Tim Bryce - Freemasonry from the Edge

Freemasonry from the Edge - Tim Bryce brings a commanding presence of Masonic Leadership and wisdom on all aspects of the fraternity from the day to day operation of a lodge to the underpinnings of living the meaning of Masonry.

Masonic Weekly Digest: 11/05/2010

November 5, 2010 by TimBryce

RECENT MASONIC NEWS:

Florrisant police announce MOCHIP event
St. Louis Globe-Democrat – MO, USA – Oct 29th

Masonic Building project moves forward
Osceola Sentinel Tribune – IA, USA – Oct 29th

Masonic lodge turns 200
Auburn Citizen – NY, USA – Oct 31st

Haunted Hawaii: Masonic Temple
KHON2 – HI, USA – Oct 31st

Girls scoop £5000 for Wye Valley School
Buckinhamshire Free Press – UK – Nov 1st

Masonic Lodge hosts children’s party
Tehachapi News – CA, USA – Nov 1st

Union Lodge No. 5’s “The Mason’s Secret Ball” a smashing success
ShorelinePlus.com – Stamford, CT, USA – Nov 2nd

Exhibition gives peek inside the lodge
Otago Daily Times – New Zealand – Nov 3rd

Low turnout disappoints
Community Press – ON, Canada – Nov 3rd

Local Masonic Brothers provide food, sun and fun
Hudson Valley Press – NY, USA – Nov 3rd

Free cancer screenings offered in Louisburg
Miami County Republic – KS, USA – Nov 3rd

Feeding the haunted spirit
River Falls Journal – WI, USA – Nov 3rd

Firework equipment donated to Flint RNLI
Flintshire Chronicle – UK – Nov 4th

Councillors declare Masonic membership
Salisbury Journal – UK – Nov 4th

NOTICES:

Web Site – Regular Grand Lodge of Serbia
http://www.rgls.org/sr.html

And you can access my latest column (non-Masonic related) at:

http://www.phmainstreet.com/timbryce.htm

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If you have any questions, please do not hesitate to contact me.

All the Best,
Tim Bryce, PM, MPS, MMBBFMN
timb001@phmainstreet.com
Palm Harbor, Florida, USA
“A Foot Soldier for Freemasonry”

P.S. – Check out my book, “The Freethinking Freemason”
http://cornerstonepublishers.com/freethinking.html

An 86 Year Old Book Review

October 5, 2010 by TimBryce

Looking for something to read, I went back into my library and pulled out a copy of The Autobiography of Mark Twain which I have had since High School.

I’ve always been an admirer of Samuel Clemens’ work, but I have to admit I balked at taking his autobiography seriously years ago. This time though, I was in the proper frame of mind and wanted to know more about the renowned author and humorist, not so much about the facts and history of his life, but more about his perspective of the times. I wasn’t disappointed.

The book was originally published in 1924 (fourteen years after Twain’s death) and basically consists of sketches describing his life spanning the years from 1835 to 1910, which is known as a very rich period of American history. He describes life prior to the Civil War, his involvement during the war, and the expansion west. I found his narratives of life in the Midwest, both as a child and an adult, particularly colorful and interesting. Clemens did a remarkable job describing life as a boy living on a farm. His description of the foods of the period made me hungry and I could vividly visualize the school he attended and life on the farm.

I’m afraid African-Americans will not be too happy with the book as Twain uses the “N” word liberally, but not maliciously. It was just the way people talked back then. There was no ulterior motive for using the word, nor venom in his language, it was simply a snapshot of the times. Nonetheless, African-Americans may call for the book to be banned from schools if they read it.

As a writer, I found his rich vocabulary, sentence structure, and punctuation particularly interesting. It was much different than what I am used to in the 21st century. Unlike today where we typically try to gorge ourselves on a novel as expeditiously as possible, Twain’s style forces the reader to slow down and savor each sentence. You can tell that it was written by a craftsman intimate with the English language.

His humor is also different. Instead of today’s “in your face” approach to comedy, Twain mischievously takes the reader down an unknown path where he inevitably springs a humorous conclusion on you. It is not backslapping funny, just elegant humor very tastefully presented. His anecdotes are always designed to teach a lesson and cause a chuckle in the process.

I wanted to read his autobiography, not so much to learn about his family history, which he volunteered reluctantly, but more to understand his perspective of the times which I found was essentially no different today than 100 years ago.

He made a few comments that particularly caught my attention; the first was the cycle of life, to wit:

A myriad of men are born; they labor and sweat and struggle for bread; they squabble and scold and fight; they scramble for little mean advantages over each other. Age creeps upon them; infirmities follow; shames and humiliations bring down their prides and their vanities. Those they love are taken from them and the joy of life is turned to aching grief. The burden of pain, care, misery, grows heavier year by year. At length ambition is dead; pride is dead; vanity is dead; longing for release in their place. It comes at last – and they vanish from a world where they were of no consequence; where they achieved nothing; where they were a mistake and a failure and a foolishness; will lament them a day and forget them forever. Then another myriad takes their place and copies all they did and goes along the same profitless road and vanishes as they vanished – to make room for another and another and a million other myriads to follow the same arid path through the same desert and accomplish what the first myriad and all the myriads that came after it accomplished – nothing!

