Freemason Tim Bryce.

Bryce Launches New Book, “How to Run a Nonprofit”

BRYCE ON NEW “HOW TO” BOOK
– It doesn’t require rocket science.

According to Bryce, “This is my fifteenth book, the purpose of which is to act as a guide to effectively run a nonprofit organization, be it a charitable, fraternal, religious, amateur sports, civic, social, veteran, political, professional trade, or homeowner/condominium association.” According to Bryce, he often hears from officers of such organizations, all complaining of the same problems, be it related to leadership, organization, membership, attendance, finances, records management, excessive politics, or whatever. He contends most of this is unnecessary and can be avoided with a little patience, common sense, and some good old-fashioned management.

There are obviously distinguishable nuances for each type of group, but this primarily resides in their mission statement. Otherwise, they are all fundamentally the same in terms of their operations and challenges.

Even worse, the press frequently writes horror stories of embezzlement, adversarial relationships with management companies, problems with lawyers, and primitive or nonexistent records management. True, these are fast-paced times in terms of changing technology, but it has always been so. However, Tim contends if you pay attention to the basics of management and have an eye for detail, you should be fine.

Bryce argues, “Let’s put our cards on the table; the biggest problem with most nonprofits is they are run by nice people, who mean well, but haven’t a clue as to what they are doing. This book is for anyone involved with a nonprofit, be it a new person, or someone about to assume an officer position. As such, it is a GREAT GIFT IDEA.”

Read: Has Freemasonry Lost its Luster?

Over the last 45 years, Tim has served on well over fifty Board of Directors for a multitude of nonprofits, serving in a variety of capacities, everything from President to Historian, Secretary, Finance Chairman, Division Director, Communications Chairman, and just a simple helper. As such, he hopes to describe the lessons he learned over the years. By profession, Bryce is also a management consultant who has taught planning, systems design, and project management to a wide variety of companies around the world.

This book is organized into the following sections:

CHAPTER 1 – A NONPROFIT IS A BUSINESS – some legalities to consider.

CHAPTER 2 – THE HUMAN SPIRIT – being sensitive to people.

CHAPTER 3 – MEETINGS – how to conduct properly.

CHAPTER 4 – MANAGING RECORDS & FINANCES – describing administrative details, including “checks and balances.”

CHAPTER 5 – COMMUNICATIONS – how to effectively communicate with the outside world.

CHAPTER 6 – BRYCE’S PLANNING SEMINAR – a special seminar to determine a nonprofit’s purpose and objectives.

CHAPTER 7 – PROJECT MANAGEMENT – how to plan, estimate, schedule, report and control projects.

CHAPTER 8 – ANOMALIES – describing difficult situations we often face in nonprofits, such as “Dealing with Deadbeats,” “Dealing with Politics,” “Management Companies,” handling “Vacancies in the Board,” “Improving membership and attendance,” “Feasibility Studies & Bids,” and much more.

Details on the Book:

ISBN: 9781082722172
151 pages
Price: $15 for printed version; $7.50 for Kindle e-Book (ASIN: B07VNT61CM) or PDF versions.
Published through Amazon, printed in the United States.

Where to place order; click HERE.

Mr. Bryce is available for lectures, book-signings, interviews, and after-dinner talks. He can be contacted at timb1557@gmail.com

Keep the Faith!

P.S. – Also do not forget my other new book, “Tim’s Senior Moments” now available in Printed and eBook form.

Note: All trademarks both marked and unmarked belong to their respective companies.

For Tim’s columns, see:   timbryce.com

Like the article? TELL A FRIEND.

Copyright © 2019 by Tim Bryce. All rights reserved.

Freemason Tim Bryce.

Chasing Aprons

BRYCE ON NONPROFITS
What is more important, the institution or our vanity?

As a follow-up to my recent column on “Do Just One Thing,” I want to describe another problem involving nonprofit organizations, and that is “Chasing Aprons.” This is an expression derived from Freemasonry, the ancient fraternity. For those unfamiliar with the Craft, it is customary for Masons to wear a plain white leather apron at our meetings, symbolizing the aprons worn by workmen years ago. We are admonished there is nothing more ancient or honorable than the plain white apron, yet there are other more decorative aprons awarded as gifts to Masonic officers. Over the years, such aprons have become coveted as a means of identifying a Mason of influence. Unfortunately, some Masons desperately pursue these ornate aprons only to denote their authority, not for accomplishing anything of substance, hence the expression “Chasing Aprons.”

The Masons are not alone in this regards as I have seen similar situations in other nonprofit groups. For example, I remember attending a party when I moved into my neighborhood and a man approached me with some swagger saying, “Hi, I’m John Doe, President of the homeowner association” (it was kind of like, “Hi, I’m the Head Raccoon”). He winked at me, then turned away to glad hand someone else. Frankly, I burst out laughing as he thought he was impressing me. In reality, this same gentleman ran the homeowner association right into the ground and nearly bankrupted it.

Read: Has Freemasonry Lost its Luster?

At some of the I.T. related associations I was involved in, there would be the usual officer titles, such as President, Vice President, Secretary, and Treasurer, but then there are higher titles such as “Division Director” as you now oversaw several chapters as opposed to just one. There are other names for this, such as “District Deputy” or “Inspector,” but you get the idea. Such titles denote a loftier position and are either given to people to perform a legitimate responsibility or awarded as gifts to cronies.

I have seen people “Chasing Aprons” in just about every nonprofit group I’ve been involved in, be it fraternal, political, professional, educational, even in sports clubs, such as those related to baseball, softball, football and soccer.

