BUILDING A LEADERSHIP TEAM AND THE FUTURE OF YOUR MASONIC ORGANIZATION

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BUILDING A LEADERSHIP TEAM AND THE FUTURE OF YOUR
MASONIC ORGANIZATION
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A Brief History of Oregon Masonic Leadership
Training

• 1992 Wardens Charges developed by Vern Wertz
  and Marty Martinez
• 1995 Masters Charge developed.
• 2001 Leadership Training developed for York
  Rite Bodies by Vern Wertz and Aaron Harvey
• 2002 Lodge Team concept developed by MWB Vern
  Wertz and MWB Aaron Harvey, and a test version
  was presented to York Rite Bodies.
• 2002 Phase 1 of Lodge Leadership Training
  implemented throughout Oregon
• 2003 Phase 2 of Lodge Leadership Training
  implemented throughout Oregon.

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SKILLS OF LEADERSHIP

• Set the Example
• Getting and giving information/communications
• Counseling
• Controlling Learning (Applies to both candidates
  and members).
• Controlling the group
• Representing the group
• Understand the needs, characteristics and desires
  of the group
• Be knowledgeable of your job
• Identifying/Using the talents, abilities of
  members
• Sharing Leadership/Training future leaders
• Planning
• Evaluation

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IDENTIFYING THE SKILLS

Since it is both impossible and not a good
practice for a leader to try to do everything
himself it is absolutely essential for his own
well being and the health of his group to use in
an appropriate manner the skills and talents of
the members. It is obvious that in order to use
in the most appropriate manner the skills of an
officer or member, you must know what they are.
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PLANNING

• Instruct your officers to individually do numbers
  2,3,4.
• Review the goals and purposes of Freemasonry
• Review your own goals and purposes.
• List programs/events that will help attain these
  goals and/or provide growth/pleasure to your
  members.
• Hold officers meetings. Discuss each officers
  list. Through discussion develop a master list.
• Prioritize activities into two lists. Those that
  are what might be called work-party events and
  those that are in the programs.
• Assign projects to various officer/members
• Develop general time lines. That is when to
  start, how long is the project, and when is
  completion date.
• Develop list of committees for each project.
• Allow head of project with his committee members
  to fully develop plans and time lines, and
  successfully carry out the program.

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EVALUATION
Evaluation is simply asking and answering a
series of questions.

• Example of questions
• Was it a success? Why? Why not?
• Do we want to do it again? Why? Why not?
• Were there parts that were not successful? Which
  part? Why? Why not?
• Was the planning sufficient?
• Are there written records of plans and budgets?
• How can we make it better?

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GROUP MEETING 1

• Without any group discussion each member should
  list 5 strengths and 5 weaknesses of their
  Masonic Body.
• Discuss these lists and make a master list of not
  less than 10 strengths and 10 weaknesses.
• Utilizing this list predict where the
  Organization will be in five years.
• Recognizing that things can be changed discus and
  list where you WANT the Organization to be in
  five years. It is absolutely critical that you
  have a vision for your Organization in five years
  because later you will establish goals and
  actions to make that vision a reality.
• Each Group will be reporting on their lists when
  we come back together.

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COMBINED MEETINGS
All combined meetings hear from each group as
they cover their assignments and then give
instructions for their next group meeting.
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GROUP MEETING 2

• As a group look at your list of goals and place
  them together in common groups. Each of these
  groups will become your long term goals and the
  goals within each group will become your short
  term goals.
• Look at your list of long term goals and begin to
  prioritize them.
• Place them in numerical order as to their
  priority. The majority rules when it comes to
  what order the visions or goals should be rated.
• This is not an exercise, but the group will
  determine their priorities. The expectation is
  that you will set into motion the plans for the
  goals you are setting today.

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GROUP MEETING 3
The group assignment is to take each of the
short term goals and list a minimum of five steps
which will be needed to complete the short term
and long term goals in your highest priority
before moving to the next set of priorities.
With each goal you should list the estimated time
frame it will take to complete.
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DEVELOPING A LEADERSHIP TEAM
Evaluate and refine your list of steps for the
short term goals and discuss the following as a
group.

• Formal meetings vs. Informal meetings
• Formal meetings have an agenda and should be
  controlled by the Head of the Organization or
  Chairman of the committee. Formal meeting show
  the benefit of better planning in the smooth
  operation of business.
• Informal meetings should not be controlled or
  dominated by anyone and will lead to a
  strengthening and uniting of the officer corps.
• If you only see members once or twice a month at
  meeting you are missing out on much of the
  friendship and fellowship the organization has to
  offer. Getting together at Officers meetings,
  and informal gatherings is where ideas can be
  discussed without limitations. Give
  consideration as a group to meet outside of the
  regular meeting location from time to time.

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GROUP MEETING 4 FINAL BREAK-OUT

• Take the first 10 minutes and review what you
  have done to this point. Ask if the priorities
  are right, and if you need to add or change
  anything.
• The Head of Your Group will make any committee
  assignments necessary for each of the steps for
  the short term goals.
• The Head of Your Group will make any committee
  assignments necessary for each of the steps for
  the short term goals.
• Remind them that the assignments dont have to be
  limited to those in attendance at this training
  session.