Subordinate Lodge Officer Training by np6KJuHl

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									          Subordinate Lodge
           Officer Training




               22 September 2001
Roger M. Firestone, PM—Education Officer, District Four
               and James D. Hawkins, PM
                                            Agenda
 0845         Breakfast (fund raiser for Fairfax Assembly #3 IORG) and fellowship



 0930         Management concepts as applied to the Masonic Lodge(R. M. Firestone, DEO)



 1015         Perspective and experience of the small business man (J. D. Hawkins, PM)



 1045         Open discussion, question-and-answer, Masonic education



 1130         (and no later!) Departure…or lunch at a nearby restaurant if anyone wishes to form a group



22 Sep 2001                                                                                                2
              Who is the Audience?
• The Junior Warden, most of all
     – It’s too late for the Master
     – And almost too late for the Sr. Warden
• It’s not too soon for the Sr. Deacon
     – And we’ll see that the Jr. Deacon should be a
       part of the process from early on
• The Secretary—everyone knows who runs
  the Lodge!
• And anyone else who wants to earn wages!
22 Sep 2001                                            3
              Elements of management
• Planning
• Organizing
• Staffing
• Directing
• Controlling

22 Sep 2001                            4
                 Planning
• You’ve heard about this ad infinitum and
  ad nauseam!
• But how do you do it?
• Important question not asked:
     Is it your plan or a Lodge plan?
• Where to start?

22 Sep 2001                                  5
        Your Plan or a Lodge Plan?
• Some (many? most?) Masters have a plan
  for their year
• A Lodge plan is a plan for multiple years
     – Must co-ordinate with your predecessors and
       your successors
     – Must also satisfy the 95% of Lodge members
       who are not officers


22 Sep 2001                                          6
               The Lodge Plan
• Begin by reaching an agreement among
  Lodge leadership to create a Lodge plan
   – Line officers + Secretary + Treasurer
   – Any others who show desire to lead (LEO,
     LIW, etc.)
• Work towards unified long-term plan that
  accommodates short-term needs
   – All line officers incorporate Lodge plan for
     their years

 22 Sep 2001                                        7
              Plans Begin With Ideas
• Anyone can have an idea
     – Be open and welcoming; listen!
     – Newest Master Mason may have much to offer
     – Take advantage of special abilities of members
• Share ideas—communicate!
• Ideas become goals
     – Although some ideas are methods...    What’s unique about
                                               your Lodge?


22 Sep 2001                                                 8
                       Goals
• Goals are concrete objectives
     – Earn the James Noah Hillman Award
     – Increase Lodge endowment by $10,000
     – Hold programs on each of 7 LA&S
• Goals must be achievable, under the control
  of those who are to do the work
     – “10 new petitions” is not a good goal

22 Sep 2001                                     9
              From Goals to Plans
• Once you have set your goals, work
  backward to your starting point
    – Five M’s approach: Men, materials, money, machines,
      methods
• Identify any sub-goals
    – Also called milestones, these can help by giving a sense
      of accomplishment to the workers as things proceed—
      and let you know if you’re off track!


22 Sep 2001                                                  10
              Plan Around a Mission
• An overall plan may be seen as composed
  of a number of missions
• A mission has a defined objective
  (what/when), but not necessarily every
  detail specified
• Leave room for initiative and innovation
     – People want to feel that they have contributed

22 Sep 2001                                             11
              Adopting the Plan
• Are your Five M’s available? Discard a
  plan that is not feasible (the earlier, the
  better)
• Be sure your plan isn’t in conflict with
  Masonic law (Methodical Digest)
• Be sure your plan has “buy-in”
     – From the leadership team
     – From the Lodge members (95% of the Lodge)

22 Sep 2001                                        12
                   Organizing
• Organizing is creating a structure to
  accomplish the plan
     – EA’s in quarry, FC’s at building site, each MM
       oversees work of 50 craftsmen…
• The Lodge has a defined organization
     – The Master’s tool to augment this for a specific
       purpose is the committee


22 Sep 2001                                           13
                  Committees
• Most Lodges have standing committees
     – Work, funerals, sick & distressed, etc.
     – Be sure you have the ones you need—and only
       those! Don’t waste time on pointless committees
• Committees must have at least three members
  in most Masonic jurisdictions
     – The Master is ex officio a member of all
       committees
22 Sep 2001                                        14
              Committees (cont.)
• If a standing committee (by By-law or
  custom) doesn’t fit the need, the Master
  should appoint an ad hoc committee
     – Give a definite purpose or mission
     – Appoint those apposite to the task
• Don’t let it become a perpetuity
     – But if its job is > 1 year, the SW/JW/etc. should
       agree to re-appoint to carry on the task
22 Sep 2001                                           15
              Committees (cont.)
• Rt \ Wor \ Bro\ Allen Roberts
  inveighed against committees
• He preferred “teams”
     – Call them teams or task forces, they are the
       same thing
     – What’s important is to make sure that they act
• You can lead a horse to water, but you can’t
  make him drink
     – You can, however, put salt in his oats...
22 Sep 2001                                             16
                       Staffing
• Masonry is a volunteer organization
     – Men volunteer to join (“own free will and accord”)
     – Men volunteer to participate after they become
       Master Masons
     – In these times, far fewer men volunteer than
       used to
• Must work with what staff is available