I have found people who covet such titles tend to be more consumed with the title, and less about the responsibility associated with it. This is essentially no different than in business where people yearn for a job title for political reasons as it will look good on a resume. I tend to see such people as rather shallow. They never accomplished anything of substance in their life, so the appeal for recognition through titles and aprons is irresistible to them. Whenever I run into people like this, who obviously don’t know what they are doing, I tell others to give the person the title or apron and get them out of the way as they will only inhibit progress.

Read: The Masonic Apron | Symbols and Symbolism

As an aside, I wonder how many people would volunteer their service if there wasn’t a title or apron involved? It would be an interesting experiment to see if people care more about the institution they belong to or are in it for themselves.

Obviously, this is all about the human ego. In Freemasonry, we are taught the importance of the title of “Brother” as it is a fraternity, a Brotherhood. There are many other impressive sounding titles associated with the Masons, but nothing more important than the simple designation of “Brother” and the plain white leather apron.

Just remember, being called a “thoroughbred” doesn’t change the fact that a jackass is a jackass.

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 40 years of experience in the management consulting field. He can be reached at timb1557@gmail.com

For Tim’s columns, see:   timbryce.com

Like the article? TELL A FRIEND.

Copyright © 2018 by Tim Bryce. All rights reserved.

Freemason Tim Bryce.

Do Just One Thing

BRYCE ON NONPROFITS
What can be done to rebuild declining nonprofit institutions?

When I travel around town these days, I often run into old friends and neighbors who know my background regarding nonprofit organizations (I served on +50 board of directors over the years), and they like to unload their frustrations on me. For example:

  • The president of a homeowner association complained he had to serve a second term simply because they couldn’t find anyone interested in serving on the board and perform some relatively simple tasks. Consequently, they were forced to hire a management company to perform these tasks and the annual dues skyrocketed. Operating an HOA is certainly not rocket science, but if nobody is willing to perform these simple tasks, then they have to be delegated to an outside contractor.
  • A local club for a major political party is also having problems attracting people to their Board of Directors. Further, not long ago, participation in parades was well attended and gave the club visibility in the community. This year, they could only attract four people to walk in the Xmas parade, an embarrassingly low number.
  • Masonic lodges continue to shrink in size in my area. Instead of addressing the root cause of their problems, membership continues to diminish, and Lodge funds are being drained to maintain aging building structures. It’s just a matter of time before they disappear just like the Odd Fellows did in our area.
  • Information Technology related associations for adults have disappeared. Back in the day, professional trade groups enjoyed a major presence in cities, such as the Association for Systems Management (ASM), the Association of Information Technology Professionals (AITP; formerly DPMA), and the Association for Computing Machinery (ACM). Today, these groups are non-existent in the Tampa Bay area (as well as my old stomping grounds in Cincinnati). ACM does maintain student related chapters, but nothing for adults in my area. Other trade groups are experiencing similar problems.
  • Attendance at local churches are down. So much so, some have been running in the red for quite a while and are faced with tough decisions for cutting costs, including the firing of pastors. Further, due to lack of participation, the elders have to serve multiple terms.
  • Volunteers for public schools are hard to come by these days, not only for general school activities, but for local Parent Teacher Associations (PTA), and School Advisory Councils (SAC).
  • Little League programs have shrunk noticeably. In my area alone, children participating have dropped over 50% over the last few years.

It kind of sounds contagious, doesn’t it? So many different nonprofit organizations with similar problems.

In many cases, nonprofits are run by well meaning people who have some time on their hands, yet haven’t a clue as to how to run a business. Consequently, the execution of simple procedures are neglected, e.g.; the preparation of meeting agendas and budgets, issuing routine treasurer reports, auditing finances, or keeping accurate minutes and membership records. For a list of tasks, see my earlier article, “Managing a Nonprofit Organization.”

I guess I have become somewhat of a therapist on such problems as people continue to confide in me. I try to advise them accordingly, but the sad truth is the people running these organizations are frustrated and exhausted. They desperately want to hand the baton off to others, but there is nobody there.

Now and then in nonprofits, someone with a business background comes in, takes the bull by the horns, and does a good job with an assignment. The problem is, it is assumed the person will do it again next year, and possibly for eternity. With rare exception, this is not what people signed up for. To overcome this problem, ask the person to document the steps they used while they were in charge, perhaps through checklists, thereby documenting the procedure for future reference. The person thereby passes this knowledge on to the group overall, and someone else can perform the responsibility. Bottom-line, execution is fairly easy assuming planning is competently performed.

Read: Has Freemasonry Lost its Luster?

From my perspective, there are three fundamental problems facing nonprofits:

  1. Apathy by both the officers and membership who genuinely do not believe a problem exists. The old maxim applies: “You cannot treat a patient if he doesn’t know he is sick.” Such apathy suggests incompetent leadership from the Board of Directors.
  2. As an aside, I tend to believe our excessive use of personal technology shares part of the blame in terms of apathy as people are more imbued with their technology and are losing socialization skills, including volunteering their services.Organizations are stuck in a rut of repetition. They have been doing it wrong for so long, they believe it is right. Instead of making the programs meaningful and interesting, there is little or no imagination to adapt and improve. Again, this suggests incompetence by the Board of Directors.
  3. Failure to recruit and train people to succeed the current administration. People today are less inclined to volunteer as in the past. Now, is the time to personally ask for assistance, indoctrinate them in one aspect, and empower them to conquer problems. Start by asking people to serve on committees. To get the ball rolling, simply make a list of committees and tasks, and get everyone’s name on it. To gain their commitment, have them sign their name.

