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Tim Bryce

Bryce’s Masonic Planning Seminar

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I first wrote this article for FreemasonInformation.com back on March 11th, 2007. We tried it in my own Lodge shortly thereafter with remarkable results. The Craft was able to voice their opinions in a controlled environment, thereby stimulating participation and attendance, and helped officers adjust their plans for the Lodge. I hope you find this as beneficial as we did. This article is also included in my book, The Freethinking Freemason – Collected Masonic Works of Tim Bryce.

Shapeth Up and Geteth thy Act Together.

From time to time I get asked to speak on a variety of subjects pertaining to Freemasonry (my personal favorite is to talk on subjects related to “True Masonry”). I also hear from a lot of frustrated Brothers who want their Lodges to finally address the true problems they are faced with as opposed to passing the buck another year (and to another corps of officers). To this end, I offer the following planning seminar you can implement yourself (after all, I can’t be everywhere). I have used a similar format for business meetings and seminars over the years.

For this type of session, the moderator is more of a facilitator as opposed to preaching his own personal points of view. The intent is to stimulate thought in terms of ways of solving Masonic problems as a collective whole, engage the group and overcome apathy. As such, it is primarily intended for a single Lodge, but could easily be applied to larger groups, such as districts, zones, etc. Chapters of allied and appendant Masonic bodies might also find this applicable as well.

Critical to success is the right venue: this is something that cannot be performed in a couple of minutes, but rather as a special meeting, either at a called communications, or perhaps a special after-breakfast, lunch, or dinner session. Whatever venue you select, the session should be properly promoted in order to get the group dynamics you want. For example, you may want to bill this as a brainstorming workshop, a Lodge conference, a think tank, or whatever to attract both the workers and the casual sideliners of the Lodge. Again, this session is geared to force the participants to think and hopefully act.

Setup

Ideally, this should be conducted as a roundtable discussion so the participants can see one and other, but a classroom or Lodge room setting will also work. The moderator (facilitator) will be summarizing the results for all to see and, as such, use either a blackboard or flip chart, or perhaps an overhead projector and screen. In addition to the moderator, he will need an assistant to help tabulate the paperwork.

A sign-in sheet is also required, for people to PRINT their names, telephone numbers, and e-mail addresses. This will become important later on when asking for volunteers. Five small slips of paper (index card size) and pencils should be provided to each participant.

Selecting the moderator is important. Although an elder from the Lodge can perform this duty, perhaps an outside Brother who is unbiased may be more suitable (which is where I come in). I do not recommend a sitting Lodge officer to lead the session as he may influence the outcome; nor do I recommend a sitting Grand Lodge officer, such as a District Deputy/Inspector, as they represent the interests of the Grand Lodge and not the Craft Lodge. Ultimately, the person selected as moderator must be someone the Lodge respects, trusts, and cannot be intimidated or browbeaten.

Now for the actual seminar itself:

Introduction

As with all great and important undertakings, begin the meeting with a blessing to deity and a pledge to the flag. Such formality sets the tone for the meeting.

The moderator should be introduced by the Worshipful Master, along with an explanation of his Masonic background. The moderator then explains his role as facilitator, not teacher. Basically, the moderator is there to lead the discussion, govern the meeting, and summarize results; nothing more.

Next, the moderator describes the purpose of the seminar which is to collectively brainstorm to find new and imaginative ways to improve the Lodge (with the keyword being “collectively”). Stress the need for participants to express their opinions candidly and openly; all suggestions are welcome and no idea should be considered irrelevant. But it should be made clear to the attendees that this will be the time to express their concerns over the direction of the lodge (time to speak up or shut up). Discourse should be conducted Masonically (respectfully and professionally). It is strongly suggested the moderator govern by gavel. Please keep sidebar discussions to a minimal and, ask attendees to stand up when addressing the group, not to ramble and get to the point.

The seminar is structured in a particular way. Without structure, the meeting could easily get out of control quickly and be counterproductive. Basically, attendees will be given small slips of paper where they will be asked to answer specific questions. Their answers should be brief. Attendees will then share their answers with the group and the moderator will draft a summary answer for each question which the group will vote to accept (majority rule).

Questions

Attendees should prepare brief answers to the following questions. Please note, these questions should be asked one at a time (not all at once).

What Does Freemasonry Mean to you on a Personal Level?

This first question is a good icebreaker and the answers may be somewhat startling to attendees.

Typical answers include:

  • Brotherhood
  • Camaraderie
  • Networking
  • Community Service
  • Support Network
  • Education
  • Morality
  • etc.

More than anything, this question is designed to get the attendees to open up a bit and start thinking. It also gives them a framework for answering the remaining questions candidly and honestly.

Have each Brother read his answer aloud and afford him an opportunity to briefly explain himself.

Devise a summary answer the group can agree to on a consensus basis (vote to accept it).

Provide a Brief Definition of What Freemasonry Is

Have each Brother read his answer aloud and afford him an opportunity to briefly explain himself.

Here you will start to see how the Lodge perceives Freemasonry, right or wrong.

You’ll hear answers like:

  • Club
  • Nonprofit group
  • Fraternity
  • Society of friends and Brothers,
  • etc.

As moderator, you are trying to define the Lodge’s focus. Ask attendees to clarify their responses if necessary.

As moderator, allow some dialog here for attendees to articulate their answers. It is important to arrive at a precise definition. This is also useful to clear up some misconceptions about what Freemasonry is (and isn’t). You can also utilize the free ebook What is Freemasonry? to stimulate the discussion.

Devise a summary answer the group can agree to on a consensus basis (vote to accept it).

Provide a Brief Definition of the Purpose of a Masonic Lodge

This is a good follow-up question to the last. Many people take their Lodge for granted and do not think about its purpose. There will be those who feel a Lodge is nothing more than a social venue, others will see it as a meeting place (if so, “What kind of meetings?”), and yet others believe it is intended to propagate the philosophy of the fraternity. In reality, there is no “right” answer. Again, it comes down to the perception of the Lodge.

One clever question the moderator can pose here is, “Suppose you didn’t have this Lodge building; would you still be a Masonic Lodge and, if so, what would your activities include?” This, of course, is intended to get the attendees to think beyond the physical implementation of the Lodge and focus on its purpose.

Devise a summary answer the group can agree to on a consensus basis (vote to accept it).

What are the Three Highest Priorities Facing your lodge Today?

Now that we have defined what Freemasonry and a Masonic Lodge is, we can now concentrate on establishing the top priorities of the Lodge. Inevitably, this will lead to an interesting dialog of the problems of the day, but as moderator, encourage them to think beyond problems but to also consider opportunities. Also, try to differentiate between problems and symptoms. In many cases, people confuse the two. Your intent is to properly define true problems.

Inevitably, you will hear things such as: membership, harmony, politics, finances, maintenance of the Lodge building, Masonic education, administrative concerns, relations with Grand Lodge, etc. In fact, you may develop a long laundry list of problems/opportunities to be addressed. The hard part will be to force the group to agree on the top three priorities.

Devise a summary answer the group can agree to on a consensus basis (vote to accept it).

What Should be Done to Address these Priorities?