The second observation that caught my attention was his comments regarding success. In the book, he comments on the many bad business deals he had made in his lifetime which cost him dearly. He also missed an opportunity to invest in Alexander Graham Bell’s new invention, the telephone. However, an acquaintance of Twain’s invested $5,000 in the company and was paid back many times over thereby causing the writer to observe:

It is strange the way the ignorant and inexperienced so often and so undeservedly succeed when the informed and the experienced fail.

Concerning heroes:

Our heroes are the men who do things which we recognize with regret and sometimes with secret shame that we cannot do. We find not much in ourselves to admire, we are always privately wanting to be someone else. If everybody was satisfied with himself there would be no heroes.

On writing, which I wholeheartedly agree:

…when the tank runs dry you’ve only to leave it alone and it will fill up again in time, while you are asleep – also while you are at work at other things and are quite unaware that this unconscious and profitable cerebration is going on.

Although Clemens was known to be a Mason (Polar Star Lodge No. 79, St. Louis, MO) there was no direct mention of his affiliation with the fraternity in the book. However, there were a couple of passages that suggested Masonic influence (I believe it was “wrong, cheat or defraud” and something else along those lines). The only other Masonic connection was Clemens’ meeting with Bro. Rudyard Kipling (Hope and Perseverance Lodge No. 782. E.C., Lahore, India, and one of the original forty Fellows of the Philalethes Society). Clemens spoke at length of his meeting with Bro. Kipling while the latter was but a young 24 year old visiting the United States for the first time. In his travels, he made it a point to look up Clemens where he was working in Elmira, New York.

Although they only met for a couple of hours, Kipling impressed Clemens by his breadth of knowledge, causing Twain to write:

He is a stranger to me but he is a most remarkable man – and I am the other one. Between us, we cover all knowledge; he knows all that can be known and I know the rest.

Samuel Clemens was a past master of the anecdote. His autobiography was assembled more as a collection of such stories as opposed to a flowing history. I appreciated his cogent comments regarding the world of the 1800’s. His ability to paint a picture with words and tell a story was like taking a ride on a time machine. I, for one, thoroughly enjoyed the trip, but I’m not sure today’s younger readers would feel likewise as his stories are less about the complexities of life and more about the simple truths of living it.

Most book reviews are printed either just prior to publication or shortly thereafter. I apologize for the slight delay.

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

Tim Bryce is a writer and the Managing Director of M. Bryce & Associates (MBA) of Palm Harbor, Florida and has over 30 years of experience in the management consulting field. He can be reached at timb001@phmainstreet.com

For Tim’s columns, see:
http://www.phmainstreet.com/timbryce.htm

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Tune into Tim’s THE BRYCE IS RIGHT! podcast Mondays-Fridays, 11:30am (Eastern).

How We Motivate People

September 8, 2010 by TimBryce

NOTE: This paper was originally developed for my consulting practice, but there is some advice in here that is also applicable to running a Masonic Lodge. Hope you find it useful.

I’ve been thinking about how we motivate people lately, be it in the work place or in a volunteer organization and I’m of the opinion there is no single approach that is universally applicable. It’s a matter of finding each person’s hot button and knowing how to push it. I think the reason for this is because people today are more ruggedly independent and competitive, rather than cooperative and working as a team. Unfortunately, this complicates the life of the manager who must somehow get a group of people working towards common objectives.

I’ve classified the various motivational techniques into “Soft” and “Hard.” Soft motivation techniques are used to encourage people to think and act in certain ways primarily using the art of suggestion. Some techniques in this category are direct, but most are subliminal as we appeal to the worker’s intellect, that it would be in their best interest to work or act in a certain manner. Managers may use one or more of the following techniques depending on the person and situation:

“Soft”

Salesmanship – if the business problem or objective is properly stated and the benefits clearly defined, most people will respond accordingly, but a lot depends on how the message is presented. A word out of place or spoken without conviction and your message may be misinterpreted. It’s very important to solicit understanding and get your audience shaking their heads in agreement with you thereby confirming they comprehend your message.
Brainwashing – do not underestimate the power of repetitive messages, be it on the computer, on printed signs, audio sound bites or whatever. Repetition represents a subliminal way to motivate people. Keep your message short and sweet; also make it iconic so it triggers certain responses from your workers.
Rewards – financial compensation, benefits, time off and even a simple luncheon represents a carrot and stick approach to motivating people. To me, this approach was more effective 20-30 years ago than it is today where employees fully expect to enjoy all of the perks a company has to offer regardless if they earned it or not.
Elitism – creating an esprit de corps among workers has at times proven very effective. Over the years there have been several reports describing how workers who are given special preferential treatment respond enthusiastically. Giving such treatment implies promoting a worker’s social standing in the company (it’s a “class” thing). Elitism can take many forms, be it new facilities, use of special technology, more freedom in the workplace, more participation in project decisions, etc. If workers believe they are working on a “state of the art” project or are given star status, they tend to develop a swagger and work more earnestly as they wish to maintain their perception of self-worth. Occasionally workers abuse their stardom, at which time it is necessary for the manager to burst their bubble and bring them back to Earth.
Interpersonal Relations – This is much more than salesmanship as it requires the use of all of a manager’s rhetorical powers being applied spontaneously. Here, the manager must interact with each worker individually and thereby must know each person’s hot buttons. Consequently, a manager must be able to quickly shift from being friendly and kind one moment, to satirical in the next, to consoling, to some friendly bullying, to kidding and friendly teasing, etc.
Inspiration – this can be a very handy technique for motivating people who can be inspired through a talk or an article. If workers truly believe in their leaders, they can move heaven and earth. This of course means the development of positive role models for others to emulate. It can also be through some act a person has performed, such as some special achievement or award received. People tend to respect others they know to possess special qualities.
Mentoring – here, the older workers offer wise counsel to younger workers and guides them through their professional development. Although mentoring was at one time a popular technique used in business, it fell into disuse for several years in the late 20th century. Only now is it beginning to make a comeback.
Teaching – simple education through classes or seminars can inculcate important lessons and leave an indelible impression on workers.