22 Sep 2001                                                 17
                Staffing (cont.)
• Don’t be afraid to ask!
     – Many Brothers are too shy to offer, really!
     – Fear of rejection, of doing the wrong thing, etc.
• Ask early—men have many commitments
• Know your Brothers
     – Know what skills are available
     – Pick the right man for the task

22 Sep 2001                                            18
              Longer-term Staffing
• Identify candidates for Jr. Deacon more
  than just six weeks before annual elections
     – Perhaps two or three years ahead—build a
       strong line
     – Consider a seven- or eight-year line, even
• Identify what you will do for the Lodge as a
  Past Master
     – Keep the PMs involved
     – Prepare for replacement of Sec’y, Treasurer,...
22 Sep 2001                                              19
     Staffing Problems Challenges
• What everyone says is our biggest problem:
  membership
• But also participation
     – King Solomon had 153,302 people helping him
     – People don’t want to do all the work themselves
     – If everyone pitched in, there would be fewer big
       jobs!
     – It’s amazing what can be accomplished if you
       don’t care who gets the credit...

22 Sep 2001                                          20
                 Directing
• Directing is the process of seeing that the
  details of the task are carried out
• Directing is not solely giving orders and
  watching others do the work
• It is also a matter of giving reinforcement—
  compliments and corrections
• And it is vital to know what the parts of the
  task are
22 Sep 2001                                   21
                     Coaching
• If “directing” were called coaching, there
  would be a lot less bossing people around
• The optimum leader is a coach
     – A coach’s job is to get the best from his people
     – A coach need not be able to do the job better
       than the subordinate
     – A coach should probably know the job better
       than the subordinate, to give useful instruction

22 Sep 2001                                           22
     Getting the Best From People
• Training (skills)
• Instruction (task-related)
• Positive reinforcement
• Team-building
     – “A box of donuts: Two bucks.
       Team bonding: Priceless”


22 Sep 2001                           23
                                             Actual



                   Controlling                Plan




• Controlling is the process of comparing
  actual performance to the plan
• The purpose of controlling is to correct
  deviations and reward success
     – Note that deviations are corrected, not punished
• Must know what is expected
     – That’s why plan goals are specific and there are
       milestones along the way
22 Sep 2001                                           24
              Controlling (cont.)
• “Management by walking around”
• Keep an eye on your leaders (committee
  chairs)
• Look for the important things, right or wrong
• Quantifiable milestones are best, but not
  always possible
• Know who’s responsible for what
22 Sep 2001                                  25
     Other Management Functions
• Marketing and communications
     – Make your Lodge visible!
              • to its members
              • to other Lodges
              • to the community
• Finance (remember the long term!—Lodge Plan, right?)
• Facilities and maintenance, security
    – Nothing uniquely Masonic here...
22 Sep 2001                                              26
 What’s a Lodge Meeting About?
• Ritual (not covered further in this course)
• Necessary business
     – Avoid unnecessary business!
     – Do whatever it takes to make it brief!
• Program
• Fellowship


22 Sep 2001                                     27
                    Business
• Don’t have to read everything! Summarize!
• Have an annual budget approved
     – Only have to vote on off-budget expenses
• Reports only from committees having some
  info useful to the Lodge as a whole
• Have an agenda and follow it
• Let Brothers have reasonable opportunity
  for input, but cut off rambling, repetition
22 Sep 2001                                       28
                    Programs
• Too many programs come from outside the
  Lodge these days
     – Some have been seen over and over...
• The L.E.O. is not the answer to the above
• Need to have individual Brothers participate
  in the work
     – This may take some jump starting
     – Is the L.E.O. a committee head? Or just one
       man?
22 Sep 2001                                          29
                   Fellowship
• This is why many men become Masons
• If your stated communication ends at 10:15
  PM, there is no time for this afterwards
• Plan (Lodge Plan, remember?) social activities
     – Involve families; involve youth groups, involve
       EA’s and FC’s—and some just for MM’s, too
     – Address age range of members (softball vs.
       cribbage tournament)
22 Sep 2001                                          30
          The Most Important Point
• Masonry is not a business or a religion
• Men become Masons without knowing very
  much about it and may be easily disappointed
• Masonry is a pastime
     – People want to enjoy their pastimes
     – Even serious hobbies must provide
       satisfaction
• Therefore: HAVE FUN!!!!

22 Sep 2001                                  31
 Congratulations!!!
You have now received your
    Worshipful Master
           of
 Business Administration
         degree!
                And now...




More light...    From Wor. Bro.
                 James D. Hawkins




 22 Sep 2001                 33

								
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