As to this last point of recruiting support, during my talks to such groups I generally admonish all of the attendees to “Do just one thing.” This is derived from Billy Crystal’s movie, “City Slickers,” whereby Curley (Jack Palance) tells Billy’s character the meaning of life involves “Just One Thing” which we must all figure out for ourselves. In terms of nonprofit organizations, I think I have an answer:

If all members did “Just One Thing” for their club, it would be a better place. I am not suggesting we do anything extremely labor intensive; perhaps it is something as simple as being a greeter at the door, preparing name tags, attending a meeting or social function, helping to write letters, or just helping out in some simple way. If we all did “Just One Thing,” the institution overall would be a better place.

Something that might help is the creation of a “Member of the Year” competition based on points for service, and award prizes or special recognition at the end of the year for their service. It sounds trivial, but people react to such competitions. Simply devise a list of activities with related points, and have people notify an officer of their activities.

Where is it written the club Officers must do all of the work? Sure, they have many responsibilities, but it is the job of the officers to formulate objectives and set the membership to work towards some goals. I am amazed by those members who come to such clubs and are not happy with this or that. For example, how often have you seen a member criticize the club, yet make no attempt to lift a finger to help out? We have developed into a generation of “takers” as opposed to “givers,” and this has to stop. Before you criticize next time, figure out how YOU are going to help solve the problem. Do not be part of the problem, be part of the solution.

I guess the following quote sums it up:

“People can be divided into three groups: those who make things happen, those who watch things happen, and those who wonder what happened.” – John W. Newbern

It is up to the membership, not just the Board of Directors, to each share in the responsibility of making our clubs successful. If we all did “JUST ONE THING,” be it large or small, think how far ahead we will be.

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 40 years of experience in the management consulting field. He can be reached at timb1557@gmail.com

For Tim’s columns, see:   timbryce.com

Like the article? TELL A FRIEND.

Copyright © 2018 by Tim Bryce. All rights reserved.

Freemason Tim Bryce.

A Fresh Perspective of Freemasonry from a Grand Master

Pursuant to my recent article titled, “Has Freemasonry Lost its Luster?“, I received several comments regarding the piece, including one from Brother Jacques Huyghebaert, PGM from the Grand Lodge of the Czech Republic.

He liked my article and shared with me his outgoing Annual Report & Valedictory Address as Grand Master, a very illuminating read. He has given me permission to share it herein. I hope you enjoy it. – Tim Bryce

R:.R:.R:.

Rank, Regalia and Regulations
vs.
Rites, Rituals and Reflections

by Jacques Huyghebaert

Grand Master’s Annual Report &
Valedictory Address

Prague, 26th April 2015

FOREWORD

Dear Brethren,

As I am at the end of my Grand Master’s term and am submitting to you my final report, allow me to share with you some reflections on the nature of Freemasonry, its current state in the world in general and in the Czech Republic in particular.

I cannot but observe that for the last 70 years Freemasonry has witnessed a continuous numerical decline, losing over 50% of its members worldwide.

The trend has been particularly strong in the U.S.A. in the U.K. and in the English speaking world, where recruitment of new members has reached an all time low and at a time when the average age of Freemasons is now reported to be above 65.
The future of the Craft looks grim in some of these countries…

In contrast, in Continental Europe and in Latin America, where for over two centuries Brethren had been subjected to religious and political persecutions, Freemasonry has since the end of World War II, seen its membership steadily grow. Age distribution among the Brethren is balanced. Old prejudices and lies against Freemasonry have faded away, while public interest and respect for the Order are growing.

What are the reasons behind these evolutions? What is it that makes the two situations different ? Are we in the presence of two distinct types of Freemasonry? I will now review the negative and the positive elements of the situation and suggest a constructive approach to strengthen the genuine values of Freemasonry.

INTRODUCTION

For the general public, particularly in the Anglo-Saxon world, Freemasonry has in the past generally been associated with elite, high rank and public respectability, having counted among its members Kings, Princes, Heads of Government as well as artists, scientists, academics and eminent members of every class of society.

Today however, Freemasonry is sometimes described by non-masons as an out-dated institution, whose members continue to dress in an old fashioned way, wearing gold chains and medals, richly embroidered regalia, parading in solemn processions, using pompous titles and spending their time at the performance of formal ceremonies.

The question that arises is: what that is sufficiently attractive has such a type of organization to offer, in the context of today’s society, to an educated, dynamic mature person, that he would wish to attend Lodge once or twice a month in 2015?

Statistical figures in England. show that for the last 30 years, 4 out of 5 new Brethren, have been leaving Freemasonry within the 5 years following their admission.

This fact demonstrates without any possible doubt that the expectations of 80% of the candidates joining Freemasonry have not been satisfied, resulting in disappointment, followed more or less automatically by their resignation from the Craft.

RITES AND RITUALS

Rites and Rituals are not limited to Freemasonry, they are a universal feature appearing in all human societies, they exist from times immemorial.

Burial sites, found all over the world, confirm that already in prehistoric times, as distant as 100,000 years ago, the corpse of a dead person would be placed, in accordance with certain rules, in a tomb constructed for that purpose, or in a grave intentionally dug into the earth, along with various objects, thus giving the proof of the existence of established burial practices, funeral rites and ceremonies going back to the dawn of mankind and the very emergence of Homo Sapiens.

Solemn ceremonies in ancient times were usually performed in the context of the rites and rituals of prevailing religions and cults, being traditionally associated with major life events such as birth, coming of age, marriage and death.

Rites and rituals were at the root of cultural behaviors governing society by formalizing relationships within the family, tribe and nation.

While in its Masonic sense the word “rite” refers to a system or an organization, covering a number of degrees and ceremonies, like the Scottish or the York Rites, the word “ritual” deals more particularly about the content of the ceremonial activities.