Aside from these “Soft” motivational techniques, there are some workers who are just plain “thick” and do not take hints well. Consequently, a manager must make use of “Hard” techniques, such as:

“Hard”

Criticism – sharp criticisms and insults regarding workmanship can sting, particularly if coworkers learn of it. Unfortunately, the only way to get some workers’ attention is by questioning their professional integrity. Sometimes bullying can produce remarkable results, but I do not recommend it as a regular diet. Beware of embarrassing employees who may respond by subverting your plans. It is also a good way to create enemies. Then again, do you really care?
Ranting and raving – loud and obnoxious outbursts demonstrate your displeasure with something and acts as a warning to all in earshot that you mean business. Most people like to avoid losing their cool, but sometimes it can really rattle the cages of workers. Think of it as an occasional stick of dynamite to move a stubborn problem out of the way.
Threats – nobody likes to be threatened but regrettably sometimes it is necessary and certain people respond positively to it, be it a threat to employment, a cut in pay, or whatever. By putting the fear of God into someone, it’s amazing what they can produce. One caveat though, check the person’s work carefully as they may have cut corners or even sabotaged their work.
Placebos – represents simple trickery, be it offering a magical pill, changing the clock, or whatever. Through simple misdirection you can induce people to produce the results you want in spite of their inclinations.
Micromanagement – representing close supervision of the worker activities. This is primarily used in situations where the boss does not trust the judgment of the workers and finds it necessary to direct all of their activities personally. The only problem here is the manager spends more time supervising and less time managing. Further, workers no longer feel responsible for workmanship and rightfully blame the manager for any errors made.

It bothers me that we have to use “Hard” motivational techniques to produce the results we want as managers. I am the type who just needs to believe in what I am doing in order to tackle an assignment (just a little “Salesmanship”). However, not everyone is the same and it is necessary for a manager, regardless of the organizational entity, to use whatever techniques are available to get the job done. It is not surprising to see some people take on a chameleon approach to management where their disposition can change from kind and gentle to harsh and tyrannical in order to suit the moment. In fact, a good manager must possess the ability to change his/her deportment. If a manager is nothing more than a simple easygoing person, workers may be inclined to abuse him as they do not take him seriously. In contrast, if a person is a tyrant, he runs the risk of mutiny or abandonment. The manager must be willing to change his disposition to suit the situation and get the results desired. In the end, it’s a matter of knowing how and when to push the hot buttons of our workers.

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

For Tim’s columns, see:
http://www.phmainstreet.com/timbryce.htm

Like the article? TELL A FRIEND.

Tune into Tim’s THE BRYCE IS RIGHT! podcast Mondays-Fridays, 11:30am (Eastern).

Playing by the Rules

August 30, 2010 by TimBryce

Whether in business or a nonprofit organization there will be instances where you will inevitably be warned to “play by the rules.” I have heard this in just about every company I’ve consulted with, as well as the many different nonprofit organizations I have participated in over the years. Basically, it is a thinly veiled warning not to disrupt the status quo or face the consequences. It is essentially no different than saying “Do it our way or else.” Interestingly, I have discovered people either don’t know what the rules are, misinterpret them, or know them too well.

Playing by the rules doesn’t necessarily mean following the written rules, policies and procedures as defined in a formal document such as a policy manual or a set of governing docs such as bylaws. More likely it means to conform to the wishes and whims of the current regime. Volunteer organizations in particular can easily become political snake pits. One of the things you discover early on, it’s not a matter what the governing docs say as much as it is about who interprets them. Regardless of the clarity of the language, the rules will be interpreted by those in charge. Not surprising, those who admonish us to play by the rules are the same people who control them thereby turning them into a political football.

It is not uncommon to discover there are probably more unwritten rules than written. The sooner you learn them, the better. This is, of course, all a part of learning and adapting to the corporate culture. The written rules may say one thing, the unwritten rules may mean something entirely different and probably carry more weight. Too many times I have seen procedures clearly written one way, yet when I ask about them, I am told “We haven’t done it that way in years.”

As a systems man, I learned a long time ago to consult with secretaries and clerks when trying to figure out an existing system. The documentation may say one thing (if any), but the operational people know how things are really run. It kind of makes you wonder why organizations invest in developing policies and procedures if nobody is expected to follow them. In all likelihood it is to create a legal escape hatch in the event of when push comes to shove.

People will pay little attention to rules that are unfairly interpreted. In fact, they will go out of their way to subvert them, and why not? If the current regime demonstrates unethical behavior, their subordinates or constituents in all likelihood will follow suit. Again, this is all part of the corporate culture.

