In my previous article, I explored the values we hold dear, the pressures we face, and the integrity required to stay true to what matters most. I also touched on the lessons we can learn from our works, and repeated a profound question asked by a past Grand Master, “Are we who we say we are?” In an earlier piece, I discussed our journey and situation here on Earth: emphasizing the need for balance of body, spirit, and mind. As we turn our attention to the leadership academy and focus on educational topics like planning and structure, it seems fitting to revisit and connect these themes.
“Begin with the end in mind. Shape your future by creating a mental vision and purpose for any project, large or small.” Stephen Covey
7 Habits of Highly Effective People
Many of the significant challenges we face cannot be solved alone, and within Masonry, it quickly becomes apparent through our symbols and ritual how vital collaboration is. In our Grand Lodge-sponsored training, we guide incoming Junior Wardens to proactively create a calendar for their year well before assuming the role of Worshipful Master. We also coach them to reconcile the various needs for that calendar, ensuring clarity around officers’ and members’ involvement and contributions to the plan.
“People don’t buy what you do; they buy why you do it. And what you do simply proves what you believe.” Simon Sinek
Start with Why: How Great Leaders Inspire Everyone to Take Action
To foster an environment free of contention, everyone must understand the vision and their role in it. This requires well-thought-out communication structures and feedback loops—concepts that become even more critical as collaborations extend beyond a single lodge.
The challenges are not unique to our craft; product development and organizational leadership are key themes across many industries. Unfortunately, one often overlooked pre-condition for success in these areas is understanding team dynamics and making the necessary adjustments to accommodate them. Embracing this means moving beyond one-size-fits-all solutions and recognizing that people are not interchangeable cogs. It asserts revisiting our goals and setting iterative objectives that respond to what we learn. A yearly calendar is a good place to start, but success requires more. It relies on the relationships we build and how we leverage them. Considering this, I am also reminded of the striking statistic shared by WB Reed about the rise of AI companions and the increasing loneliness in society. Masonry offers a powerful antidote to this trend. I would ask each of you to consider how well you know your Brothers, their interests, aspirations, and families.
“When you like people and treat them like individuals who have value, you begin to develop influence with them. You develop trust.” John C. Maxwell
The 5 Levels of Leadership: Proven Steps to Maximize Your Potential
This brings us to why I put this article together: what happens when vision, commitments, or communication cause us friction? Hopefully we have enough self-awareness to recognize it, and strong enough bonds to discuss and work through it together.
We are a volunteer organization, which presents unique challenges and demands a leadership style that encourages voluntary engagement. Over the past five years, we’ve encountered additional obstacles and societal shifts, including the widespread transition to remote work. Growing responsibilities, commitments, and competing demands have further strained volunteer time and intensifies the risk of burnout.
As Masons, we are taught the importance of dividing our time effectively. Great leadership books prompt us to look at our various roles and needs and prioritize around them. In a world that has so many things demanding our time, and with the rise of burn-out, continually reflecting on this is vital. Continued growth, flexibility, and adaptation to a rapidly changing landscape is important.
“Trust is the foundation of real teamwork.” Patrick Lencioni
The Five Dysfunctions of a Team: A Leadership Fable
In this article, I’ve quoted some thought leaders in the space of organizational leadership and referenced their books. While not specifically Masonic, they have come up in discussions I’ve had with other Masonic educators relating to leadership concepts. I have read each, and typically re-read them periodically – each time learning something new. I hope you find them useful resources, and they help unlock further collaborations and approaches to solving problems with those that are around you.
There are no easy answers to the challenges we face. Please take a moment and reflect on how we as Masons might help bring relief to burnout, and help others find their place in Masonry. I will explore this further in my next Ashlar article.