After the top three priorities have been established, you are now asking the attendees to devise a strategy to address them. At this point, do not try to solve the problem definitively; by doing so, you may end up wasting a lot of time. Instead, your intention is to simply set the wheels in motion (such as establishing a committee to address the priority). Also, do not put the full burden on the Lodge officers to implement the strategy but, rather, encourage group participation as well.

Devise a summary answer the group can agree to on a consensus basis (vote to accept it).

Who is Willing to Stand Up and Make this Happen?

This final question sounds rather simple but such histrionics are useful for applying peer pressure on the attendees to literally get off of their duffs. Inevitably, all of the attendees will stand in support of the conclusions (after all, they wrote it). But now and then you will find a couple of stick-in-the-muds who refuse to stand. This is rare but in this event, the Lodge officers should meet with the individual separately to determine what problem, if any, the person may have.

Conclusion

Distribute a critique sheet to all attendees at the end of the meeting to evaluate the seminar. Keep it simple and to the point; for example:

  1. What was the MOST VALUABLE part of the seminar?
  2. What was the LEAST VALUABLE part of the seminar?
  3. Grade the Moderator’s performance (1-high to 5-low).
  4. Would you recommend this seminar to other Lodges? (Yes/No)
  5. Other comments and observations.
  6. Provide room for their Name.

The critique sheets should be reviewed by the Moderator and pertinent Lodge officers, particularly the Worshipful Master.

The Moderator’s final task is to write a follow-up report for the Lodge Officers which summarizes the five questions, and allows the Moderator to add any pertinent concluding comments and observations. The answers produced by this seminar may very well be an eye-opener to the Lodge officers who may be operating and leading the Lodge along a different path. This seminar will either reaffirm the Lodge is going in their direction or that a new course should be charted. The officers would be wise to heed the report as it represents the perceptions of the Lodge overall and not just a couple of people. Nonetheless, the Worshipful Master will steer the Lodge as he sees fit. However, should he decide to move the Lodge in a totally different direction, he should recognize he may not have the support and cooperation of the Craft. Following the seminar, the Lodge officers would be well advised to do some soul-searching; should they continue on their current path without the support of the Craft or go in a new direction?

Bottom Line

This seminar is useful for establishing common ground on the problems and opportunities facing the Lodge and how to best address them. As humans, we tend to have different perceptions and interpretations of a problem. Seminars such as this are intended to clearly define the problems in terms all can understand and accept, thereby providing the means for getting everyone to row in the same direction. Further, it sends a message to the Craft that their voice is not irrelevant and that everyone has a role to play. If people believe their voice is heard, they will be more inclined to cooperate and work. As such, apathy is thwarted and teamwork promoted. In other words, we can finally get people “who can best work and best agree.”

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&JB Investment Company(M&JB) 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:   timbryce.com

Like the article? TELL A FRIEND.

Copyright © 2007, 2015 by Tim Bryce. All rights reserved.

Listen to Tim on WJTN-AM (News Talk 1240) “The Town Square” with host John Siggins (Mon, Wed, Fri, 12:30-3:00pm Eastern); WZIG-FM (104.1) in Palm Harbor,FL; and KIT-AM 1280 in Yakima, Washington “The Morning News” with hosts Dave Ettl & Lance Tormey (weekdays. 6:00-9:00am Pacific). Or tune-in to Tim’s channel on YouTube.

Why I No Longer Attend Lodge

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I haven’t attended Lodge in quite some time, at least a year and a half. This is quite unusual for someone who devoted his first fifteen years actively participating in Lodge affairs, not just my own, but at the district, zone, and state level. I stopped going when it became blatantly obvious Freemasonry was operating more as a good old boy’s club as opposed to the fraternity it was designed to be, where brotherhood was of paramount importance, not aprons or titles. I still believe in the tenants of Freemasonry, but I no longer find attendance at Lodge to be meaningful or rewarding, be it at my mother Lodge or another. I have been asked by many Brothers, of whom I have the utmost respect, to return to Lodge, but I now find it more burdensome than enjoyable. I actually find Freemasonry to be more interesting over the Internet or through chance encounters than in a Lodge building.

Read: Freemasonry Is Dying

I am relatively well known in Masonic circles thereby becoming somewhat of an icon for those Masons who have abandoned the Craft for other pursuits. In my jurisdiction alone, we have lost over 18,000 members over the last twelve years, averaging an annual decline of approximately 1,500. Year after year we suspend members for non-payment of dues. One must ask, “Why?” Those members I personally know who have dropped out no longer find Lodge meaningful or fun, and fraught with politics and skullduggery. Again, this is not just my Lodge but many others in the area whose membership is shrinking and attendance dwindling. Some of the larger Lodges are so empty, you could play racquetball inside and nobody would know the difference.

It wasn’t always like this though. When I first started going to Lodge in the 90’s, people cared about each other, there were no personal domination issues, and certainly no politics. Masonic education was considered important for success, and our floor work was impeccable. In other words, you wanted to go to Lodge. You didn’t want to miss anything, as it was all meaningful to you. Unfortunately, not so anymore, which is why I am staying away.

I still contend Freemasonry is a beautiful logical concept that is poorly implemented physically. I also suspect this phenomenon is not unique to my jurisdiction, as I have visited many other Lodges. Perhaps the most innovative idea I have seen in recent times is the advent of the “Traditional Observance” Lodge (aka, “TO”) which takes the concept of fraternity much more seriously than regular Lodges and has fun in the process. In other words, they have made it meaningful.

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&JB Investment Company(M&JB) 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:   timbryce.com

Like the article? TELL A FRIEND.

Copyright © 2015 by Tim Bryce. All rights reserved.

Listen to Tim on WJTN-AM (News Talk 1240) “The Town Square” with host John Siggins (Mon, Wed, Fri, 12:30-3:00pm Eastern); WZIG-FM (104.1) in Palm Harbor,FL; and KIT-AM 1280 in Yakima, Washington “The Morning News” with hosts Dave Ettl & Lance Tormey (weekdays. 6:00-9:00am Pacific). Or tune-in to Tim’s channel on YouTube.

The Perils of not Knowing Your Responsibilities

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BRYCE ON MANAGEMENT

– “Nobody is driving officer, we’re all in the back seat.”

I recently read an interesting survey made by the Gallup organization titled, “Obsolete Annual Reviews: Gallup’s Advice” (Sep 28, 2015), which studied how cognizant workers are of their assigned duties and responsibilities. Interestingly, they found only 50% really understood this. The rest only had a mild interpretation or no idea at all. Gallup’s study was based on 50 organizations and 2.2 million employees. In addition to employees, managers also were not sure of their worker’s duties. This may help explain why companies are lagging in productivity. The Gallup report contends productivity gains of 5% to 10% can be realized simply by having workers understand their roles.

In addition to the fundamental duties and responsibilities of an employee, it is not uncommon for workers to misunderstand their various project assignments. Consequently time and money is lost as employees try to delineate their responsibilities, including their relationship with co-workers.

In this day and age, it is hard to imagine a company without such things as organization charts, job descriptions, and employee handbooks (aka, Policy Manuals), but evidently there are still companies not using this documentation. There are also those institutions who develop job descriptions so generically, employees are at a complete loss as to what they mean. Employee performance reviews should also be performed regularly, be it annually, bi-annually, or whatever. This allows the manager and the employee to review the worker’s performance, clarify their responsibilities, and make corrections as required. Finally, priority lists are useful for communicating to workers the precedent of job assignments thereby encouraging workers to row on the same oar.