Getting people to conform to the formal written policies and procedures takes an individual with unusual strength of character, who understands the necessity of conformity, and interprets the rules fairly. Such people of integrity are unfortunately becoming few and far between.

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

For Tim’s columns, see:
http://www.phmainstreet.com/timbryce.htm

Like the article? TELL A FRIEND.

Tune into Tim’s THE BRYCE IS RIGHT! podcast Mondays-Fridays, 11:30am (Eastern).

Masonic Entitlement

August 11, 2010 by TimBryce

A common lament in our society today is that our youth have developed a sense of entitlement whereby they believe they are entitled to a cell phone, a computer, an education, a car, or whatever. For some reason, they believe they have a God-given right to such things as opposed to working and earning them. I also see evidence of this in Masonic Lodges where some young officers believe that by simply attending Lodge and wearing a tux, they are entitled to the next chair in the officer rotation. On too many occasions, in too many Lodges, I have seen such officers skate through their responsibilities and accomplish nothing. They still do not know their ritual work, they still do not capably perform the responsibilities that accompany the office, yet they feel entitled to move up in the Lodge. Actually, such people are capitalizing on those Lodges struggling for membership and participation. The mindset tends to be, “If they don’t like what I’m doing, then fine, I’ll leave and they won’t have anybody sitting in a chair.” This is extortion no matter how you try to rationalize it. If this approach is successful, incompetence is rewarded.

I don’t buy such a scenario and have never voted along such lines. I vote for the person I believe is the most competent to hold the office, not the least, and I’m beginning to believe I’m an anomaly in this regards.

In my jurisdiction, there is no real prerequisite for becoming a Worshipful Master other than being a Master Mason in good standing. You do not need to pass any tests, earn any proficiency cards, attend any training, or know any ritual. Heck, you don’t even have to have earned your white leather apron. I have seen quite a few people who have rotated to the East without such qualifications; they just happened to be warm available bodies who can sit in a chair. As an aside, I have never met a person with such a background who was successful as a Worshipful Master. The Lodge simply muddled through his year and stagnated.

It is my understanding that in California, there are “District Inspectors” who review the capabilities of the Lodge officers. If they can pass the muster, they can proceed to the next chair if so elected. The point is, before they proceed to the next chair, they must be properly trained and understand their responsibilities. To me, this is forward thinking.

There is an unwritten rule that a Worshipful Master should prepare his junior officers for moving up if they are so inclined. This is why I think Masonic Education is so important, including the development of administrative and management skills. Unfortunately, today’s Worshipful Masters are facing resistance from the junior officers because of the entitlement issue. Frankly, I see Masonic entitlement becoming worse before it gets better. If people are unwilling to step up to the plate and assume responsibility, or are unwilling to put their best foot forward, maybe its time to think about closing the Lodge and moving on to one who has its act together.

All we can ask from our Lodge officers is one thing; that they at least TRY. I can assure you they won’t be 100% successful. Undoubtedly they will make mistakes along the way, but you’ll be surprised what can be accomplished simply by trying.

Just TRY!

Keep the Faith!

Tim Bryce,
PM, MPS, MMBBFMN
“A foot soldier for Freemasonry”

NOTE: The opinions expressed in this essay are my own and do not necessarily represent the views or opinions of any Grand Masonic jurisdiction or any other Masonic related body. As with all of my Masonic articles herein, please feel free to reuse them in Masonic publications or re-post them on Masonic web sites (except Florida). When doing so, please add the following:

Article reprinted with permission of the author and www.FreemasonInformation.com
Also be sure to check out Tim’s “Pet Peeve of the Week” (non-Masonic related).

The Worshipful Master’s New Clothes

April 7, 2010 by TimBryce

An updated version of “The Emperor’s New Clothes” by Hans Christian Andersen

Once upon a time there was a Worshipful Master who was so fond of his Lodge that he spent most of his time rehearsing degrees and attending meetings. There was plenty of fun going on in the Lodge where the Master lived. Bills and minutes were read time and again, and the Brethren thrived on hot pasta dishes.

Visitors occasionally visited the Lodge. One day there came two representatives from Grand Lodge. They said they wanted to help the Lodge, but first the Master would have to hold fundraisers for the Grand Master’s charity and support his agenda. The Master found the GL representatives hypnotic, especially when they promised to increase membership, offset the Lodge’s growing financial burdens, and simplify the operation of the Lodge. Not only were their promises unusually attractive, but their programs had the peculiarity of being invisible to anyone who was not fit for his post or who was hopelessly stupid.

“I say! These must be wonderful ideas,” the Master thought. “If they are true, I would have the best Lodge in the jurisdiction. Yes, I must implement these programs all at once.” And he set the Craft to work under the guidance of the GL representatives.

And so it came to pass that the programs were implemented immediately. Spaghetti dinners, pancake breakfasts, and fish fries became the norm. The Lodge dug into their pockets and produced handsome sums of money for the Grand Master’s charity. Lodge delegates attended Grand Lodge functions and followed the party line unquestioningly.

“Well, now, I wonder how everything is going?” the Worshipful Master said to himself. But there was one point that made him feel rather anxious, namely, that a man who was stupid or quite unfit for his post would never be able to see the benefits that had been produced. Not that he, the Master, need have any fears for himself – he was quite confident about that – but all the same, it might be better to send someone else first, to find out how things were going.

