LEADERSHIP IS EXPECTED AND RESPECTED

One of the most irritating and disconcerting things during any 
Masonic meeting is when two or more Brethren on the sidelines get 
into a sotto voce discussion. It's even worse when one of them is 
hard of hearing. When this happens during degree work, it can throw 
off even the best of ritualists. We've all seen--and heard--it 
happen.

It is a distraction from the solemnity of the ritual. It's 
discourteous to the degree team; it's robbing the candidate of the 
benefit of what should be a meaningful experience; and it is 
insulting to the Brethren who are trying to hear.

Unfortunately, the offending offensive Brethren don't seem to realize 
that they are disturbing their colleagues. They don't realize that 
they can be heard ..or, possibly they don't care.

How to overcome situations like this is a leadership problem which 
faces many Masters. Should he rap the gavel and ask for quiet? Should 
he have someone go over to the offending Brethren and ask them to be 
quiet? Should he ask them to leave the lodge room? Or should he 
ignore them?

The answers to these questions will depend on many factors. The 
mantle of leadership comes in many guises. The personality of the 
Master will to a large degree, dictate the manner in which he can 
best cope with the situation. There are some with strong 
authoritative images, who can maintain order merely by a meaningful 
glance; while others must resort to persuasion, reasoning or other 
methods .
We recognize that the Worshipful Master has the authority to take 
strong action. His word is LAW. However, in the interest of "peace 
and harmony" he will--if he is a good leader -- use only the "force" 
necessary to overcome an infraction. Gentle persuasion is probably 
the best tool he has. By "whispering wise words of counsel in the ear 
of an erring Brother" or having it done, will usually secure the 
desired results.

We heard of one Grand Master who was speaking at a lodge in his own 
Jurisdiction which had a reputation of sideline chatter. Even as he 
was speaking, the lodge Secretary and the lodge Treasurer became 
involved in a heated, whispered argument, which proved most 
distracting. In fact, it became so disconcerting that the Grand 
Master lost his train of thought. Rapping the gavel, he addressed the 
talkative Brothers and sternly told them that he had been invited to 
speak; that he intended to speak, but that he was not going to have 
any competition. Upon resuming his prepared remarks, you could have 
heard a pin drop, it was so quiet. In fact, the remainder of the 
evening, the lodge maintained a subdued attitude. Everything was 
quite proper.

As he left the temple, he said to himself that that was probably the 
last time he would be invited to that lodge. How wrong he was. He 
later learned that at the next meeting of the lodge, the Secretary 
apologized to the Master and to the lodge for the embarrassment they 
had caused and moved that the Grand Master be elected an Honorary 
Member of the lodge. The Treasurer seconded the motion, which was 
unanimously carried. He is the only Past Grand Master holding 
Honorary Membership in that lodge.

In recounting that story, the Grand Master, now Past Grand Master, 
uses it to illustrate several valid points of leadership. (I) Leaders 
MUST lead! (2) When you are in the "right," you have nothing to fear. 
(3) Leadership is expected and respected. (4) Harmony must prevail .

Courtesy - common courtesy - is a trait of mankind. It is a two-way 
street. It is a hallmark
of a Mason.

We frequently see Masters who try too hard to be a "good old boy." 
They joke too much, and in doing so, invite a great deal of sideline 
chatter. Their meetings become .so informal that the lodge is 
subjected to ridicule. Their lack of leadership is counter-
productive. Instead of creating an atmosphere of dignity and decorum, 
they produce a comedy of contagious errors, which reflect upon the 
character of the lodge, and frequently drives the Brethren away from 
the lodge in droves.

Even worse, however, is the silver-tongued Master who is a born 
ritualist. His intonations,
expression and sincerity are superb when he delivers the ritual. BUT, 
as soon as the lodge is closed, he becomes a loud-mouthed, foul- 
mouthed, woman-chasing rogue. He completely ignores his own beautiful 
rendition of the charge "to put into practice outside the lodge, 
those principles which are inculcated therein." This "Frankenstein 
Monster" has the leadership potential of an "off mule."