It is not unusual for some companies, who make use of such documents, often find employees ignore them, as they do not want to feel encumbered or restrained, preferring instead to be unfettered and uninhibited. Of course, this is a reckless form of management and does not promote teamwork where everyone knows what their responsibilities are and how to work together.

Aside from these regular documents, it is also wise to define the methodologies of the business, representing the work breakdown structures and sequencing of work. Perhaps the best known methodology is the Assembly Line whereby products are mass produced by assembling components in a specific sequence. There is little point in having an assembly line if the workers do not understand what their duties and responsibilities are on the line; it will simply be counterproductive. Instead, each person in a methodology should know “Who,” is to perform “What” task, “When,” “Where,” “Why,” and “How” (aka, the “5-W’s + H”). In addition to specifying how work is to be performed, thereby improving productivity, defined methodologies are useful for improving the quality of products by specifying the acceptance criteria for each stage within the assembly. Methodologies overcome the classic problem of, “If you do not know where you are going, any road will take you there.” They define assignments, responsibilities, and provides direction for projects.

The Gallup study is startling, and hints at a basic management flaw in business. I see these forms of documentation as fundamental to the running of any business. As the study suggests, people want to know their duties and responsibilities, feeling insecure without such knowledge. As I have touted on more than one occasion, workers want to lead a worthy life, they want to believe what they are doing has purpose and meaning. This can only be achieved by communicating what is expected of them. Without it, they will flail away on project assignments, inevitably performing the wrong tasks and producing the wrong work products. They may be efficient workers, but if they are performing the wrong tasks in the wrong sequence, they will be counterproductive.

I am certainly not a proponent of Theory X “micromanagement,” however, the manager’s mantra should be “never let it be said, a worker doesn’t understand his/her responsibilities.” It should be considered an inherent part of any management program.

The point of the Gallup survey should be obvious: “Shapeth up, and geteth thine act together.”

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&JB Investment Company (M&JB) 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:   timbryce.com

Like the article? TELL A FRIEND.

Copyright © 2015 by Tim Bryce. All rights reserved.

Listen to Tim on WJTN-AM (News Talk 1240) “The Town Square” with host John Siggins (Mon, Wed, Fri, 12:30-3:00pm Eastern); WZIG-FM (104.1) in Palm Harbor,FL; and KIT-AM 1280 in Yakima, Washington “The Morning News” with hosts Dave Ettl & Lance Tormey (weekdays. 6:00-9:00am Pacific). Or tune-in to Tim’s channel on YouTube.

 

“Win/Win” – the mark of a true Fraternity.

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Some Freemasons question why I post management topics in this forum. They find it difficult to understand what can be achieved by writing on such topics. I do so because I believe there are a lot of Freemasons who can learn from the world of management. To illustrate, consider the works of W. Edwards Deming, the famous business consultant. I was fortunate to attend one of his seminars years ago before his passing. Although not a Freemason, Deming pioneered quality control principles through statistical analysis in the early part of the 20th century. Unfortunately, his work was unappreciated in America and, consequently, he applied his talents to help rebuild the industrial complex of postwar Japan. It was only late in life did he receive the recognition of his work in the United States (after Japan became an economic powerhouse). The Deming Award for quality is still coveted in Japan. One of his most famous quotes is, “Quality is everyone’s responsibility.”

One of Deming’s biggest contributions was his philosophy of creating “Win/Win” situations in business. Instead of competition, he preached cooperation; instead of rugged individualism, he preached the need for teamwork. Deming observed people too often create “Win/Lose” situations, whereby one person can only win at the expense of the other party losing. Instead, he recommended the creation of “Win/Win” situations whereby both parties cooperate towards success. To illustrate, he would describe how “Nylon” was created by DuPont, which was actually based on a joint research project between offices in New York (NY) and London (LON), hence the name “NYLON.”

Deming’s philosophy in this regard is very much compatible with our own Bryce’s Law stating, “The only good business relationship is where both parties benefit.” Instead of promoting cutthroat tactics promoting individualism, what is wrong with achieving success through cooperation?

From a Masonic perspective, “Win/Win” is the earmark of a true fraternity, where brother works with brother in such a way as to “who best can work and best agree.” In other words, a spirit of cooperation and teamwork. However, some Masonic Lodges have turned into political asylums where individuals crave titles and aprons as opposed to enjoying harmony within the Craft. The point is, if you experience “Win/Win,” then you are experiencing true fraternity, but if you are experiencing “Win/Lose,” you have nothing more than a good old boys club and realizing one of the main reasons why Freemasonry is experiencing a steady decline.

Thank you Mr. Deming for the insight.

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&JB Investment Company (M&JB) 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:
timbryce.com

Like the article? TELL A FRIEND.

Copyright © 2015 by Tim Bryce. All rights reserved.

Listen to Tim on WJTN-AM (News Talk 1240) “The Town Square” with host John Siggins (Mon, Wed, Fri, 12:30-3:00pm Eastern); WZIG-FM (104.1) in Palm Harbor,FL; and KIT-AM 1280 in Yakima, Washington “The Morning News” with hosts Dave Ettl & Lance Tormey (weekdays. 6:00-9:00am Pacific). Or tune-in to Tim’s channel on YouTube.

 

Support Your Local Sheriff

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BRYCE ON LAW ENFORCEMENT

– and all other Law Enforcement Officers (LEO). How can we show our appreciation?
To use this segment in a Radio broadcast or Podcast, send TIM a request.

Law enforcement officers (LEO) have had a rough year. Between their normal duties and responsibilities, which vary greatly and can be dangerous, they have had to deal with riots, such as in Baltimore and Ferguson, threats by the Black Panthers, Nation of Islam and Black Lives Matter, and officer executions. I like to believe the American public overall supports our men and women in uniform; only the “crazies” want to see them destroyed so anarchy can flourish. Perhaps it is time for the “Silent Majority” to reaffirm their support for the police and sheriff departments around the country. One might ask, “What can I do to show my support?” Plenty. Here are a few ideas:

First, why not buy an officer a cup of coffee or breakfast? The only danger here is that it might be construed you are trying to bribe the officers for small favors. To overcome this problem, buy a gift card for coffee or breakfast and anonymously donate it to your local police station. If you give cards to the sheriff or police chief, I’m confident they would distribute them equitably.

Another movement catching on, particularly in our northern and western states, is the “Coffee with a Cop” program whereby a civic organization or a radio station arranges for citizens to meet with law enforcement officers at a coffee house. This provides an opportunity for residents to ask questions and share concerns, and in the process, build relationships. These “Coffee with a Cop” events are catching on rapidly. Buying a cup of coffee may seem like a small gesture, but on a cold morning it is very much appreciated, as is the support from the public.

Second, for many years, our local Masonic Lodge has held a program for “Deputy of the Year.” Working through the sheriff’s office, a deputy is selected by the department to receive recognition. The Lodge then hosts a dinner where the deputy and his/her spouse are recognized for their service and given a small token of appreciation. The deputy then makes a few comments thanking the group for the award and recognizes the support of his family and unit. It is a very touching and appreciated award.