“I’ll send my honest old Secretary to check on the results as promised by the Grand Lodge representatives,” the Master thought. “He’s the best one to see what is going on, for he has plenty of sense and experience, and nobody fills his post better than he does.” So off went the honest old Secretary to a meeting with the Grand Lodge representatives who assured him that everything was going well. “Lord, bless my soul!” thought the Secretary, with eyes staring out of his head.

“Why, I can’t see any improvements in the Lodge.” But he was careful not to say so.

The two Grand Lodge representatives begged him to take a closer look – wasn’t the Lodge running just fine? Although the poor old Secretary opened his eyes wider and wider, he couldn’t see a thing, for there wasn’t a thing to see. “Good Lord!” he thought, “Is it possible that I’m stupid? I never suspected that, and not a soul must hear of it.” “Well, what do you think of it?” one of the representatives asked.

“Oh, it’s excellent! Things couldn’t be better!” the old Secretary said, looking through his spectacles. “I shall certainly tell the Worshipful Master how pleased I am with it.”

By and by, the Worshipful Master sent another honest Brother to see how the Lodge was running. The representatives accompanied him on his journey. As they traveled throughout the Lodge, the representatives made sure that the Brother saw only what they wanted him to see. He saw the Craft working on obscure projects, money being collected for the Grand Master’s Charity, and attendance at Grand Lodge workshops. “But our membership is still in decline, apathy among the Brethren is getting worse, and our financial situation is becoming dangerous,” the Brother thought to himself. And then he praised the programs, which he knew were compounding problems for the Lodge. “Yes, it’s quite sophisticated,” he said to the Worshipful Master when he got back.

The splendid programs became the talk of the district. And now the Worshipful Master himself said that he would check into the new programs himself. Quite a throng of select people, including the two honest old Brothers, went with him to where the Grand Lodge representatives were overseeing the programs.

“Look, isn’t it magnificent!” the two honest Brothers said. “What’s this?” the Worshipful Master thought. “I don’t understand a thing – this is appalling! Am I stupid? Am I not fit to be Master? This is the most terrible thing that could happen to me…”

“Oh, it’s quite wonderful,” he said to them. “It has our most gracious approval.” And he gave a satisfied nod. All the courtiers who had come with him looked and looked, but they made no more of it than the rest. Still, they all said just what the Worshipful Master said, and they advised him to discuss the programs for the first time at the next Lodge communications that was to take place shortly.

On the eve of the meeting, the Grand Lodge representatives sat up all night preparing a report for the Worshipful Master to read on the results of the programs.

Then the Worshipful Master went to the communications with the representatives and explained the programs to the Craft. Not wanting to appear unfit for their positions or to seem stupid, they all praised the Worshipful Master for the programs. “Marvelous! Sensational!” they all said. Never had the Worshipful Master’s programs been such a success.

“But you still haven’t solved your problems!” a young Entered Apprentice said. “Our membership is in decline, Brothers are staying away from the Lodge, and our finances are diminishing rapidly. At this rate, we’ll have to close our doors soon.”

“Goodness gracious, do you hear what he is saying?” the Craft whispered from one to the other. Then they all shouted, “But you still haven’t solved our problems!” And the Worshipful Master felt most uncomfortable, for it seemed to him that the Craft was right. But somehow he thought to himself, “I must go through with it now. I have too much invested in it already.” And so he drew himself up still more proudly, while the Grand Lodge representatives chased after him with him with more new ideas, even in spite of the obvious.

Keep the Faith.

by W:.Tim Bryce, PM, MPS
timb001@phmainstreet.com
Palm Harbor, Florida, USA
“A Foot Soldier for Freemasonry”
Originally published in 2008.

Article reprinted with permission of the author and www.FreemasonInformation.com

Please forward me a copy of the publication when it is produced.

To receive notices of Tim’s writings, subscribe to his Discussion Group.

Airing Dirty Laundry

March 3, 2010 by TimBryce

One of my forte’s as a writer and a Mason is to be able to bring up touchy subjects such as Prince Hall recognition, alcohol in the Lodge, Grand Lodge government, etc. This has garnered me a lot of recognition, mostly positive, but there are some Brothers who object to my airing our dirty laundry in public. Some have suggested I should just stick to the philosophical and esoteric side of the fraternity and leave administrative subjects alone.

I guess I view myself as the kid who says, “the Emperor has no clothes.” For example, we recently concluded the Grand Communications in my jurisdiction where the Grand Master and Grand Secretary reported on membership. Since my year in the East (2003) I have been monitoring membership statistics as reported by the Grand Lodge. On the average we have been losing approximately 1,200 members per year. 2008 also represents the year when we officially went under the 50,000 mark in terms of members.

Interestingly, we raised more Brothers in 2008 than 2003 (a total of 1,355 in 2008), but I also noticed we continue to lose Brothers due to Suspension for Non-Payment of Dues and for those who simply take a Dimit (a total of 1,512 in 2008). This deficit has been with us ever since I started to monitor these statistics and probably well before it. One has to wonder why these Brothers are dropping out. I can only think of three reasons: to possibly transfer to another Masonic jurisdiction; they no longer enjoy it, or; they simply no longer see the value in Freemasonry. I can understand transfers, but this is a minuscule number. However, the latter reasons suggests to me that Freemasonry is slowly becoming irrelevant. Frankly, I suspect Florida is not alone in this regards.