A rite or ritual can be described as an established usually solemn ceremony or act, requiring a particular dress code, performed in a customary way, and consisting in a sequence of activities involving gestures, words, and objects, taking place in a particular place, usually a Masonic Temple or Lodge Hall, according a prescribed order, form and manner, governing both words and actions.

Speculative Freemasonry from its inception in the early 18th century has been characterized by the paramount importance of ritualization in its activities.

REGALIA AND RANK

In addition to masonic rites and rituals, without which it would be difficult for most of us to imagine our Lodge meetings, our ceremonies and degree work are characterized by the impressive place which our customs have conferred to regalia, rank and titles.

Regalia is a Latin word which covered originally the emblems or insignia of royalty, especially the crown, the scepter, and other ornaments used at a coronation.

Each and every Mason begins his career with a plain white apron, to remind him that Masonry regards no man on account of his worldly wealth or honors.

This ritual symbolism is intended to signify to us that the internal and not the external qualities of candidates are the criteria that have to be examined for initiation.

Yet, despite official pretensions of humility, and the ritual statement that Freemasons are equal and meet on the level, concretely, generations of Brethren have been dressing up in impressive ceremonial clothes, eagerly wearing elaborate aprons, collars, gauntlet-cuffs and gloves, as well as breast jewels, medals, gold or silver embroidered paraphernalia and sashes richly adorned with symbols.

Read: Seeing Ghosts in Lodge

The wearing in Lodge of distinctive clothing and costumes, ornaments and regalia on formal occasions is inextricably linked with Freemasonry and still carries a paramount meaning to a vast number of senior Freemasons as the indication and recognition of their pre-eminent hierarchical status, rank and position in the Lodge and the Order.

Important masonic ceremonies are still largely conducted with the pomp and luster of customs and traditions passed down from our 18th century predecessors directly to us, but many of which already existed in medieval pageants and religious liturgy. By contemporary 21st century standards, as existing in developed countries of the world, however we need to ask ourselves if, not only in the eyes of non masons, but also of potential candidates, these old dress codes traditions and usages have not become ostentatious and grotesque remains of a bygone, obsolete age.

THE TRADITIONAL TOP-DOWN HIERARCHY

Characteristics of the authoritarian model

Characteristics of the authoritarian model:

  • From the top of the ladder, when looking down, you see a lot of “shit”
  • From below, you only see “assholes”

Is this the type of Grand Lodge that we want for the future?

RULES AND REGULATIONS

We hear from time to time that Freemasonry is an Order based on hierarchy, where power is vested at the top, while we members are expected to obey and abide cheerfully by all the rules, regulations, edicts and decrees made by our leaders.

While earlier pyramidal forms of government, based on the assumed superiority of its heads, had been the rule for the major part in the history of mankind, the authoritarian model was first challenged and then progressively abolished from the 18th century onwards, except in parts of the world ruled by tyrants and dictators.

The development of speculative Freemasonry has taken place in parallel indeed with the spread of egalitarian principles of Human Rights, and with the ideals of freedom and justice, dear to all Freemasons, which characterize our modern world.

What had been earlier be immutable justification for the divine, royal or natural right invoked by the very few who preside at the top and command, and the imperative duty to obey applicable for the rest of us, materialized in the difference between the high and the low social classes, determining in an absolute manner the relations between men and women, parents and children — is now nearly universally rejected.

The patriarchal role of the wise and experienced man, the teacher and the professional craftsman have been seriously eroded, as we have lost confidence in the relevance of the former codes of dominance and their associated beliefs and behaviors.

As deep, far reaching and rapid social and technological changes have been taking place during the 20th century, authoritarian government stereotypes appear generally today as outmoded, inefficient and inappropriate models.

In contrast with the public trend promoting casual dress codes, simple and informal social relations, including at work, we should examine whether the corollary of the great importance given by Freemasons to rank and title is perhaps not that our Fraternity, in some jurisdictions at least, is at risk of being the victim of too much hierarchy and abusive use of personal power by individuals.

Worse: has the image of poor internal fraternal relations, crippling the reputation of some Grand Lodges, caused by excessive authoritarianism, not become a deterrent for potential candidates to join Freemasonry as well as a direct reason for a number of disgruntled Brethren to resign their masonic membership?

Is it not true, on the contrary, that as genuine Masons, and as taught in our ritual, we should systematically meet on the level and always remember that we are Brethren!

In accordance with the masonic principles which we proclaim, and using common sense, let’s keep administration, bureaucracy, rules, and regulations as light as possible, while encouraging peer-to-peer teamwork, consensus and friendship between the Brethren, the Lodges, the Grand Officers and Grand Lodge.

Thus we will be able to focus on Freemasonry itself and enjoy its benefits.

RITUAL AS A SIGNIFICANT AND MEANINGFUL EXPERIENCE

It’s obvious that, if so many men join the Craft, then leave, it’s because when they get in expectations aren’t met.

The common sense thing is to find out why people join, what were/are their expectations before joining the Craft and deliver on that — if it fits.

From the outside, Freemasonry has a sense of mystery and wonder; that there is something valuable to be gained from membership.

Candidates simply don’t get this when they get in. The Masonic ritual is often delivered at ceremonies in superficial, mostly rote ways. New Brethren are asked to start memorizing the ritual, without having been informed in advance about this requirement and without receiving proper Masonic education after initiation.

The on-going trend followed by several Grand Lodges of wanting to ‘change in line with society’ and to recruit and retain members isn’t working.

The recipe to save Freemasonry is to reconnect it with its deeper purpose.

The answer is not to change Freemasonry.