Third, Christmas is approaching and I know of schools who have invited the family and friends of law enforcement personnel to a special holiday program featuring choral units. Both children and adults particularly enjoy such personal entertainment.

I’m sure there are dozens of other ideas you may have to thank law enforcement for their efforts. It doesn’t have to be a lavish affair either. Just a genuine expression of gratitude, such as young students writing “thank you” cards to local police, or invite LEO to meet and talk with students. A simple hand shake will also do.

Maybe the best way to show your appreciation is to simply obey the law. In this day and age where the nation has been exhibiting a general lack of respect for law and order, it would be refreshing to see people abide by the law. In the process, it would make the job of a law enforcement officer a lot easier.

No, LEOs are certainly not perfect, but we must remember, they are human and are on our side. They are the ones we call when we are in trouble or need protection. It’s a dangerous job, which is why an occasional “thank you” works wonders in cementing relations between the community and law enforcement.

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&JB Investment Company (M&JB) 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:   timbryce.com

Like the article? TELL A FRIEND.

Copyright © 2015 by Tim Bryce. All rights reserved.

Listen to Tim on WJTN-AM (News Talk 1240) “The Town Square” with host John Siggins (Mon, Wed, Fri, 12:30-3:00pm Eastern); WZIG-FM (104.1) in Palm Harbor,FL; and KIT-AM 1280 in Yakima, Washington “The Morning News” with hosts Dave Ettl & Lance Tormey (weekdays. 6:00-9:00am Pacific). Or tune-in to Tim’s channel on YouTube.

 

Individualism versus Teamwork

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BRYCE ON MANAGEMENT

– Does your Lodge operate as a team or as a group of individuals?
To use this segment in a Radio broadcast or Podcast, send TIM a request.

INTRODUCTION

As you travel around corporate America these days, you hear a lot about “teams”; that groups, departments or whole divisions are trying to behave more as a team as opposed to a group of individuals. Its the latest catch phrase du jour. I guess someone finally figured out the power of teamwork. Then again, how much of this represents sincere effort? My corporate contacts tell me its mostly facade. They contend they get some nifty new corporate shirts and some great pep talks, but aside from this, little else. As much as corporations tout the need for teamwork, most still encourage rugged individualism.

There is more to creating a team than simply saying you are one. New shirts and axioms are nice, but in order for this to work, people have to think and act as a team. In other words, success hinges on it becoming a natural part of the corporate culture.

CORPORATE CULTURE

Teachers, coaches, and drill instructors have long understood the value of teamwork. The intent is to turn a heterogeneous working environment into a homogeneous environment whereby everyone is working in a concerted effort towards common goals. However, do corporate managers truly understand teamwork? Not necessarily. Many still create competitive environments in the hope the strongest person will rise to the surface. Teamwork is more about cooperation than it is about competition.

This brings up an important point: Teamwork is taught. It means developing a disciplined work environment where the participants must conform to a specific set of rules. Inevitably, it means breaking some work habits and creating new ones. This can be painful, yet necessary if you want to achieve the desired results. Basically, you are teaching people how to live and work together as opposed to apart.

In the United States there is more of a natural inclination to teach individualism as opposed to teamwork; perhaps this is because we are a nation based on freedoms. For example, our public school systems have minimal dress and hair codes; each student is allowed to look and dress as they personally see fit, many with some very questionable taste. This is permitted as it is believed the individual must be allowed to freely express him/herself. This may be fine, but it certainly does not promote a spirit of teamwork. Compare it to other countries, such as Japan, where students are required to wear school uniforms and are given group assignments, such as the preparation and cleanup of their daily lunch. In Japan, students are taught the value of cooperation at an early age which has the added benefit of improving their socialization skills.

As mentioned, teamwork requires the establishment of a working environment conducive to teamwork. It doesn’t happen simply by making some platitudinous statements. A manager must do more, much more; some suggestions:

1. First and foremost: Lead. All teams need a leader who can articulate goals and give direction. The team must trust and believe in its leader. Without such confidence, the team will not likely follow the leader, particularly in times of difficulty. The leader should also be wary of leading by democratic rule. Soliciting input is one thing, as is having assistants, but there can only be one ultimate leader to guide the team.

2. Institute uniform operating practices that everyone will be expected to conform to, such as operating hours of work, dress code, office appearance, speech and conduct, etc. Such uniformity stresses the equality of the workers. As another suggestion, downplay job titles and put more emphasis on work assignments instead. Job titles tend to emphasize a person’s stature in a company and can be disruptive in terms of equality.

3. Establish standard practices for executing work assignments, thereby everyone is following the same methods, and using the same tools and techniques in their work effort. This improves communications, provides for the interchangeability of workers, and promotes the development of quality work products.

4. Make sure everyone knows their responsibilities and assignments and understands their importance. Nobody wants to be regarded as the weakest link and, as such, the manager must be able to communicate their importance and carefully balance the workload. Yes, there will be those workers who will undoubtedly excel over others, but teamwork is a group effort. If a weaker worker needs additional training, either give it to him/her or replace the person.

5. Routinely check progress. Whenever applicable, keep statistics on both team and individual performance. However, it is not important to publish such stats. It is important for the leader to know the team’s strengths and weaknesses, but it is nobody else’s business.

6. Be on the lookout for conflicts in working relationships. Some people will simply not get along and it is up to the manager to referee such conflicts. Either have the people work out their differences, keep them apart, or rid yourself of them. You want harmony, not contention, on your team.

7. Allow time for the team to meet and discuss issues as a group. This keeps everyone in tune with common goals, problems, and the team’s general progress. It also allows the team to socialize and form a camaraderie (a bonding of unity).

8. Recognize individual achievement but reward on a team basis as opposed to an individual basis.

CONCLUSION

Are we really trying to promote teamwork or is this nothing more than the latest corporate fad that is being implemented more for public relations than anything else? Let’s hope for the former and not the latter. Teamwork is a powerful concept, particularly when there is anything of substance to be done.

Shrewd managers intuitively understand the need for teamwork. Let me give you an example from the world of entertainment. Jack Benny, the famous comedian of yesteryear had a great appreciation for teamwork. His radio and television shows were consistently at the top of the rating charts for a number of years. When asked what his secret to success was, Benny simply said teamwork. To Jack, it wasn’t important that he personally got the best lines and laughs week after week. In fact, he was often the butt of many of the jokes. Instead, he made sure his cast, guests, and writers all received the accolades they deserved. It was more important to Benny that people said they had tuned into “The Show” as opposed to tuning in to see “Jack Benny.” He was right.

I realize there are instances in business when it becomes necessary to exercise individualism, but these are becoming a rarity. Instead companies can find greater glory as a team as opposed to a group of individuals.

“Individual glory is insignificant when compared to achieving victory as a team.”
– Dot Richardson, M.D.
U.S. Olympic Softball Team
Two time Gold Medal Champions

“There is more to building a team than buying new uniforms.” – Bryce’s Law

Related article:
“Understanding Corporate Culture” – 9/17/2012

Originally published: June 12, 2006

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&JB Investment Company (M&JB) 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:   timbryce.com

Like the article? TELL A FRIEND.

Copyright © 2015 by Tim Bryce. All rights reserved.