We can pretend to ignore these numbers and maintain the status quo or we can face it like men, talk about it, and try to come up with new and imaginative ideas for addressing the problem.

I find it interesting that people want me to write about what happened in the fraternity 100 years ago. Although this may very well be of interest, I am more concerned with what the state of our fraternity will be 100 years from now. The question that keeps bouncing through my mind is how will our successors remember us, “As the generation who dropped the ball or the group who picked it up and ran for a touchdown?” This can only be done by holding frank and candid discussions on the problems of the day, not by sticking our heads in the sand. I tend to believe it is more unMasonic to ignore a problem than to talk about it.

My critics have accused me of being too pessimistic. Actually, I’m not. To paraphrase Bro. Samuel Clemens (Mark Twain), “I am an optimist who hasn’t arrived.”

Keep the Faith.

by W:.Tim Bryce, PM, MPS
timb001@phmainstreet.com
Palm Harbor, Florida, USA
“A Foot Soldier for Freemasonry”
Originally published in 2008.

Article reprinted with permission of the author and www.FreemasonInformation.com. Please forward me a copy of the publication when it is produced.

To receive notices of Tim’s writings, subscribe to his Discussion Group.

What’s for Dinner?

February 11, 2010 by TimBryce

When we eat with our Brothers, we digest more than the meal.
– Bryce’s Law

Serving a meal either prior to or immediately following a Lodge meeting has been an inherent part of our Masonic culture for many years. Brothers attend such meals more for the camaraderie it offers than anything else. Although there are no definitive figures on the subject, many Masons assume the meal has a direct bearing on meeting attendance. I tend to believe this. Further, the cheaper the meal, the less likely people are willing to attend.

I recently went out on the Internet to ask the Brethren about this subject and received considerable responses for which I thank all of you for your input. Just about everyone seemed to confirm the correlation between meals and attendance. But I noticed substantial differences in how meals were treated in North America versus the United Kingdom. The North Americans seem to treat the meal much more casually than their counterparts in the UK where it is not unusual to have a catered “Festive Boards” AFTER the meeting and at a higher price than most North American Brothers would pay.

In North America, most meals are prepared under the supervision of the Junior Warden, a task that is seldom relished. But if the Junior Warden executes his job with a little imagination and effort, he can have a profound effect on Lodge attendance. I’ve met some Junior Wardens who simply do not care, and you would be lucky to get punch and cookies from them. However, I have met others who love their job and offer cuisine the Brethren greatly appreciate. So much so, they frequently return to Lodge for more.

In most Lodges in North America, a simple donation is requested to offset the cost of the meal, anywhere from $1 to $8 is common. In the UK, on the other hand, the meals can get as high as $25-$40, an outrageous fee by most North American standards. But then again, it is not uncommon for our UK Brothers to use professional caterers for their festive boards.

In North America, the nutritional value of the meals is questionable, since most Lodges rely on pasta dishes and a lot of starches that “sticks to the ribs.” If you are on a diet, you will probably want to avoid a Masonic meal. And because most Junior Wardens operate on a tight budget (some use the adjective “shoestring”), the fare is often basic. Here are some prime examples of typical meals served at North American Lodge meetings:

Baked beans
Baked ham
Beef Stroganoff
Bratwurst and sauerkraut
Burritos
Chicken, fried, baked or barbecued
Chicken cacciatore
Chicken and dumplings or noodles
Chili con Carne
Chili dogs (aka Coneys)
Enchiladas
Hamburgers and Cheeseburgers
Hamburger Helper (believe it or not)
Hot Dogs
Lasagna
Macaroni and cheese
Mashed potatoes and gravy
Meat Loaf
Pizza
Pulled pork sandwiches
Ravioli
Red beans and rice with sausage
Roast beef, open faced sandwiches
Sandwiches (cold)
Sloppy Joes
Soup and Salad, including Clam Chowder
Spaghetti (meatballs or sausages optional)
Stew, beef or rabbit
Tacos, hard or soft shell
Turkey Tetrazini
Ziti, baked

(You do not see much in the way of fruits and vegetables do you?)

This is not to suggest North American Masons are incapable of preparing some fine meals, but they are served infrequently and reserved for special occasions such as a visit by the Grand Master, or a special year-end meal. Although you won’t find lobster tails or chateaubriand on the menu, here are the more common examples of special fare served:

BBQ Ribs
Crawdads
Deep Fried Turkey (popular in the Southern United States)
Field Rations (to honor the military) – cooked in a “boil-a-bag” format
Local delicacies – such as “Perogies” or “Vereneke.”
Pork Chops, grilled
Prime Rib
Roast Pig
Spamfest – a competition to prepare meals from Spam.
Steak
Wild Game Dinner – where hunters bring deer, rabbit, quail, etc.

Some of these are a bit avant-garde as meals, but they inevitably draw a lot of Brothers to Lodge meetings.