The answer is to understand what Freemasonry is at its core.

WE HAVE ONLY ONE LIFE!

Despite good health, the comforts of modern life and the security of sufficient income, many people these days are dissatisfied with the routine and shallowness of modern life and are looking to reconnect with deeper, more fundamental truths.

What are we looking for, to make our life interesting?

1. A break from monotony

Sitting all the time locked up in an office can be next to unbearable, claustrophobic. Going through life following every day the same dull routine with occasional weekend activities can be extremely insufficient. Widening our horizon makes our life more interesting and gives us a sense of freedom.

2. Spiritual adventure

Learning and discovering new things, exchanging ideas, establishing friendships, studying different cultures is an exciting, unusual, unpredictable journey, which always ends in being an interesting experience or encounter. A full life revolves around constant curiosity and thirst for knowledge. When are old we should be able to look back on our life happily and appreciate the opportunities we took to explore the vast world which surrounds us.

3. A broader perspective

By opening our eyes and mind to discover different people and cultures, in a spirit of tolerance, we are able to enrich ourselves. A thing that is seen as unacceptable to us could be a daily occurrence in another culture. Just because we have been raised to believe in a certain set of beliefs, doesn’t necessarily mean that it’s right.

4. The Brethren

A very exciting thing about Freemasonry are the Brethren we meet and the friendships created along the way. Every Mason has a different journey, a different background story that has led him to his present point in his life. Each Brother is unique in his own way. Masons generally like to share where they come from and are interested to learn from each other. Meeting Brethren and establishing friendships leaves undoubtedly a constructive effect on our life as we move forward.

5. Personal Development

Complacency is Toxic! Freemasonry provides an opportunity to learn more about ourselves and the world we live in. All this offers a unique chance to reflect on our life, to analyze where we stand, and decide where we want to go in the future.

6. Just Because.

We only have one life to live! Let us therefore enjoy it to the fullest!

FREEMASONRY INVITES US TO REFLECT

Eternally valid questions and reflections are for example:

  • From where do we come?
  • Where are we going?
  • Who are we?
  • What is consciousness?
  • What is the sense of life?
  • What is the value of friendship?
  • What means initiation?

Freemasonry unlike other groups, does not recruit, it confers initiation.

Masonic rituals and ceremonies operate as an instrument, addressing our emotional senses and delivering practical, personal, spiritual and philosophical advancement.

Trends, environment and conditions change — but the deep mental and emotional nature of the human being does not.

As individuals, we are fundamentally the same, physically and psychologically, as our distant ancestors thousands of years ago.

Freemasonry transcends time and culture.

We make sense of the world and ourselves through the internal languages of mind. We are biologically programmed to react to emotional signals, which experience teaches us, are well conveyed through formal rites and rituals.

Freemasonry creates meaning through the language of symbols and allegories.

THE LOST WORD

In A Bridge to Light issued in 1988, under authority of the Supreme Council of the Ancient and Accepted Scottish Rite, Washington, D.C., Bro. Rex R. Hutchinson wrote that:

“Modern speculative Freemasonry did not spring full blown upon the historical stage at a London pub or tavern meeting in 1717.”

“The operative Masons had already contributed a long legacy of symbolism and tradition that continues to enrich the Craft to this day.”

“Also there are persistent references in Masonic ritual, especially in the Higher Degrees, to relationships with Rosicrucians, Illuminati, Gnostics, Alchemists, Egyptians, Greeks, Romans, Christians, Essenes, Persians, Hindus and Kabbalists.”

“Whether these presumed relations demonstrate a continuous heritage, of which modern Freemasonry is the linear successor, or simply a source of inspiration is not essential, what matters is the teaching behind the symbols.”

“Whatever the truth of history, the contributions to the symbolism of Freemasonry by the religions, philosophies, mythologies and occult mysteries of the past lie upon its surface for all to see.”

“Rather than being a secret society, Freemasonry is a revealer of secrets. The great truths of ancient man were, in their time, also great secrets and few were admitted into the sanctuaries where these truths were taught.”

“Freemasonry teaches these truths to all worthy men who ask to learn them.”

IN SEARCH OF LIGHT

We all tend to stay in our comfort zone.

The comfort zone can be described as an abstract theoretical bubble, where we feel at ease, in control of our surroundings, and fully comfortable.

Everyone at some point should push his own boundaries to promote personal growth. One way to burst that bubble is Freemasonry

Masonic symbols are the keys to a long, difficult but rewarding spiritual journey, it is a thorny road which we have to travel by ourselves. Our Brethren can help us, but at the end of the day, nobody can do it in our stead.

Initiation does not consist in receiving any type of knowledge that can be written or said, or perceived by the five senses of human nature, but is an introduction to a type of totally different knowledge, where the Brother will learn mainly to use his heart to conceive the beauties of Freemasonry.

Then nothing will remain neither occult, nor secret, for the intention of the Fraternity has never been to hide, but only to transmit through the succession of ages, the most excellent tenets of our Institution.

The sense of symbols, first very obscure, will progressively became clearer, and those words that the young Entered Apprentice can only spell with difficulty, will be read later with ease if he patiently perseveres.

He is guided symbolically when he is given the first letter of the word. But he has to discover the second letter himself. In due time, the third letter will be communicated to him in order that he may uncover the next.

This symbolic approach, held in high esteem among the peoples of Antiquity, is still used today by Freemasons but has nothing to do with a craving for secret or mystery, nor has this method become obsolete.

Much to contrary, far superior to the confusion of words and of languages, Masonic symbols, so expressive, are more fitting than ever to imprint upon the memory wise and serious truths.