Listen to Tim on WJTN-AM (News Talk 1240) “The Town Square” with host John Siggins (Mon, Wed, Fri, 12:30-3:00pm Eastern); WZIG-FM (104.1) in Palm Harbor,FL; and KIT-AM 1280 in Yakima, Washington “The Morning News” with hosts Dave Ettl & Lance Tormey (weekdays. 6:00-9:00am Pacific). Or tune-in to Tim’s channel on YouTube.

 

THE SECRET OF HAPPINESS (a short story)

by

BRYCE ON LIFE
Can it be expressed as a calculation?

It had been three years since Joshua Steivenson’s father passed away, yet the son was still cleaning out his father’s belongings. The old wooden house in Buffalo, New York was built in the 1930’s. Years ago, the cellar included an ancient coal furnace and chute, typical for the time. His father, Millard, converted it to a gas furnace a few decades ago in order to develop a clean and quiet place to study. His mother, who still maintained the house, encouraged Joshua to clean up his father’s belongings as she did not want to deal with it anymore. Everything in the cellar was tidy, which is uncharacteristic of a mathematician, but his voluminous books and notes filled shelf after shelf. Joshua had cleaned up the attic and his father’s closets upstairs, but it was now the cellar’s turn for attention. He had looked forward to pouring through his father’s notes, as he remembered the amount of effort and detail the elder devoted to them.

Millard Steivenson was a well known mathematician who had worked at the old Westinghouse plant years ago. His calculations were primarily used in manufacturing and design, earning him accolades not just from his employer, but with other mathematicians through his research papers. Joshua had followed in his father’s footsteps by also becoming a mathematician. As he grew up, father and son spent numerous hours arguing over formulas and equations; it was tremendous mental gymnastics, something both enjoyed immensely. Now that his father was gone, Joshua was eager to look through the elder’s body of work.

Millard’s notes were maintained in meticulous chronological order, in three ring binders, representing over sixty years worth of logic. This made it particularly interesting to study and watch his father’s work evolve over time. A lot of it consisted of simple formulas for use in product design, but now and then, he would try to explain concepts in physics which were often submitted to a mathematics union where papers were printed in journals and arguments presented, both pro and con. The father’s work was frequently featured in these journals.

Day after day, Joshua absorbed the journals, often going late into the evening. He remembered some of his father’s early work, but most of the pages included unfamiliar formulas and algorithms. Analyzing each computation, Joshua began to understand his expressions without having to review the accompanying notes. It all made sense to him. Then, in a binder from December 1965 he happened upon a section marked, “The Secret of Happiness,” consisting of a rather lengthy equation describing in mathematical terms how a person can discover his own personal happiness. This piqued Joshua’s interest as he didn’t recall his father discussing this concept and thought it a rather odd subject for a mathematician to pursue.

Joshua poured through the extensive formula carefully. At the heart of his father’s argument was the identification of a person’s purpose in life, both personal and professional, plus the motivation to achieve them, thus resulting in joy through fulfillment. By doing so, a person could elevate their personal self esteem through their chosen vocation and find happiness. Also included was mathematical language describing how to overcome adversity, to teach morality by discerning right from wrong, and the necessity to subdue passions, such as anger, greed and lust. It was all rather extensive. Basically, the formula was intended to unlock a person’s inner self. More importantly, Joshua couldn’t find anything wrong in the logic. It appeared everything was properly defined and interconnected. The son was rather impressed and began to quietly chuckle knowing of no other attempt to write such a formula. However, why had his father kept it a secret for so many years?

Following the formula, there were several accompanying notes, including reviews of the work. Years ago, his father had submitted a paper regarding the formula to the mathematics union. However, it was rejected out of hand with some rather sharp critiques with the contention, “You cannot synthesize human emotion.” Joshua was surprised by the open rebuff, particularly after analyzing the formula carefully. The critics even went so far as to publicly ridicule him, which may explain why his father stopped working on it. As Joshua read through the criticisms, he became angry as it became rather obvious few of the respondents had actually read the formula. The last note written by his father on the subject was a short footnote which appeared to be added many years afterwards; it simply read, “Joshua, when you are ready,” and was circled in red ink. This surprised Joshua who interpreted it as a request from his father to pursue the formula again.

As it was late, Joshua went to sleep thinking about both the formula and the criticisms of it. The logic was perfect, yet people didn’t seem to grasp the significance of it fifty years ago. What about today? What about today?…

The next morning, Joshua decided to resubmit the formula to the mathematics union for their consideration. He included an introductory letter, and updated his father’s supporting notes. One short week later, his documents were returned by the union with a strong letter condemning the work. “We are well familiar with your father’s work in this regard. As we notified him years ago, we do not consider this a viable formula. Trying to calculate human emotion is pure folly. Please do not waste our time again. Sincerely…”

Joshua was surprised the formula was dismissed out of hand so quickly. Perhaps too quickly. Obviously they didn’t study it in detail as the logic was flawless. He was particularly perturbed by their skepticism.

The refutation did not deter Joshua. As he was also well versed in computer programming, he decided to write an “app” for the formula suitable to be used in smart phones, tablets and computers. He expended considerable time coding the formula into the program. Special touch screen technology was added to simplify the use of the program. To do so, a person would simply need to press and hold his/her finger on the app logo whereby a screen was displayed showing the person’s hidden desires. This was done by accessing the person’s central nervous system through the finger where the logical and emotional spheres of the brain were read and scrutinized. The analysis judged the person’s intellectual and emotional stability, frustrations, along with wants and desires. From this, it would visually display the person’s preferences for happiness and offered viable alternatives for achieving them. Basically, it was offering a blueprint for the person’s next stage in life.

Joshua tested the program thoroughly on himself and was surprised to discover he should be making adjustments in his own life; suggestions he immediately understood and embraced. After making the last few technical adjustments, he uploaded the app to the various Internet app stores for free public download under the name, “The Secret of Happiness.” After he uploaded it, he called it a night and went to bed.

The next morning, he checked on the app counter and found 325 people had downloaded it overnight and more were continuing to do so before his eyes. When checking his e-mail queue, he discovered several messages praising him for the app and how it already was changing people’s lives for the better. Day after day, Joshua watched as hundreds of people downloaded the app, then thousands, then tens of thousands, there was no stopping it as it went viral in the first week. News reporters took notice and began contacting Joshua for interviews. Many had used it themselves and became fans well before they asked their first question. This resulted in an avalanche of publicity and “The Secret of Happiness” became the darling of the press. The requests for interviews and correspondence overwhelmed Joshua, so much so, he started to shy away from reading his email.

Then one day, a letter arrived in the mail from the mathematics union requesting a personal interview with Joshua regarding the formula. This surprised him after receiving the terse letter earlier. The tone of the letter was less antagonistic, so he agreed to meet with the union.

Joshua appeared in the union’s offices at the arranged time, dressed in suit and tie. As he waited to be announced, he looked around the office. The building was massive and very well equipped and decorated. It appeared the union didn’t suffer financially, but he wondered how it was paid for; this certainly couldn’t be based on just equations and formulas.

