The Secretary & Treasurer | Improving the Lodge Part 3

‘"We can't find anyone new to be Secretary or Treasurer."

You've heard this at your Lodge. Maybe you've said it yourself. It's a common problem, but it's hurting us more than we realize.

Here's what usually happens:

1. A Brother has been Secretary for 15 years.

2. He keeps doing it because he feels if he doesn't, no one else will.

3. No one else learns how to do the job.

4. This Brother stays on, year after year, out of duty and love for the Lodge.

5. The cycle continues, with no end in sight.

Sound familiar? This is happening in Lodges all over. It's a trap, and it's not fair on these dedicated Brethren.

These long-serving officers keep doing the job out of love for the Craft. They don't want to see their Lodge struggle or fail. It's admirable, but it's also a problem.

We need to break this cycle. But how?

The answer is simpler than you might think: Your Past Masters.

Yes, the Brethren who've already led your Lodge could be the key. They have the experience and the love for the Craft to take on these roles.

But before we understand why Past Masters are the solution, let's look at how we got here and why it's a problem.

So how did we end up in this situation? Well, it didn't happen overnight.

Over the years, Lodges have fallen into a pattern of relying on the same Brethren for key roles, creating what we can call a "stagnation trap."

It often starts innocently enough.

A Brother takes on the role of Secretary or Treasurer because he's good at it, or because no one else volunteers. He does a great job, so the Lodge keeps re-electing him year after year. It's comfortable. It's easy. The poor Brother wants to serve the Lodge, but just can’t say no.

But this comfort is deceptive.

Over time, other members stop seeing these roles as something they could or should do. They assume these positions require special skills that only a few possess. The Lodge unconsciously sends the message that these roles are too difficult or time-consuming for new people to take on.

As a result, fewer Brethren step up to learn these roles. The knowledge gap widens. The Lodge becomes more dependent on its long-serving officers. And so, the cycle perpetuates itself.

This trap is more dangerous than it might first appear. It's not just about one Brother doing the same job for a long time – it's about the ripple effects this has on the entire Lodge.

When the same Brother handles a role for years, other members don't get to learn these crucial skills. This creates a knowledge vacuum in the Lodge. It's like having only one person who knows how to drive the car – what happens when they're not available?

Even the most dedicated Brother can feel overwhelmed after years in the same demanding role. This can lead to burnout, affecting both the individual and the Lodge. We often don't see it coming until it's too late.

But here's where it gets tricky. What happens when a long-serving officer suddenly can't continue? The Lodge is left scrambling. There's no one prepared to step in, which can lead to chaos.

It's like trying to find a new captain for the ship while you're already out at sea.

But wait a minute.

If we're sailing a ship, shouldn't every crew member know how to steer? Shouldn't every officer understand navigation, from reading charts to managing supplies?

In a well-run ship, officers rotate through different roles. They learn every aspect of sailing - from hoisting the sails to plotting the course. So why don't we treat our Lodge the same way?

Let's shift our perspective for a moment.

What if we viewed the progressive offices of a Lodge not just as service to the Craft, but as a comprehensive training program on how to run a successful business?

Think about it. As you progress through the chairs, you're essentially learning different aspects of managing a business. You start in entry-level positions, learning the basics of the organization. As you move up, you take on more responsibility, learning to manage people, and projects, and eventually, as Worshipful Master, you become the CEO of your Lodge for a year.

But here's where many of us stop. We've reached the top, learned to lead, and then we step back. But in doing so, we're missing out on two crucial areas of business education: administration and finance.

These are the roles of the Secretary and Treasurer. And they're not just important for running a Lodge – they're vital skills for your personal and professional life too.

As Secretary, you learn the ins and outs of record-keeping, communication, and organizational management. These are skills that can help you in any career, from running your own business to managing your household.

As Treasurer, you gain hands-on experience with financial management, budgeting, and fiscal responsibility. In an age where financial literacy is more important than ever, these skills are invaluable.

By taking on these roles after serving as Master, you're not just helping your Lodge – you're completing your "business education." You're gaining a 360-degree view of how businesses operate, from leadership to administration to finance.

And let's be honest – many of us could use this knowledge in our personal lives too.

How many times have you wished you were better at keeping records or managing your finances?

These Lodge roles offer practical experience in these areas.

So why aren't more Past Masters stepping into these roles?

Imagine a Lodge where every Past Master eagerly steps into the roles of Secretary, Treasurer, Director of Ceremonies, and Chaplain after their year in the East.

Picture a Lodge where administrative tasks and finances are managed with growing confidence, supported by experienced mentors. Envision a Lodge where every member, from the newest Entered Apprentice to the most seasoned Past Master, is continually learning and growing.

This isn't a fantasy. It's what happens when we change our expectations and our approach to Lodge leadership.

Here's how we make it happen:

1. After your year as Immediate Past Master, you take on the role of Secretary for a year.

2. Following that, you serve as Treasurer for a year.

3. Next, you step into the role of Director of Ceremonies.

4. Finally, you serve as Chaplain.

In each role, you're not expected to be an expert from day one.

Instead, you're there to learn, supported by those who've gone before you. It's a process of continuous improvement, where each Brother builds on the knowledge of his predecessors.

By setting these expectations from the start, we create a culture of continuous growth and learning. We ensure a steady stream of Brethren ready to take on every role in the Lodge, each supported by those who've done the job before. We eliminate the panic of trying to find a new Secretary or Treasurer at the last minute.

But the effects go far beyond just filling roles.

When Past Masters take on these positions, they gain a broader view of Lodge management. They become more well-rounded in our Craft, equipped with a diverse set of skills that serve them well in all areas of life.

Our Lodges become stronger, more resilient, and more dynamic.

We break free from the cycle of stagnation that holds so many Lodges back.

We create a pool of leaders with a wealth of experiences, capable of guiding our Lodges through various challenges.

And here's the real magic:

Thriving Lodges naturally draw in men of substance. These men recognize that we offer more than just fellowship; we provide a chance to develop leadership, administrative, and financial skills in a supportive setting. Our Lodges become known as places of personal growth and self-improvement.

This approach goes beyond mere Lodge management. It fulfils Freemasonry's fundamental promise of ongoing personal development. We're equipping our members with valuable life skills while nurturing a culture of mentorship and mutual support.

It's time to shift our perspective. Let's see our Lodge roles as stepping stones in a lifelong learning journey. We should foster an environment where every Brother views his Masonic path as an ongoing adventure, backed by his fellow members at every turn.

This shift doesn't just transform our Lodges; it has far-reaching effects. We're changing individual lives, influencing communities, and making a global impact, one continuously evolving Brother at a time.

After all, isn't this the essence of Freemasonry?