Let us hear what Dr. Albert Schweitzer had to say about this:

“When truth, knowledge or wisdom cease to be understood, they do not live any longer in our minds.”

“When knowledge is reduced to a mere dogma that is blindly accepted, it may appear to survive for some time, while its rules are still being slavishly observed. But as its underlying coherence and justification is being lost, truth is soon distorted and breaks into pieces, in the same way that the dead body decays and falls apart under the effects of putrefaction.”

“When truth is communicated directly, without requiring any effort from the recipient, it will not leave a lasting impression, for most human beings live day by day and are not capable of forming their own opinions.”

“So, it is necessary that all elevated ideas, be created again and again by each one of us in ourselves. Only when we attempt to follow with trust the inner road of our individual thought, can we hope to attain living truth.”

“Living and profound reflection does not fall into subjectivism.”

“It drives, by the force of its own intellectual power, notions that Tradition regards as true and attempts to transform them into knowledge”.

To this spiritual path the Masonic ritual alludes, when it states to the candidate at his initiation that he will need to go the same way as all Brothers have done, who have gone this way before him.

By their individual work, Freemasons can contribute to the construction of a better world. By their ideas and the example of their life, Freemasons can help in spreading more fraternal human relations.

Being sincerely in search of “that which was lost”, enlightened by the Wisdom of Silence, fortified by the Strength of Symbols, each Brother has the inner capability to reconstruct the Beauty of the Masonic Secrets in his heart.

THE SITUATION IN THE CZECH REPUBLIC

Czech Freemasonry was re-born in 1989, starting nearly from scratch after a long period of darkness. Today, we have gained worldwide recognition and respect.

Following our own path and facing our own difficulties, we have escaped so far the terrible numerical decline that has affected Masonic membership in so many countries, where old, experienced and well established Grand Lodges had been operating most successfully in the past.

We have currently 543 Brethren on the roll of our Grand Lodge. The total figure has been hovering around 550 unique members for the third consecutive year.

We hear the positive message from the Grand Secretary’s annual report, that the average age of the Brethren of the Grand Lodge of the Czech Republic has gone down, that we have now over 50 middle aged Entered Apprentices, who have replaced the elderly Brethren who have gone to Grand Lodge above, as well as a number of non-active Brethren who have been removed administratively from the Grand Lodge roll. We also hear that several lodges have many candidates.

Yet, I think that we should not rest on our laurels. I remain convinced that we can do far better in terms of membership. Can do ?  No, MUST do!

Why?

In the 1950s there were over 500,000 Freemasons registered under the United Grand Lodge of England, for a population of 50 million at the time. Masonic membership in the U.K. then peaked at approximately 1% of total population.

With 10.5 million inhabitants in the Czech Republic, 1% of the population would mean over 100,000 Freemasons. Even only 0.5% would mean 50,000 members.

If we were 5,000 Brethren, = 10 times our current membership ! we would represent only 1‰ (1 per thousand) of the male population in the Czech Republic While our Fraternity is interested in the quality, not in the quantity of its members and while it is true that not everybody is fit to be a Freemason, would it not be proof of an incredible arrogance on our side to believe that out of every 1,000 of our countrymen, only ONE has the moral qualifications or the intellectual level to be a Freemason?

With 500 members, we are merely surviving, financially speaking, and, let’s admit it, we fail having reached the critical mass needed to operate as a Grand Lodge. 5,000 members means also concretely: 10x more income!

5,000 is possible, but it will require action, by all of us – at Lodge level! So let’s leave our “comfort zone”, and initiate many more potential candidates!


Brother Huyghebaert can be reached at: jacques.huyghebaert@gmail.com.

Freemason Tim Bryce.

Has Freemasonry Lost its Luster?

BRYCE ON FREEMASONRY
– Can it no longer change and adapt?

Read a response to this piece in a A Fresh Perspective of Freemasonry from a Grand Master.

As a Freemason who has had more than one run-in with with Grand Masters, I have become a lightning rod for others who are no longer satisfied with the institution, both in and outside of my jurisdiction. I am not sure I can help other than to listen to their problems and offer some sympathy. Recently, I heard from two Brothers in my jurisdiction who called to complain about what was going on in their Lodge, or more specifically, what wasn’t happening. One was in his early 30’s, the other in his mid-70’s. Remarkably, their complaints were similar. Both fervently believe in Freemasonry as a concept, but have difficulty accepting how it is physically practiced in their jurisdiction.

They both love the concept of brotherhood, its heritage, the practice of morality, and working together to make communities better. However, they find attending Lodge meetings to be repetitive and boring with little effort to make it interesting and worthwhile. It almost seems like it is designed to fail. Both Brothers said to me, as well as many others, “This is not what I signed up for,” and are in the process of emitting.

Instead of Lodges embracing the concept of Brotherhood, Freemasons have grown weary of the petty political struggles where people feverishly work to earn an inane object such as a fancy apron or a new Masonic title, e.g., Worshipful, Right Worshipful, Most Worshipful. I am often asked, “What is wrong with the plain white apron and simply being called ‘Brother’?” Instead, they lament Freemasonry is practiced as a Good Old Boy Club whereby, “You scratch my back and I’ll scratch yours.” This suggests an individualistic approach based on favoritism, not one based on collective teamwork.

One of the Brothers noted, of all the people who were raised with him during his year, only one has returned to Lodge. Most simply disappear, move on to other endeavors, and drop out. This suggests the Lodge is not offering anything of value to its members, such as stimulating discussions and meaningful social interaction.