A receptionist led him into an opulent board room with a beautiful table, chairs, and state-of-the-art multimedia screens on the walls. Several officials greeted him, seven in all, and asked him to take a seat. All were much older than Joshua and were dressed as authoritative figures. Their demeanor was serious, giving Joshua the uneasy feeling this was going to be more of an inquisition than a casual interview.

“Mr, Steivenson,” the Chairman began, “We have asked you here to discuss the app you introduced using your father’s formula for happiness. As you know, we have reviewed the formula, both recently and years ago, and found it unacceptable as a means of defining happiness through mathematical language. In fact, we believe it to be reckless on your part to release this to the public as an app.”

“Sir,” Joshua responded, “There is nothing compelling people to use the app. It also comes with a warning that it can only be used on a voluntary basis. So far, I have received no complaints, only compliments from the public, that it is helping them realize their potential and improve their quality of life.”

“We’re well aware of that,” the Chairman continued, “and that’s part of what disturbs us; we’ve tried it ourselves and could not see how it works on any of us here. It didn’t impact us, so we thought this was nothing but a scam or placebo, and are willing to go to the press in order to get you to retract your claims of its effectiveness. We do not wish to see the public suffer.”

“Suffer?” Joshua said, “Hardly. I have testimonials from hundreds, if not thousands of people from all over the world who have described the positive impact the app and the formula has had in influencing their lives positively. The formula does, in fact, work, but only for those who want to believe happiness can be attained in their lifetime. In your case, I knew you would not accept it, so I added a ‘skeptic’ function to my father’s formula, whereby it will not work with people such as yourselves who do not possess an open mind.”

“You mean…”

“Yes, in order for it to work, you must either believe in the formula or are willing to give it an honest try. Since your minds have already been made up, regardless of how ridiculous your arguments are, you will never be able to use it and, as such, will never realize how it can help you with your lives.”

“That’s preposterous,” the Chairman exclaimed, “You cannot use math to deduce skepticism.”

“Really?” Joshua said smugly, “You also said that about my father’s happiness formula and I now have millions of people who have a new outlook on life thanks to it. You do not believe simply because you do not WANT to believe, and that is sad. It is hard to make progress when the people in charge invent irrational egotistical roadblocks. Sometimes you have to do an end-run to get something done. Good day, gentlemen.”

Joshua rose from his chair and turned to exit. Before he could leave though, the Chairman said strongly, “Young man, you have no idea who you are dealing with; no idea whatsoever. You better be careful.” Joshua didn’t like the sabre rattling but chalked it up to old men in their dotage, and he departed.

Following the meeting, Joshua returned home and to an adoring public who thanked him many times over for helping them rebuild their lives and pointing them in the right direction. The app was so infectious, the mood of the country began to change. A wild spirit of entrepreneurship and prosperity blanketed the nation consisting of new companies offering new products and services, all built or delivered with a high sense of craftsmanship. Consequently, the Gross Domestic Product began to rise, money was generated for the people and taxes; so much so, the federal debt was arrested and actually began to retreat. People no longer resisted going to work, but openly welcomed it instead. Grades in schools substantially improved, and education was made meaningful again. Crime rates declined radically, as did unemployment, and spending on welfare. America awoke from the doldrums to once again become a leader in industry. The rest of the world started reporting similar successes as well.

Then, one day, a computer virus was quietly introduced to the world over the Internet, some claimed it originated from China but nobody knew for sure. It was designed to seek out and destroy Joshua’s “Happiness” app and the virus circled the globe like wild fire deleting it from all machines. In just five short days, it had completely eradicated the app, including Joshua’s machine containing the source code for the program. It was gone, all gone, and the public’s attitudes began to shift back to complacency as before the app was introduced.

Joshua could not understand who or why anyone would want to destroy the app. He began to investigate the virus by capturing and dissecting the code embedded within it. Inside he found some interesting clues consisting of mathematical formulas and expressions leading him to believe he had been sabotaged by the mathematics union. Infuriated, he rushed to the union building and demanded an audience with the Chairman, and surprisingly, it was granted.

Although he felt his blood boil, he stopped to take a breath and regain his composure before entering the Chairman’s office. He desperately did not want to express panic under pressure and maintain a cool demeanor.

As he entered the office, the Chairman greeted him, “Good afternoon Mr. Steivenson, I have been expecting you.”

“You have?” asked Joshua.

“When we heard your app was the target of a virus, we knew you would blame us.”

“And I suppose you are going to claim ignorance on the matter?” Joshua asked.

The chairman came out from behind his desk and sat down next to Joshua. In a calm and fatherly voice, he said, “No, Joshua, we had nothing do do with it. At our last meeting, I tried to warn you that you had no idea who you were dealing with, and to a certain extent, neither does our own organization. We are the eyes and ears for various government agencies around the world, who happen to fund our work, something we are paid well for.”

He continued, “I will admit I opposed your father’s formula at first, but I finally overcame my skepticism which allowed me to work with your app. Frankly, I was amazed how well it understood me and recommended changes in my life which I have embraced. Believe me, you wouldn’t have gotten into this building if I didn’t believe the app worked. I apologize for not believing in your work and not encouraging you to pursue it, but I was directed to discourage you and let the matter drop, as your father did years ago.”

“Why was that?”

“Joshua, ask yourself the question; what government would want its citizens to be truly happy? You’ve already seen some of the effects your app has had on our country, that we were becoming a vibrant society again, one that began to challenge the status quo and change the political landscape. That is more than any politician can stand. They want apathetic voters and people with a low confidence level, thereby making them more inclined to accept government control. I honestly do not know which country produced the virus, it could have been America, China, Russia or many others, it doesn’t matter, it was inevitable. They simply do not want the citizens to rise beyond their control. Your app was a very real threat to them, so I am not surprised. I know this isn’t much solace, but I’m honestly sorry about all this. I had no idea it would go this far.”

Joshua slouched in his chair. He realized he was defeated. To pursue his dream meant doing combat with the governments of the world, very much a losing proposition.

Days after his meeting, Joshua returned to his father’s cellar and organized his notes in another three-ring binder. Included was a printed copy of the app’s source code which Joshua had printed prior to his computer being attacked, along with schematics and other documentation explaining the program’s logic.

Before closing the binder for the last time, he took out a red pen and wrote on the last page, “For my son, when you are ready.” He then swept the cellar, made sure it was as tidy as his father had kept it, and turned off the lights.

NOTE: This is a work of fiction. Any similarity between the characters in this story and any real person, living or dead, is not intentional and purely coincidental.

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&JB Investment Company (M&JB) 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:   timbryce.com

Like the article? TELL A FRIEND.
To use this segment in a Radio broadcast or Podcast, send TIM a request.

Copyright © 2015 by Tim Bryce. All rights reserved.

Listen to Tim on WJTN-AM (News Talk 1240) “The Town Square” with host John Siggins (Mon, Wed, Fri, 12:30-3:00pm Eastern); WZIG-FM (104.1) in Palm Harbor,FL; and KIT-AM 1280 in Yakima, Washington “The Morning News” with hosts Dave Ettl & Lance Tormey (weekdays. 6:00-9:00am Pacific). Or tune-in to Tim’s channel on YouTube.

Why Oldsters are Mean

by

BRYCE ON SENIORS
– And, No, we’re not like this all the time.

