TO EXIST--OR TO LIVE
(A matter of Lodge Leadership)

This Short Talk Bulletin has been adapted from a pamphlet, issued by 
the Masonic Service Committee of the Grand Lodge of lowa, which was 
written by the late M. W. Brother Burton H. Saxton, P.G.M. We 
appreciate the permission of the Grand Lodge of lowa in allowing us 
to present
this "good and wholesome instruction."

The insistent demand for leadership is a wholesome sign; it means not 
only that the value of constructive work is admitted, but that it 
must be planned and directed by individuals who are themselves not 
merely willing to cooperate, but who have the ability, through the 
cooperation they inspire in others, to produce results.

The votes which elect a Master speak the confidence of the Brethren 
in his leadership- a responsibility that should not rest lightly upon 
his shoulders, and will not, if these Brethren have made no mistake 
in their estimate. The Master, perhaps above all others, should take 
counsel of this: "To see how little we can do, is to exist; to see 
how much we can do, is to live. " In a large measure his officers 
should share his concern to adhere closely to this challenging 
principle.

Adequate leadership is needed in every lodge, regardless of size or 
age, for the demands of lodge administration are varied and exacting. 
It is recognized, of course, that many of these duties are cared for 
by officers other than the Master, but nevertheless he is the 
executive head of the lodge and must therefore accept final 
responsibility.

We may say that a broad definition of lodge administration includes 
these seven major divisions: Finances, Ritual, Masonic Education and 
Inspiration, Proper Assimilation of New Members, Conservation of 
Membership, Fraternal Welfare and Relief, and Relations with Grand 
Lodge. It should be helpful to consider each of these separately.

FINANCES

This department of lodge administration concerns mainly income and 
disbursements, assets and liabilities.

The sources of the lodge's income are usually limited to fees and 
dues, and, in certain cases, rent on its commercial property, and 
interest on savings deposits or securities.

From the net amount of the fees (total collected less that portion 
alloted to Grand Lodge) it would seem wise to provide as far as 
possible a reserve for emergencies and for relief. If there is an 
outstanding debt (mortgage or other), a sinking fund should be 
established for its retirement and current interest payments thereon. 
Infrequent petitions may make this difficult, but in principle it is 
a sound method and should be observed as closely as possible.

The collection of dues presents a more complex problem, and the 
requirements in relation thereto should be strictly followed. Besides 
collection, there are the matters of remission of dues when 
justified, and of suspension for non-payment. The only basis for 
remission of dues usually recognized, is actual inability to pay. 
Suspension for nonpayment should be enforced when failure to pay 
arises from any other cause than the one justifying remission. This 
rule is of benefit not only to the lodge, which is thus relieved of 
paying Grand Lodge dues by reason of the suspension, but also to the 
brother him- self, as his accumulated debt to the lodge might 
otherwise be difficult to meet at a later date.

It cannot be emphasized too strongly that the Grand Lodge portions of 
both dues and fees should be segregated and held as trust funds, 
since their actual ownership is in the Grand Lodge. In effect, the 
subordinate lodge has merely collected these funds for the Grand 
Lodge, and under no circumstances should it use them for its own 
purposes. Serious complications have sometimes arisen because of 
igno-
rance of or indifference to this important distinction.
 
Disbursements affect two groups of charges: fixed and variable. Under 
fixed charges (besides Grand Lodge dues and its portion of the fees) 
are found such items as rent, taxes, interest, insurance, repairs, 
salaries, continuing relief cases, and the transfer of approved 
amounts to reserve or sinking funds. 
The variable charges may be classified as emergency relief cases, 
equipment and supplies,
entertainment, printing, postage, and miscellaneous.

Sound business methods call for the annual preparation of a budget 
and rigid adherence thereto. The fixed charges may be closely known 
in advance, and past experience should be a fairly safe guide in 
estimating those expenses which are variable. The possibility of new 
or emergency relief cases presents a difficulty, but any excess over 
a reasonable estimate might be drawn from the reserve already 
mentioned. A budget has the advantage of requiring advance planning, 
fixing limitations to
variable charges, and supporting objections to unwise or impulsive 
motions to incur expenses which were not anticipated. If a lodge 
finds that expenses exceed income, with no immediate relief in sight, 
it should either economize or increase its dues--there is no other 
alternative if it is to remain solvent.