Read: Seeing Ghosts in Lodge

Like many other jurisdictions, we have watched membership here erode over the past fifteen years, losing over 1,500 on an annual basis. This is perplexing to the Brothers I talked with who commented while membership dwindles, the aprons and titles never abate. I tend to refer to this type of phenomenon as “Rearranging the Deck Chairs on the Titanic” – in other words, people tend to worry about the wrong things.

The Brothers had hoped to find a place for the free expression of ideas and debate, of stimulating discussion and mental gymnastics, to be curious and learn, but this is typically frowned upon by both the Lodge officers and Grand Lodge who are quick to squash such discussions. Consequently, Lodge is no longer “a place of enlightenment,” and people quickly exit it at the conclusion of a meeting. They further note sub-par floor work by apathetic officers during the conferring of degrees, some simply laughing off their performance. This distracts from impressing on the candidates the importance of the lessons embodied in the degrees.

They admit to having met some fine people along the way, true believers in the Craft, but also a lot of petty people who become jealous over the success of others and undermines them. Such backstabbing tends to make people paranoid and not comfortable in their own Lodge. As one of the Brothers explained to me, “A Masonic Lodge is a place where people prefer to speak behind your back, as opposed to your face.”

The Brothers also sought further light in Masonry from other institutions, such as the Scottish Rite and York Rite. Again, they didn’t find it stimulating, just “this is the way we’ve always done it.”

Maybe this problem is unique to their jurisdiction, but I doubt it.

I find it difficult to console such Brothers as I have always contended Freemasonry requires a major overhaul (see my “Masonic Manifesto” written years ago). Having fought the immovable object though for so long, all I can advise them is, “You cannot fight city hall.” This inability to adapt to change is the single biggest reason why the Craft is losing members, by frustrating good Masons and causing them to abandon the fraternity.

It is not my intention here to appear too negative, but we can no longer afford to cover up our blemishes and hope they will go away on their own. If we truly believe in the concept of Freemasonry, we can ill-afford to be reactive and become pro-active instead. This all begins by admitting we have a problem. It has long been an axiom of ours, “You cannot treat a patient if he doesn’t know he is sick” (Bryce’s Law).

Keep the Faith!


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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 40 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 © 2018 by Tim Bryce. All rights reserved.

Freemason Tim Bryce.

The Perils of Negativity

BRYCE ON MANAGEMENT
Learn to avoid the whiners.

over coming negativity, finding optimism, anger, old days

Like many of you, I belong to several civic and industrial nonprofit organizations. I always find it amusing to see the elders of such organizations criticize the current slate of officers. Inevitably, you hear, “That’s not how we did things in my day.” They then go on to berate the officers on their performance. Well, sometimes they’re right, but most of the time they are wrong. Dead wrong. If left unchecked, their negativity can consume an organization like a plague of locusts, to the point where the officers get frustrated and ultimately do nothing.

I can’t remember ever attending a nonprofit group where everybody was happy with everything and everybody. In fact, I think its a myth. If such an organization exists, I sure would like to see it. These nonprofit organizations are typically run by well meaning people with some time on their hands; and let us not forget it is a VOLUNTEER type of organization. Rarely, if ever, are the officers paid for their services. True, people will make mistakes and need guidance, but not at the price of having their name besmirched. As Winston Churchill wisely observed, “Any idiot can see what is wrong with something, but can you see what’s right?”

At a recent meeting of a nonprofit group I belong to, I heard one of the elder’s grouse, “Well, this is a rotten year and next year will be worse.” I looked at him and said, “No, it has been a good year and next year will be better.” I reminded him that the group had plenty of money in the bank and membership was on the rise. This caught him off guard and he recognized that I had the right attitude; that the glass was half-full, not half-empty.

No, the officers of such groups will not always be perfect, but then again, Who is? Its up to the group overall to pull things together, not just one or two officers.

The problem with negativity is that it can become infectious, and in the process, quite damaging. Fortunately, so can optimism, and people tend to gravitate to the positive as opposed to the negative.

For those who insist on whining about everything, I say, “Get over it.” I learned a long time ago in business not to complain unless I was prepared to suggest an alternative. However, to bitch simply for the sake of bitching is counterproductive and disrupts the harmony of such groups. If I have any suggestion in this regard, I would ask the members of such groups to turn something negative into something positive.

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 40 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 © 2017 by Tim Bryce. All rights reserved.

Also read Tim’s columns in the THE HUFFINGTON POST

Tune-in to Tim’s channel on YouTube. Click for TIM’S LIBRARY OF AUDIO CLIPS.

meetings, networking, joining groups, millennials

The Benefits of Networking

BRYCE ON SOCIALIZATION
Instead of watching TV, attend a meeting.

meetings, networking, joining groups, millennialsI’ve been bumping into a lot of younger people lately; young men in their early to mid-20’s who have been asking me for advice on a variety of issues as they begin their careers. Basically, I tell them to start a life insurance policy, write a will, how to dress, and basic social amenities such as how to greet someone and tell a joke. More importantly I stress upon them the need to network with their contemporaries.

When I was entering the work force back in the 1970’s I found networking to be invaluable in my professional growth. I was particularly active in trade related organizations such as the local chapters of the Association for Systems Management, the Data Processing Management Association, and the Association for Computing Machinery. I also founded a local OS/2 Users Group and Java Users Group. I have also participated in other civic and fraternal organizations. All of these groups were invaluable in terms of education and the development of a network of contacts with whom I have relied on time and again.

I’ve noticed the younger people are less inclined to join any such organization these days. I’m not sure why. Perhaps they don’t think its cool. Perhaps there is no professional curiosity. Or perhaps they just don’t know any better. Frankly, I think its the latter. As a result, these organizations are in decline. For example, ASM is now extinct; and DPMA changed its name and focus to the Association of IT Professionals; regardless their numbers are still diminishing. Instead of resisting participation in such organizations, I encourage young people to join them.