There is a general stereotype of senior citizens in this country whereby they are commonly described as either mean, cantankerous, grumpy, crotchety, irritable, impatient, sour, aloof or acerbic. There are reasons for this, most of which are caused by changing physical conditions. Allow me to explain.

As youngsters, it wasn’t uncommon for us to run around and bump into things, thereby causing a cut or scrape, but as we get older we seem to develop a magnetic attraction for bumping into things or stubbing our toes, resulting in a massive bruise the size of Peru. This is probably due to the blood thinners doctors prescribe to prevent strokes and heart attacks.

We also tend to suffer from a litany of body aches in our muscles and skeleton. It is not uncommon for lower back pain to develop or arthritis to take its toll on us, causing us to make an Advil milkshake after working in the yard. Want to really scare a senior? Just sneak up behind them and shout, “Shingles!” Weight also plays a role in our pains as we find it difficult to shed the pounds like we could in our youth. As a standard rule, if you cannot fit into a seat on an airplane, maybe its time to cut out the country fried steak and gravy.

While we’re on it, isn’t it amazing the plethora of pills doctors prescribe for seniors? Some people are required to take handfuls of pills just to make it through the day. After a while you start to think of yourself as a walking chemistry experiment. No, seniors do not want to do as the drug commercial’s suggest and, “Ask your doctor.” I am particularly fascinated how elders have embraced “sexual enhancement” drugs like Viagra and Cialis. Prior to their introduction, I never realized there was even a problem. I guess you would be mean too if you couldn’t “perform,” not to mention the feelings of your female partner.

It is not uncommon to develop hearing problems, due in large part to the head-banging loud music we listened to in our youth (thanks Led Zeppelin). We then start to wear hearing aids which we try to cleverly hide behind our hair or under a hat. Without them, we smile a lot, nod our heads, and pretend to know what people are saying around us.

In terms of eyesight, we may have had Lasik surgery to overcome cataracts and astigmatism, but we still find it difficult to read small fonts, particularly when working crossword puzzles. Cheater eyeglasses are helpful to avoid squinting, but you always keep a magnifying glass within reach.

Hair is important to both sexes. For men, as we start to lose it on our heads, it starts growing where it is not supposed to, such as ears, eyebrows, noses, and, Yes, elsewhere. Women become very concerned with the color of their hair. Some have noticed people treat them differently based on their color. A gray or silver haired woman is treated differently by the public than if they were a blonde, brunette, or redhead. Not surprising, they develop strong attachments to their beauticians.

Then there is the matter of peeing. In our younger days, we could sleep through the night regardless of the amount of beer or wine we drank. Not anymore. Now it is common to get up once, twice, even three times at night to relieve ourselves. Of course, it doesn’t help when we continue to get a drink of water or juice in the middle of the night. Some people are gluttons for punishment. Sleep deprivation obviously affects our mood.

These physical nuances play on the nerves of older people, but there are other elements which affect their temperament; for example:

We begin to notice we are becoming forgetful. Suddenly the names of old friends are hard to remember, as is remembering the titles of books, movies and music. House and car keys seem to mysteriously disappear and are found in unlikely places, such as the bathroom, a sock drawer, refrigerator, between the cracks in a sofa, or even worse, the ignition of a car. It is not uncommon for people to become unglued when they cannot find their keys, their wallet, or their purse.

As you get older you sense you are being taken for granted and, even worse, being targeted for various scams by robo-callers from Asia and Africa. “No, my computer is just fine,” I tell them, “and, No, I do not want to give you my social security number or bank account number so you can deposit a bazillion dollars into it. Get lost!”

These scams are very disturbing as smooth talking con artists find a way to prey on the innocent. Even when you demand they take you off of their calling list, they do not.

Want a fun way to get rid of such parasites? Use a foreign accent; the stranger the better. I like to use a heavy Swedish accent when I talk to such huckleberries. When I get such a call, I put down the phone and start speaking loudly,

Ya Ma, de man on de phone here says ve have a problem with our computer; that it has a bug and is infected, Ya. Jumpin Jiminy what are ve going to do? Ya Ma, you’re a right. Here, you hold the computer and I’ll spray it with de bug juice. Wow, dat was a close one.

By the time I return to the phone, the caller is long gone.

Finally, seniors suffer with the anxiety of change. Even the slightest thing seems to set them off, particularly if you alter the time they eat dinner. They believe they have a sense of humor, but do not comprehend the humor, music, fashion or movies of the day, considering all of it vulgar. Technology often pushes them over the edge. It’s a bit disconcerting for them to rely on their three year old grandson to program the television set or show them how to use a smart phone. Keep in mind, as we grow older we become more set in our ways; we know what works and what doesn’t, and any departure from this, large or small, throws us for a loop.

The next time you find a senior is a little mean or cantankerous, you now know what is causing them to act as such. Their only solace is knowing the next generation will have to follow in their footsteps and face the same problems. Misery loves company.

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&JB Investment Company (M&JB) 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:   timbryce.com

Like the article? TELL A FRIEND.
To use this segment in a Radio broadcast or Podcast, send TIM a request.

Copyright © 2015 by Tim Bryce. All rights reserved.

Listen to Tim on WJTN-AM (News Talk 1240) “The Town Square” with host John Siggins (Mon, Wed, Fri, 12:30-3:00pm Eastern); WZIG-FM (104.1) in Palm Harbor,FL; and KIT-AM 1280 in Yakima, Washington “The Morning News” with hosts Dave Ettl & Lance Tormey (weekdays. 6:00-9:00am Pacific). Or tune-in to Tim’s channel on YouTube.

9-11 REMEMBERED

by

BRYCE ON LIFE

– Today’s high school seniors were just four at the time.
To use this segment in a Radio broadcast or Podcast, send TIM a request.

There have been a handful of epochal events over the years where someone might ask, “Where were you when this or that happened?” For example, Pearl Harbor, the JFK assassination, the Beatles on Ed Sullivan, Neal Armstrong setting foot on the moon, and the Challenger disaster. Of course, the most recent event to Americans was the 9-11 terrorist attack in 2001. As for me, I was in my office early on that Tuesday morning and my cleaning crew was in taking care of the office. In the reception area, I had a television turned on and tuned to the local news. As I was typing on my computer, one of the cleaning crew came into my office very excited and said, “Tim, come out here and look at this; they’ve attacked the Twin Towers in New York.” I rushed out and watched the north tower burning and listened to newscasters hustling to get on top of the story. Then, after a few minutes, a second plane crashed into the south tower. We couldn’t believe our eyes. This was compounded later by air attacks on the Pentagon in Washington, DC, and another plane crashing in western Pennsylvania.

President Bush was visiting an elementary school just south of us in Sarasota where a news crew captured the president’s reaction to news of the disaster. The visit was cut short and he left with a brief statement informing the people present what had occurred and, if memory serves me right, he asked for a moment of silent prayer. This disaster would ultimately define the president’s tenure of office.

Conspiracy theorists would later claim the disaster was an “inside job” caused by the administration. I have listened to these stories time and again, and cannot find any validity in them. Nonetheless, on that day, 9-11, 2,996 people perished including the 19 terrorists involved, the greatest single day loss in our history, easily outdistancing Pearl Harbor where 2,403 Americans were killed and 1,178 others wounded. In the New York disaster, the city lost 343 firefighters and paramedics, and 60 law enforcement personnel. Companies in the North Tower lost hundreds of employees each. It was truly a sad day.