One other vitally important financial requirement of efficient lodge 
administration is the annual audit of the accounts of both Secretary 
and Treasurer. The audit report should go into the situation 
thoroughly, taking nothing for granted, giving the facts, favorable 
or otherwise, as they find them. If justifiable adverse criticism is 
made, steps should at once be taken to correct the fault. Dishonesty 
is rarely found, but carelessness occasionally is present, sometimes 
working to the disadvantage of the lodge, and should not be further 
tolerated.

When any matter of unusual importance arises, such as purchase or 
sale of real estate, negotiating a loan, financing the improvement or 
erection of a hall or Temple, expert counsel should of course be 
consulted; otherwise mistakes are easily made -- and are usually 
expensive.

RITUAL

Since the Ritual is so vital a part of Masonry, it is imperative that 
the officers become competent in its use if the candidate is to 
realize as he should the significance of the ceremonies in which he 
participates. His mind is (or should be) alert to every word, for 
what he is about to receive lies entirely outside his past 
experience. If certain officers have done their duty, he is not 
disturbed by anticipation of anything not consistent with the dignity 
and solemnity of the degrees; he is keenly sensitive to impressions, 
and they can easily be made unfavorable by hesitant, uncertain, 
expressionless, or stilted
rendition of the Ritual. It should be exact, for there is only one 
right way, and A proper pride will insist on precision. Deliberate 
and effective expression will serve to interpret to the candidate 
much that otherwise might be confusing. It is quite obvious that this 
calls for understanding on the part of the officers themselves.

MASONIC EDUCATION AND INSPIRATION

The quality of our Masonry cannot rise above the level of our 
thinking, and our thinking is not likely to rise above the level of 
what we know.

Since any study of Masonry must be purely voluntary, the least that 
can be done for those who display any interest whatever is to make 
available authentic material, with counsel as to its selection and 
use. Admitting the voluntary nature of any such study, be it light 
and incidental or serious and sustained, all possible encouragement 
should be given to make at least a beginning, trusting to the appeal 
of the subject in due course to plead its own cause.

To speak of the study of Masonry is to speak of unlimited 
possibilities. This, however, should not dismay even the newly made 
Mason, for he is at liberty to attempt much or little, and to choose 
whatever subject or subjects he prefers. Our historical background, 
both Operative and Speculative, is not only one of intense interest, 
but is necessary to a better understanding of all other phases of 
Masonry; therefore, regardless of later preferences, it deserves 
first attention.

Symbolism is another important subject that requires investigation, 
since it deeply concerns our moral, philosophical, and ethical 
principles; yet many of our symbols call for interpretations far 
beyond the brief and obvious definitions commonly given, and to 
neglect these is to miss much of the essential spirit of Masonry 
itself.

There are other phases that may be explored with profit: (a) the 
development and spread of
Speculative Masonry over the world--for until we realize that the 
Craft is a world-wide Fraternity we have not sensed the strength and 
possibilities of its influence; (b) religious and political 
opposition, both here and abroad, past and present; (c) Masonry in 
our own colonies; (d) Masonry in the formation of our govern-ment; 
(e) a study of the lives of famous men who were Masons; (f) the early 
history of the three degrees; (g) how we got our Ritual. These by no 
means cover the entire ground, but their study--or even a thoughtful 
reading of one or more of the best authorities on the various sub-
jects--should greatly deepen one's respect for the institution of 
which he is a part. If our Craft is worth joining, it is worth 
understanding; the better the understanding, the greater 
appreciation, appreciation leads to usefulness, and upon the useful 
Mason the future of the Fraternity depends.

PROPER ASSIMILATION OF NEW MEMBERS

This is a matter of first importance, but one which, unfortunately, 
has not always received the attention it deserves. The newly made 
Mason is an asset--but also a responsibility. It is taken for granted 
that the degrees have been conferred impressively and that he has had 
simple help in posting. He has been made to feel completely at home 
in this new relationship, and has already sensed a fraternal spirit 
new to his experience.

