. It seems like it might be a way to start breaking down those barriers just a little bit.
I like the concept of the immediate Past Master sitting on the right of the Worshipful Master in the East, as long he learns to keep quiet and let the WM run his meetings. The IPM's obligation is to help keep the WM on-track and offer quiet advice, not say "That's not how *I* ran things in my year." Throwing the IPM outside the West Gate may or may not be the best statement to make: "Your time is over. Shut up and go away." Or, the IPM may actually want to take a break for a year, sit and read, and polish the Tyler's Sword. It's up to the IPM.
As a Past Master, he may have valuable advice for the new Master. He may also have bad advice. He could have made an absolute mess of his term. Some men make better followers than leaders. "It's *my* turn!" is a poor reason to install someone in the East. I personally have seen a Senior Warden encouraged NOT to stand for Worshipful Master because he had problems with running a meeting and had difficulties with ritual.
We all do things differently, and each should be considered on a case-by-case basis.
I have seen an absolutely superb Senior Warden who was exactly the opposite as Worshipful Master, so certainly agree that some are better to lead, and others are better to follow. I think that in a lot of cases we push too hard for men to lead, which results in them taking positions that they might have never tried to take had we not pushed.
Lodges that do this, I think do it for a couple of reasons:
- There aren't enough men in the Lodge to fill the chairs, so they force a chair on a new guy, even if they know he's not ready or doesn't want it.
- I've heard a lot of Masons say through the years that if we want to retain a new Mason we have to get him in a chair and give him responsibility right away. That doesn't make any sense at all to me, in fact I think it results in the opposite impact, but I've heard it so often from so many different Masons that I think it must have been preached heavily by someone in the past.
All Lodges would be better off not advancing a man until he felt he was ready, and as you say, not advance him at all of the Lodge didn't think he was ready.
Although I had not been sitting in the East for about 6 months before we went dark, I didn’t experience the walk of the PM zombies at the end of lodge. I had been warned to expect them but only received positive feedback. I knew when I stumbled through the ritual or degree and my outstanding poker face let everyone else know I knew. Putting the junior PM in the Tyler’s chair on the surface seems a punishment. The new Master loses out on potential counsel, although there’s no shortage of that from older PMs, but also will feel he is Master of the lodge, especially if he follows a very well liked Master. I have reached out to a couple of PMs for counsel and have never been disappointed. PMs are a huge source of knowledge and I believe any sitting Master is missing out if he doesn’t seek out a PM during his time in the East.
WM I don't remember any mistakes, even though they probably happened. What I remember, and always will, is a Lodge that was run fairly, gently, and with a firm respectful strength. Nicely done sir! You've more than earned your PM apron. Huzzah!
I think that I've always tried to model my Masonry on others. I guess it could be said that I pick myself a mentor, without ever telling the fellow that he is mentoring me because I'm watching how he does the job.
I certainly saw a good number of Worshipful Masters before my own time in the East, and I tried to conduct myself in keeping with all the best things I saw from those I admired. LIkewise, I think that I learned to not do some things too, by watching less successful Masters.
It hasn't really changed as I've moved into the Grand Lodge, I had two DDGM's that I really admired and tried to model my own performance after, and now I've got a number of GM's that I've tried to follow in various ways.
As you point out, we can always learn from those who have gone before. Good and bad in my view.
I concur with Mike Priddy as that is what I doing at our lodge. Each Thursday nite several of the younger officers JD, SD, JW and I meet and study the standard work on all three degrees. I have impressed on them that if they know the standard work the East can be very enjoyable and if they don't you know the answer. The PM being present show's his support for the lodge. I didn't mention the SW as he was one my mentor.
I think that those regular study times you are doing are truly vital, and I wish that more Lodges would do them.
You make the point that a Masters time in the East can be very enjoyable if he knows the ritual, and I think that is exactly correct.
Part of it, I think, is that Masons seem to respect other Masons who know the work. They don't seem to have the same level of respect for those who don't. In my view, the number one most impactful thing a Master can do in order to get his Lodge members to follow him is to be proficient in the work.
In my experience, that is at least half the battle of convincing the Brothers of everything else one wants to do.
OK... it is late and I am slightly under the influence of a a few Rusty Nails. But here are my thoughts. Putting a Past Master in a position of Tyler is a great disservice to him, the Lodge and the current Master. The immediate Past Master has much to offer the current Master as a source of information and support. The Past Master may not say much during meetings because he has learned decorum and patience and may hold his tongue until after the meeting. But he can, and will, offer advice to the Master in helping him govern and guide his Lodge. Too often, we feel Past Masters have served and should be allowed to rest or sit out the inner workings of the Lodge. This is a mistake, my Brothers. This man has served his brothers and is still primed to provide additional information and guidance to the new Master. The wise Master will rely on and seek out the guidance of that Past Master who has just served. In addition, that Past Master has not exhausted his service. He does not just stop caring about his Lodge and his Brothers and want to retire to a position of non-involvement. Even if you feel that as the new Master, your plans for the lodge differ from the direction of the previous Master, there a a number of roles the Past Master can provide to the members. Perhaps he can help guide a committee that is in need of help or coordinate and facilitate Masonic Education. Do not put him aside. He is not ready to abdicate his devotion to the Lodge or the Fraternity. Find some means of utilizing all he has gained in his many experiences. We who serve the Fraternity and our Lodges do not want to fade away after learning what we have in a tenure as Master. We are primed to take on more responsibility and help our Fraternity and Brothers to grow. That is our desire for every moment we spend in Masonry, because when that ends, is when life ends.
>>"We who serve the Fraternity and our Lodges do not want to fade away after learning what >>we have in a tenure as Master. We are primed to take on more responsibility and help our >>Fraternity and Brothers to grow. That is our desire for every moment we spend in Masonry, >>because when that ends, is when life ends."
This is a very powerful sentiment Brother, thank you for sharing it!
Until Covid restrictions forced us to meet via Zoom, I met with lots of new, eager and upcoming officers at the Lodge Leadership Retreat every March. I really enjoy teaching classes at this and I hear lots of stories from these officers about what’s happening in their lodges.
There’s a fair amount of resistance to change out there. TTWWADI is what they encounter.
Where does a lot of the resistance come from?
Past Masters.
I’m not saying this is 100% everywhere and all the time. But when it IS encountered, there’s a good bet that’s where it’s coming from.
So my fellow PMs out there- your new Masons and officers are eager to see the lodge to well. They have ideas. Some might seam counter-intuitive. Telling them why something won’t work isn’t helping. Asking them how you can help them is how you help.
Excellent advice VW Brother. Thank you for sharing it here.
MW, I would like us to discuss Past Masters as we go into elections...thx.