It has now been 14 years since the attack, and the disaster is already fading from the memories of our young people. Consider this, today’s high school seniors were but four years old at the time and, as such, have no real recollection of the disaster. I may understand them not remembering Pearl Harbor, an event which occurred over 70 years ago, but they should be reminded of the significance of 9-11 and its effect on the 21st century.

Although America was mildly aware of Middle East terrorists before, this disaster brought it home to the nation and defined our foreign policy for years to come. Today, just about everyone is familiar with the names of al-Qaeda, Muslim Brotherhood, and ISIS. New words have entered our vocabulary, such as burka, Jihad (Holy war), Fatwas (binding religious edicts), Mosque (Islamic place of worship), suicide bombers, IEDs (Improvised Explosive Devices), caliphate (Islamic government) and are familiar with the sects in the area, Sunnis, Shites, and Kurds. Most Americans now know where Iraq, Iran, Yemen, UAE, Afghanistan, and Pakistan are, and we’ve noticed Muslims immigrating to countries, including the United States, and insisting on Sharia Law. Prior to 9-11, this was all relatively unknown. Now it is a part of our daily lives.

The threat of a terrorist attack is still a viable concern. We should ever be vigilant for the next attack. As Milwaukee County Sheriff David Clarke Jr. observed, “And that’s why it’s just going to get worse. You’re going to see more attacks, where they target two different sites and expand across the nation in different states. I think we have to find a role for U.S. citizens in this as well but until we get a strategy, that’s not going to happen.”

9-11 is an important symbol, not just for remembering the victims of 2001, but a warning for our future. This is why the lessons of 9-11 should be repeated to school children. The very least schools could do is ask the students to stand and have a moment of silence for the victims. 9-11 may be in our past, but what is in store for us in the future?

For a synopsis of 9-11, see:
http://www.history.com/topics/9-11-attacks

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&JB Investment Company (M&JB) 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:   timbryce.com

Like the article? TELL A FRIEND.

Copyright © 2015 by Tim Bryce. All rights reserved.

Listen to Tim on WJTN-AM (News Talk 1240) “The Town Square” with host John Siggins (Mon, Wed, Fri, 12:30-3:00pm Eastern); WZIG-FM (104.1) in Palm Harbor,FL; and KIT-AM 1280 in Yakima, Washington “The Morning News” with hosts Dave Ettl & Lance Tormey (weekdays. 6:00-9:00am Pacific). Or tune-in to Tim’s channel on YouTube.

THE FINAL ROUNDUP

by

BRYCE ON NON-PROFITS

– What I learned during the years I spent on the Board of Directors for nonprofit organizations.
To use this segment in a Radio broadcast or Podcast, send TIM a request.

I made an important decision the other day, namely 2016 will be my last year serving on a board of directors for a nonprofit organization. It’s time for someone else to step up to the plate. For forty years I volunteered my time for dozens of organizations. So much so, I stopped counting when I reached fifty Boards. I’ve served on everything from professional societies for management, computers and systems, to homeowner groups, sports clubs, fraternal organizations, and more.

I coached and umpired baseball for ten years, also serving on the board for the local Little League. One day, we held a practice for my boys team and I was shagging balls in the outfield. It was a beautiful day and it had been a good practice. However, as I picked up the last few baseballs, I looked up and realized I was no longer enjoying myself and it had become more laborious than fun. It was at that moment when I realized my days with Little League baseball were over and I retired from it shortly thereafter. That is how I feel today where I am involved with two nonprofits. Following a board meeting, I suddenly realized it was time to go and I made a promise to myself not to extend any more commitments past 2016 when my tours of duty end.

I didn’t serve on these boards for any accolades or titles, just to help make the organizations better. As someone who has seen quite a bit of the world, I didn’t need such pomp and circumstance. As a management consultant I was fortunate to possess the skills needed to assist such groups, for example: I developed and balanced budgets, cleaned up finances, created data bases to manage memberships, developed web pages and promoted them accordingly, created and updated bylaws, took minutes, developed speaker programs, conducted special projects, developed and distributed newsletters and communications to memberships and met some interesting people along the way. Yes, it took some time to perform, but I had a lot of fun in the process. I like to believe I left each place better than I found it, which should be the objective of anyone serving on a board.

The question is, “Was it worth it?” For the professional societies, I met several people, earned their respect, and learned a lot in the process. For homeowner associations, I believe I played an important role in maintaining the value of homes in the community, if not increasing them. For sports clubs, it was a joy watching my kids, both boys and girls, grow and mature into adulthood. I was also appointed or elected as Chairman or Director at District, County, and State levels for a variety of tasks. All of which were rewarding experiences.

I have learned a lot about nonprofits over the years. However, there are primarily three lessons I wish to convey to my readers:

1. Most nonprofit organizations are run by nice people who haven’t got a clue as to what they are doing. They may have the best intentions, but do not understand a nonprofit is a legal entity in the eyes of the state and, as such, needs to be run like a business. No, it doesn’t take “A Village.” It takes business skills. You realize this when the group can no longer pay its bills or are sued. However, if you are lucky to get the right group together as a board, you’ll enjoy effective leadership, smooth administration, stable finances, good communications, and prosperity.

2. The work of a nonprofit is really not that difficult. It may require some time and effort but I have yet to see a truly difficult task in a nonprofit, and you have to remember I have served in just about every capacity. Something that helps immeasurably in this regard, is the development of “standard practices,” for such things as managing finances, membership, and communications to service constituents.

3. Anyone looking for accolades is joining for the wrong reason. They will likely perform little and assume credit for anything done. Such people are worthless for accomplishing anything of substance, and can hurt the spirit of the organization. Some people are afraid to reprimand such parasites fearing it will create a morale problem. The reality is the morale problem was created the moment the person assumed their position. “But they are volunteers, Tim; you cannot fire volunteers.” Yes you can, and Yes you should as their detrimental outlook will spread and cause problems in your group. Besides, if they are not truly doing anything, you have nothing to lose by replacing them. There is no room for politics in a nonprofit, but unfortunately it somehow creeps into most organizations.

However, when you have a board willing to roll up its sleeves and solve problems or tackle new projects with a spirit of teamwork, it can be a very rewarding experience, not only for how it was performed but also for knowing it will serve the institution for many years to come. In other words, you are adding value to the institution, and this is why I joined such groups, to make them better and perpetuate the group.

Now it is time for others to take my place. My generation of Baby Boomers were taught to provide assistance anywhere we could. I have friends who, like me, have served their Churches for years, civic clubs, local schools, hospitals, country clubs, and more, not just now and then, but for many years. However, it is time for someone else to shag the baseballs, to roll up their sleeves, and perpetuate all of these institutions we have come to love and depend on.

I will likely continue my participation in nonprofits but 2016 will be my final roundup for nonprofit board of directors. It has been a heck of a ride.

RELATED ARTICLES:

Managing a Nonprofit Organization
The Need for Checks and Balances in Nonprofits

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&JB Investment Company (M&JB) 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:   timbryce.com

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Copyright © 2015 by Tim Bryce. All rights reserved.

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