But his actual knowledge of Masonry is at best very limited; rather 
let it be called an impression. When he became a Master Mason, he 
crossed the frontier of what was, in a large sense, an undiscovered 
country. He has entered into what should be regarded as a life 
relationship--a serious step in any case. The remote beginnings of 
Masonry, its stability through the centuries, is spread over the 
civilized world, its religious and political tolerance, the history 
of its opposition to tyranny in any form--are all these and more to 
remain to him a closed book? This question cannot be dismissed 
lightly if our implied obligation to him is to be fulfilled.

The candidate should be informed of the vast reservoir of Masonic 
literature available to him through the Masonic Service Association. 
To encourage him in the use of this collection is to point the way to 
a greater appreciation of the Fraternity with which he has now become 
identified. He has been told that "Masonry is a progressive science," 
but this is meaningless to the individual unless he shares in its 
progress. He may have initiative, but direction and counsel are 
necessary and clearly his right.

The process of assimilation cannot be complete until the new member 
has been given something to do. Not only does this make him feel that 
he is a fully "accepted" Mason, but it is to a certain extent a test 
of his mental attitude as well as of his ability. Even a slight (but 
early) participation in some activity of the lodge will seem 
important, or at least welcome, to him, for he is thereby made to 
realize that he "belongs"--a heartwarming discovery.

CONSERVATION OF MEMBERSHIP

Broadly speaking, a member who was worth getting is surely worth 
keeping. Some loss is inevitable, aside from deaths; but, if combined 
losses were steadily to exceed initiations, eventually Masonry would 
disappear. This theoretical possibility is mentioned only to 
emphasize the vital importance of conserving what we have, and 
conserving it to the utmost of our ability. We cannot legally solicit 
petitions, but we can and should use every legitimate means to avoid 
even the smallest loss of desirable membership. For example, no 
worthy brother should be allowed to forfeit his good standing if he 
is actually unable to pay his dues. His pride may keep him silent, 
but the Secretary or some
other member aware of the difficult situation should be able to 
satisfy himself of the true state of affairs and recommend remission. 
There may be borderline cases which should be referred to a 
committee, and a personal interview will often clear up the matter of 
delinquent dues when carelessness or indifference accounts for the 
delay.

It should be presumed that those who have been suspended for 
nonpayment will, in the course of time, be willing and able to 
petition for reinstatement. These cases should never be allowed to 
drift indefinitely, for the longer they remain out of touch with the 
lodge, the greater the chance of losing them permanently. Carefully 
planned efforts should be made at intervals to close up the ranks, 
and experience has shown that surprisingly good results are possible.

The principle of conservation of membership deals also with matters 
wholly apart from finances. It has to do with the interest of the 
individual in Masonry itself. In the section devoted to the proper 
assimilation of new members, the importance of giving them something 
to do was strongly emphasized. This sound principle should be applied 
with equal care to those older brethren-that is, older in point of 
membership-who have no official duties and perhaps no place on active 
committees. The problem of attendance is constant, and bears some 
relation to conservation; it is reasonable to suppose that members 
who are given a chance to be directly useful in lodge affairs will 
take more interest, and that interest will impel attendance; 
furthermore, a member whose interest is sustained by lodge activities 
in which he has even a small part is likely to value his good 
standing more highly
than if nothing is expected of him.

The Master has heard time and again that one of his duties is to "set 
the Craft at work." He must, of course, decide what should be 
attempted in his particular lodge. It is presumed that he has had 
some official responsibility prior to his advancement to the East, 
and that he has profited both by observation and experience. He is 
likewise familiar with the diversity of interests and capabilities of 
many of his brethren. Given these advantages, plus some definite 
ideas of what needs to be done
(and anything which will benefit the lodge is a need), he is ready to 
set the machinery in motion.

