My dear Brethren:

Our Junior Deacon Ken Kolchier and I were discussing Extreme Programming recently. It’s a new and somewhat revolutionary way of doing computer programming, using leadership ideas, extensive team work (in what is usually a very individual oriented field), and strong principles. A book on the subject read very much like a Masonic text, in its recommended use of guiding ideals, goal creation, working with other people, and being the best you can be.

We realized that it’s common for us to take our Masonic ideals, and try to apply them in our daily lives. We, as Masons, often recall a bit of ritual, a portion of a charge, or a symbol from the ceremony when confronted with a real world situation. But, how often do we take the ideals, principles, and actions that are effective and produce results in our work, and then apply them to Masonry?

I have a feeling that we tend to take for granted the skills we learn in our occupation, rather than purposefully direct those skills toward improving our fraternity. I know, personally, I take for granted my communication skills, and my computer skills. Sure, I apply them often at Lodge, when speaking at the dinners, or helping a brother with his computer. But, I haven’t taken the time to apply those skills to the improvement of the operation of the organization. I haven’t done a full technology evaluation and consultation on the Lodge or Building Association, even though I do that daily to improve efficiency for my clients. I haven’t started training others in public speaking, or created opportunities for my brothers to enhance their rhetoric skills.

I’m not advocating doing what you do professionally for the Lodge for free. But, rather, if we all took our lessons learned, our best practices, and our skills and training and actively applied them to the organization of Masonry, I think our Lodge would be better for it. Plus, we ourselves would be more fulfilled, as we are able to contribute more of ourselves to the Lodge we love. It’s quite easy to fall into the habit of passive participation and attendance, whereas active contribution (not necessarily in dollars, but in skills, expertise, and passion) is far more rewarding, for the individual as well as the organization.

Fraternally,

David Sylvester
Master

slyman007@aol.com