Although our UK Brethren typically enjoy catered affairs, they also have thier own fare they enjoy, including:

Bangers and mash
Cheese – usually Cheddar, Brie, Stilton
Cheese and biscuits
Dessert – Usually some sort of Swiss roll and custard or fruit salad
Fish
Lamb Chops
Sausages
Sausage Rolls
Shepherds/Cottage Pie and vegetable.
Steak and kidney pudding/pie
Stew
Vegetables – usually potatoes, carrots, beans, parsnips

As one UK Brother explained to me, “The idea of UGLE members cooking meals for themselves is unheard of to my knowledge. Usually a chef or cook is used and paid waitresses (a few may utilize the stewards) serve the meals. Members pay the going rate for a three course meal (say about $26 – $40 – a lot more in London) excluding alcohol. They regard the fellowship (and cost) of dining as a very important part of their Masonry. The idea of having poorly catered meals would be unacceptable. Under the UGLE, you are not allowed to use lodge funds to subsidize meals. All dining must be self-financed.”

Like it or not, Masonic meals are an important part of a Lodge meeting. And think about it, do we attend Lodge simply to listen to a meeting or do we come for the warmth and camaraderie of our Brothers? A meal greatly facilitates brotherhood.

For those Junior Wardens who cannot think of a cost-effective meal to serve at a Lodge meeting, I’ve just given you a couple dozen ideas for you to consider.

Keep the Faith.

by W:.Tim Bryce, PM, MPS
timb001@phmainstreet.com
Palm Harbor, Florida, USA
“A Foot Soldier for Freemasonry”
Originally published in 2008.

Article reprinted with permission of the author and www.FreemasonInformation.com

Please forward me a copy of the publication when it is produced.

To receive notices of Tim’s writings, subscribe to his Discussion Group.

Also be sure to check out Tim’s “Pet Peeve of the Week” (non-Masonic related) at:

Grand Lodge vs. Blue Lodge: Who Serves Who?

January 27, 2010 by TimBryce

Freemasonry, hierarchy,grand lodge, american freemasonry — Characteristics of the authoritarian model in Freemasonry

Masons have been meeting upon the level and parting on the square well before the formation of the Grand Lodge of England in 1717 (the first “Grand Lodge”). The invention of the Grand Lodge system was inevitable as it afforded Masons a means to administer Freemasonry on a consistent basis to suit local customs and cultural requirements. Establishing Grand jurisdictions to conform with political boundaries makes sense in that it allows Masons to legally operate under the particular laws of the state they are living.

This brings up an important point, the Grand Lodge system was originally designed to serve administrative purposes only. In other words, it is a servant of the Craft, not the other way around. It has long been understood that the authority over the activities of a local particular Lodge (aka Blue or Craft Lodge) primarily resides in the officers and members of the particular Lodge itself, not the Grand Lodge. However, over the years, we have seen a transition whereby the authority of the Grand Lodge supersedes the particular Lodge, thereby they serve the Grand Lodge and not the reverse.

Let me give you an example, I recently returned from our Grand Communications which, as most of you know, is intended to elect new Grand Lodge officers and vote on legislation. This particular Grand Communications annoyed the Craft greatly. I heard it described by delegates as the worst communications in recent memory, a model of inefficiency, a farce, the “Grand Master’s Coronation” and the “Grand Waste of Time” (and these are the kinder adjectives without the expletives). Why the disgruntlement? Because delegates felt their time and expense were taken for granted by the Grand Lodge. Had the Grand Master wanted to conduct the true business of the Grand Lodge in one day, he could have easily done so if he wanted. He didn’t. Instead, the Craft suffered through endless introductions, was bored to death by committee reports as pre-printed and included in the delegate’s packet of materials, and put to sleep by several unrelated speeches intended to pad time. To add insult to injury, little was accomplished in terms of legislation and the status quo was safely guarded again for another year. In other words, no progress was made. The Craft was so incensed by the Communications, I wouldn’t be surprised if we saw a sharp decline in attendance next year.

Regardless of the outcome, what disturbed me the most was the total lack of consideration for the Craft, only for the Grand Lodge officers. Brothers sacrificed a national holiday and a work day to attend a meeting that squandered their time. It wasn’t the Craft that was glorified, it was the Grand Line. My response to this was, “Haven’t we got this backwards?” It seems to me that instead of having humble servants of the Craft, we have created a Royal Family that answers to nobody.

The true power of Freemasonry belongs to the particular Lodge, not the Grand Lodge which should be nothing more than an administrative function. When it oversteps its authority and usurps the authority of the particular Lodge unnecessarily, than we have an unsavory situation emerging.

For those who believe in the tyrannical power of the Grand Lodge, I have two words of advice: Remember Runnymede.

Keep the Faith.

by W:.Tim Bryce, PM, MPS
timb001@phmainstreet.com
Palm Harbor, Florida, USA
“A Foot Soldier for Freemasonry”
Originally published in 2008

NOTE: As with all of my Masonic articles herein, please feel free to reuse them in Masonic publications or re-post them on Masonic web sites (except Florida). When doing so, please add the following:

Article reprinted with permission of the author and www.FreemasonInformation.com

Please forward me a copy of the publication when it is produced.

To receive notices of Tim’s writings, subscribe to his Discussion Group.

Also be sure to check out Tim’s “Pet Peeve of the Week” (non-Masonic related) at:

The Necessity of Lodge Audits

November 6, 2009 by TimBryce

The audit is an essential part of the checks and balances in the Lodge.
– Bryce’s Law

Like any organization, be it a public corporation or a nonprofit institution, it is necessary to periodically review the financial status of the entity which is typically performed on an annual basis (such as at the end of the financial year). Such analysis is essential in order to verify that accounting is being properly performed and that the powers that be are competently and correctly discharging their fiduciary responsibilities. It is also invaluable to assure no improprieties are being performed on the institution’s finances. I cannot image any institution, large or small, profit or nonprofit, not performing such a function.