The newly elected Master is soon conscious of the fact that the 
responsibility of leadership, heretofore viewed from some other 
station in the lodge, is a reality which he, himself, must meet and 
discharge-and with credit, if he is to justify the confidence of his 
brethren.

The diversity of interests always present in any group must be 
recognized. This will point the necessity of diversified types of 
meetings if satisfactory attendance and cooperation are to be 
secured. This varity is wholesome. Monotony is deadly-and it may 
safely be attributed to lack of initiative, or to insistence on or 
restriction to some one activity in which only a few may be 
interested, or to a sadly inadequate understanding of Masonry itself.

FRATERNAL WELFARE AND RELIEF

While Relief is the second of our three principal tenets, Masonry in 
no sense guarantees indemnity for physical or financial misfortune. 
It does, however, impress upon the individual member at the outset of 
his Masonic career the profoundly important principle of Charity. 
While this obligation is accepted
individually, it is clear that some well-defined plan must be adopted 
by the membership as a whole if relief is to be administered 
effectively.

Few, if any, lodges escape the necessity of contributing funds for 
the relief of unfortunate brethren or their dependents. It should be 
remembered that such relief is primarily the responsibility of the 
lodge, and that the Grand Lodge Charity Fund should not be called on 
for help unless or until the lodge has exhausted its own available 
resources.

The sympathetic and the practical should be equally blended in the 
approach to all such cases. Moreover, the term "Charity," as Masons 
use it, is not limited to emergencies that simply require immediate 
food, shelter, or clothing; it embraces continuing relief when 
necessary, as in event of serious accident or illness; it may even 
include certain welfare work, rehabilitation of families, supervision 
or at least kindly counsel in the problems of education of minor 
children, and assistance in finding employment. It should not be 
forgotten that the knowledge of sincere interest on the
part of his brethren is cheering and stabilizing to the one who is 
facing grave difficulties. This
interest should be made very plain to him, for an encouraging word is 
often powerful in its effect. While on this subject, it is suggested 
that not all the anxieties of our brethren are financial, and that a 
tactful expression of genuine concern for his welfare may be 
gratefully remembered long after you have forgotten the incident.

RELATIONS WITH GRAND LODGE
Grand Lodge is usually referred to as an event-the Annual 
Communication-rather than as an organization which functions steadily 
throughout the year; the latter sense is the one in which it is here 
considered.

Because of the many points of contact with Grand Lodge, both Master 
and Secretary should become familiar with the Code-at least with all 
those portions relating to lodge administration. No car owner would 
for a moment consider starting on an unfamiliar tour of the country 
without a road map; nor, having it, would he fail to consult it-in 
advance-at every point of uncertainty. This very simple and
obvious principle applies, especially, to the Master and Secretary in 
the conduct of their several duties. "The Book of Constitutions you 
are to search at all times"-a sentence from the ceremony of 
installation of the Master, and a significant one.

There are two Grand Lodge officers with whom the Craft is frequently 
in contact: the Grand Master and the Grand Secretary. The former 
presides over the Grand Lodge at its Annual Communication, and also 
(in person or by duly appointed representative) at special 
communications, such as dedications, corner-stone layings, 
constituting newly chartered lodges, funerals, and any other 
occasions wholly under the supervision of Grand Lodge. He issues 
dispensations for the formation of
new lodges. Upon request, he renders opinions for administrative 
guidance of the Craft, and decisions on points at issue-the latter 
subject to later review by the Committee on Masonic Jurisprudence in 
most jurisdictions. With certain exceptions, he appoints all 
committees, boards, and non-elective officers. He may arrest the 
jewel of any lodge officer, or the charter of any lodge. He may 
"convene, open, preside in, inspect, and close any lodge in the Grand 
Jurisdiction, and require conformity to
Masonic law and usage. " He is "to exercise and discharge the 
executive functions of the Grand
Lodge when it is not in session" is an indication of his 
responsibility and authority.

There is much correspondence and consultation with the Grand 
Secretary during the course of the year, yet in many cases of legal 
nature such inquiries would often be unnecessary if the Master or 
Secretary would consult the Code instead (this likewise applies to 
similar questions sent the Grand Master).