Everyone in leadership positions in any field of endeavor, either 
consciously or subconsciouly, develops a style of leadership 
techniques which fit their personality. What is effective for one 
might be an absolute flop for another. Some of the leadership 
techniques could easily be described as gimmicks.

On the night of his installation, one Master announced that he was 
assigning a specific task to each of the 200 members of the lodge, 
which he would like to have completed within three months. What he 
had done involved a great deal of planning which is an essential in 
leadership. Over a period of months, he had developed a list of 
things which needed to be done around the lodge. He charged one
member to see that each task was accomplished.

No one job involved much time or effort, but it did involve everyone. 
Tacking down a piece of
upholstery on the Junior Warden's station; scrubbing the lavatory; 
painting the stair rail; repairing strings on aprons; cleaning the 
glass on the Past Master's pictures; replacing a frayed cord on the 
Secretary's desk lamp; oiling the hinges on the Preparation Room 
door; replacing a tile in the kitchen floor; having the window 
curtains dry cleaned; helping the Secretary address envelopes; 
preparing a telephone roster; refinishing the Stewards' and Deacons' 
rods; developing a roster of Widows-and the list went on and on. Each 
task was matched with a member's name, one who had the time and 
ability to do it.

To coordinate and supervise the execution of the assignments, the 
Master assigned his officers. This, too, is an important element of 
leadership.

In the following weeks, the lodge building was a hub-bub of activity, 
as the members gathered to carry out their respective 
responsibilities. Some came during the lunch hour, others in the 
afternoon and some in the evening. Fellowship reigned as one Brother 
helped the other. Wives frequently came along to help out, and often 
brought along refreshments. Even after a job had been finished, many 
came back to see what else was being done. A coffee-klatch developed. 
Cribbage and pinochle games often started after the work was done.

The exciting thing that happened though, was the dramatic increase of 
attendance at even the Stated Meetings. And, at these, the Master was 
careful to exercise another trait of leadership by recognizing the 
accomplishments of each member and showing appreciation. Not only did 
the lodge building sparkle with its improvements, the members had 
become Masons in the true sense of the word, with a genuine concern 
for one another.

Just as the "spin-offs" of the Space Program have produced many 
improvements in our daily lives, the "spin-offs" of this Master's 
leadership have had a lasting effect upon the lodge and upon the 
community. A Master is expected to show leadership. He did. And his 
leadership is respected. However, his brand of leadership might not 
"fit" another.

The first impression many visiting Brethren get of a lodge is their 
reception by the Tiler (or, if you prefer-Tyler). How meticulous is 
he in checking your dues card; having you sign the register; seeing 
if you can be avouched for or if you need the "dreaded Committee;" 
providing an apron or in taking up "the word" can either "turn you 
on" or "turn you off." His is a thankless-yet important-job, yet it 
is somehow often ignored.

One Tiler in a small town lodge was getting more than his share of 
harassment from one of the members one night. Finally, after about 
five minutes of constant harangue, the Tiler became fed up. Picking 
up the "implement of his office," he said,, "My job is to keep off 
cowans and eavesdroppers. I wish to H------it was to keep off horses-
asses." It was crude. Yet it was forceful. It accomplished its 
purpose. It was a form of leadership.

Much has been said and written about Masonic Leadership. (See Short 
Talk Bulletins: 1-70, Lodge Leadership; 4-52, Masonic Man- ners; 2-
41, Master; 10-39, Art of Presiding; 2-48, Parliamentary Law in 
Freemasonry; 10-74, Powers of the Worshipful Master.) (See Masonic 
Digests: Leadership - how to Develop It; Leadership Training; Think 
Tank for Junior Wardens.) There are no hard and fast rules. 
Leadership is a matter of interest for every Mason. Leadership is 
common courtesy. Leadership is a two-way street. Leadership is 
essential .

We show our leadership by the way we act toward others. It's as 
simple as setting the example by the way we conduct ourselves on the 
sidelines, or as complicated as controlling the discussions on an 
emotion-packed motion.

Each of us has some leadership potential or ability. It's a trait 
worth developing and practicing. Just as a pair of pants won't fit 
everyone, we must tailor our leadership abilities to fit our own 
personalities.