In accounting there are fundamentally three levels of review: a “compilation” to check if the numbers add up correctly; a “financial review” which checks the numbers and comments accordingly, and; an “audit” which is an extensive review of numbers and procedures (and a costly undertaking I might add). In Freemasonry, we tend to avoid examinations of any kind from outside parties, preferring instead to analyze the Lodge’s finances internally. In my neck of the woods, the Lodge Audit is the responsibility of the Lodge’s Finance Committee to perform which is chaired by the Senior Warden and two other committeemen appointed by the Worshipful Master.

These two other committeemen specifically do not include the Secretary, the Treasurer, or the Worshipful Master, since they are part of the process under review. Hopefully, the two other committeemen have some experience in accounting but quite often they do not and usually consist of Brothers who are experienced businessmen or Past Masters.

Remarkably, I have seen Lodges who haven’t a clue as to how to perform a Lodge Audit and, as a result, shy away from performing it or do a superficial job. Either way, this does a disservice to the Lodge which depends on accurate financial records. Actually, the process is not that difficult and can be performed in a reasonably short period of time assuming you know what to look for.

There are basically two things to examine in performing a Lodge Audit: procedures and data. Procedurally, all income and expenses typically begin with the Secretary who records both in a ledger of some kind, either a cash book or using computer software (although cash books are fine, electronic spreadsheets and financial software offers the ability to automatically total accounts, thus simplifying the audit as well as for budgeting purposes). For every expense, large or small, the Secretary is to write a voucher which is to be countersigned by the Worshipful Master and passed on to the Treasurer for payment. Some Lodges have their bills paid automatically each month electronically, such as for utilities and telephones for example. Regardless how the bill is to be paid, either electronically or manually, all expenses require an authorized voucher.

Money is collected by the Secretary (and recorded as mentioned), before being transferred to the Treasurer for deposit in a financial institution. The Treasurer should then record all transactions (both debits and credits) either using a register (check book) or using an electronic banking system (such as Quicken, MS Money, or Quick Books). The benefit of these electronic banking systems is that they are very reliable in calculating balances and provides a convenient means to audit transactions (as well as monitoring budgets).

The Treasurer should also have on hand an organized set of bank statements which the Finance Committee should examine carefully and compare to the transactions as recorded by both the Treasurer and Secretary.

To summarize the items to be reviewed by the Finance Committee:

Secretary’s ledger.
Voucher’s as issue by the Secretary.
Lodge minutes (optional) – should contain some insight about financial transactions.
Treasurer’s register (check book or electronic banking system).
Statements with all financial institutions the Lodge does business with, should be filed chronologically.
Canceled checks – this may be optional as many banks no longer return canceled checks.
Paid bills.
A Chart of Accounts (if the Lodge has one) denoting how finances are to categorized and recorded.
A copy of the current Budget (if the Lodge has one).

The Finance Committee should now be in a position to write the Lodge Audit. This should be done fairly and impartially with no malice or favoritism. The audit should address the following considerations:

Are all expenses being properly recorded by the Secretary? (Are they being posted to a standard Chart of Accounts?)
For each individual expense, was an authorized voucher properly issued (and signed by both the Secretary and the Worshipful Master)?
Are all moneys received being properly recorded by the Secretary? (Are they being posted to a standard Chart of Accounts?)
Are there any incompatibilities between the transactions recorded by the Secretary and the Lodge minutes?
Are all financial transactions being properly recorded by the Treasurer? (Are they being posted to a standard Chart of Accounts?)
Does the income and expenses recorded by both the Secretary and the Treasurer match? Are there any inconsistencies?
Does the Treasurer maintain organized copies of all bank statements?
Does the income and expenses recorded by both the Treasurer and the bank statements match? Are there any inconsistencies?
Does the Treasurer maintain organized copies of all paid bills?
How well do the financial transactions match the operating Budget of the Lodge?

The final report should mention what was examined and itemize any problems that require correction. Bottom-line, the Finance Committee should determine if the Lodge’s finances are being properly recorded and managed. Keep the report short and to the point. Do not be vindictive or complimentary, keep it all “matter of fact” and professional. If necessary, recommendations for improving the management of finances should also be noted. All members of the Finance Committee should sign the Lodge Audit. There may be other elements and formal reports required by your Grand Jurisdiction to complete, what I have mentioned here represents the basics.

The Lodge Audit represents an essential part of the “checks and balances” in managing the financial resources of the Lodge. It is a serious responsibility to perform, one that should not be taken lightly. We may not like what the audit has to say, but it is an invaluable safety valve which all Lodge officers should take to heart.

Keep the Faith.

by W:.Tim Bryce, PM, MPS
timb001@phmainstreet.com
Palm Harbor, Florida, USA
“A Foot Soldier for Freemasonry”

Article reprinted with permission of the author and www.FreemasonInformation.com. Please forward me a copy of the publication when it is produced.

To receive notices of Tim’s writings, subscribe to his Discussion Group.

Also be sure to check out Tim’s “Pet Peeve of the Week“ (non-Masonic related).