Masonic Leadership

Masonic Leadership
by R.W. Bro. Ivica Saric

Presented to Westmount Lodge No. 76 on October 02, 2006

from October 2006 issue of the Grand Lodge of Quebec magazine, "The Rough Ashlar"

From the point of view of leadership or managerial competence, there is a parallel between Masonry and modern business. To be a good leader in Masonry is to be a good manager; in fact it generally demands more talent and better communication skills than to be a manager in business or industry.

A leader in the Craft has institutional authority (derived from his position) and power (based on his knowledge and skill); he governs those over whom he has control through "growth-needs": responsibility, advancement, achievement, recognition and involvement. These all require a high degree of communicative skill. A successful Masonic leader should adopt a style of managing that builds in high expectations, while at the same time involving and informing others to the fullest extent possible. Some people will not respond to this style; but in a voluntary organization they will be a few in number. In our present age of enlightenment those who are being led must feel that they are participating and getting involved.

Naturally this does not mean that a lodge will run itself, or that the members will automatically do what is expected of them. Nothing can be more disastrous than for a leader to abdicate his responsibilities. The effective leader will seek every means of understanding the individual with whom he is dealing. He must avoid the basic pitfall of being blinded by prejudice. Only through understanding can he be flexible and responsive to the needs of others – specifically, to their perception of the situation. If he does, they will freely accept responsibility for certain tasks and become committed to them.

All can share in the tasks, objectives and strategies for the well being of the lodge. Decisions on the other hand are not a group function, but are in the final analysis the responsibility of the leader (Worshipful Master, Chairman etc.). Decisions of course cannot always please everyone. Those who disagree will at least realize that their views were heard, and that the decision was reached on the basis of mature deliberation, and not by manipulation.

THE NEW MEMBER

Many of our newly initiated brethren go through the three degrees only to fade into obscurity within the first year. This is one of the biggest communication problems facing Masonry. Not only does it represent a lot of wasted time, talent and effort by dedicated Masons; it is also a loss of human potential, which the fraternity might have tapped. If we ask, "What ever happened to So-and-so?" the usual answers we hear are "I guess he did not find what he was looking for", or "Masonry is not for everyone."Often the real reason is that he was neglected once he had taken his three degrees. Our concern for him needs to be extended and broadened; we must recognize his needs and foster his feeling of belonging.

RESOURCES – INVENTORY OF TALENT

Problems and questions are bound to arise for any active Mason, above all for a Worshipful Master. When they do arise, it is not an admission of weakness to ask others for help. Many resources, within the Craft are available to answer questions and solve problems. Masonry welcomes men from all walks of life, and a lodge may include a virtual cross-section of society. Many brethren of diverse talents are able and willing to help, and are only waiting to be asked. Try to become aware of the occupations and interests of as many of your members as possible. Every lodge, even the very newest, has a reservoir of Masonic experience in its Past Masters. You are not bound invariably to follow their guidance; but when asked, they can often give a good advice to the Worshipful Master and his officers. A wise Master will consult them. Leadership is best demonstrated by commitment to serving others.