Networking is a great way to learn about your field of interest and to develop local contacts who might be helpful to you in your walk through life, and you might be able to help them in return. Many people go into such organizations with the wrong intentions, such as they are going to sell the membership something. This is most definitely not the point; its about your professional growth. Its about learning; its about refining your social skills, and its about gaining visibility; all of which is important for developing a professional reputation. Once this is established, people will recognize you as the “go to” guy in your area of specialty, then, Yes, you may vary well get some business, but don’t go into an organization thinking you’re going to conquer the world, think of it as an investment in your personal development.

One of the lessons I learned during my college career was that “We enjoy life through the help and society of others.” I have found this to be particularly true in my professional development.

So, instead of staying home and watching that trash on TV every night, how about getting off your butt and attend a couple of meetings? Start with a trade group from your industry; then there’s the chamber of commerce and Jaycees; then there’s volunteer organizations such as the Rotary, Kiwanis and the Lions; then there’s fraternal organizations such as the Masons and the Shrine. The list is actually endless; but seek out those organizations that will help you the most in your professional development. You might learn a thing or two in the process, and others might just learn a thing or two about you.

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 40 years of experience in the management consulting field. He can be reached at timb001@phmainstreet.com

For Tim’s columns, see:  timbryce.com

Copyright © 2017 by Tim Bryce. All rights reserved.

Also read Tim’s columns in the THE HUFFINGTON POST

From the Edge,Tim Bryce,Freemasonry,essay

Tim’s “Stand Up for MORALITY” Talk (Video)

Back in 2013, I wrote a book titled, “Stand Up for MORALITY” which discusses the virtues of morality, and how to promote it. This became the basis for a talk on the same subject which I presented on July 17, 2013 at the Dayton Masonic Center in Ohio. The speech was an abbreviated version of my normal talk. Interestingly, the presentation was videotaped and recently brought to my attention.

The session is one hour and twelve minutes in length (1:12) and you can watch it for free by clicking HERE. Although Masons made up the audience, this session is applicable for non-Masons as well (and they’ll learn a little about the Craft in the process).

I hope you find it interesting and worthwhile.

For a description of my book, click HERE.

Keep the Faith!

going the same thing over and over

Failing to Act

It goes well beyond insanity.

going the same thing over and overOne of my favorite quotes from Albert Einstein is his definition of insanity: “doing the same thing over and over again and expecting different results.” I’m afraid we see this too often, be it in companies, government or the general public. In other words, there is a tendency for people to maintain the status quo even if it doesn’t produce beneficial results, or even if it is counter productive.

In Europe, following a terrorist attack, we commonly see a government official say afterwards what a hideous crime this was, that security levels are being heightened, and the public should remain calm and not pass judgement on any cultural group. It has become a common script, but for some reason it doesn’t seem to deter terrorists. In other words, nothing changes.

Like so many nonprofit organizations these days, I know of a local group who year after year has been losing membership at a rate of about 1,500 members a year. Over the last fifteen years, it has declined a whopping 37%. Members are seeking answers to reverse this, but the leadership of the group has yet to properly address the problem. Instead, they keep asking for more money from its dwindling membership. Again, nothing changes.

In the world of Information Technology, companies commonly rush off to program a solution before they even understand the business systems problem. Consequently, developers devise a quick and dirty solution to the wrong problem, projects are late and over budget, and end-users lose confidence in I.T. If we built bridges the same way we build systems in this country, this would be a nation run by ferryboats. Interestingly, developers are aware this approach doesn’t work but lament, “We never have enough time to do things right.” Translation: “We have plenty of time to do things wrong.” Once again, nothing changes.

I’m sure we can all think of some similar scenarios from our walks through life, be it in school, on the ball fields, our place of work, in stores, in our neighborhoods, just about everywhere.

I tend to believe a lot of this occurs simply because we have trouble focusing on the proper problem, that it is less painful to take the easiest way out. Instead of going for a touchdown, we settle for a field goal instead.

Repeating the same mistake in the face of reality confirms Einstein’s definition. It’s more than insanity though, it is reckless and irresponsible behavior on the part of management. Changing the status quo is a difficult task, something that should only be charged to someone sensitive to problems and realize it is time to change. What is needed is political courage to make the hard decision, which will likely be unpopular until proven successful. I am certainly not someone who believes in change for the sake of change, but if there is undeniable evidence the status quo is not producing positive results, by God, somebody better get off their duff and do something about it before it results in irreparable harm.

Somehow I am reminded of another quote I am fond of, this from President (and PGM) Andrew Jackson, “Take time to deliberate; but when the time for action arrives, stop thinking and go in.”

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

Tim Bryce is a freelance writer and mangement consultant in the Tampa Bay area of Florida.

For Tim’s columns, see:   timbryce.com

Copyright © 2017 by Tim Bryce. All rights reserved.

Also read Tim’s columns in the THE HUFFINGTON POST

Freemason Tim Bryce.

What is Fair?

Is fairness in the eye of the beholder?
BRYCE ON MORALITY

Good question. This is something we all demand but I don’t think we really know what fair is; to illustrate:

  • In this country we have established an extensive system of jurisprudence involving lawyers, judges, juries, appeals, etc. Yet, when a decision is finally reached, we claim it wasn’t fair. Case in point, the Casey Anthony jury decision. America felt she literally got away with murder.
  • In sports, we trust the officials will be fair in regulating the game, but we become unglued when we find an official tampering with the rules. When I coached Little League baseball, I would resent umpires who called balls and strikes one way for a team and different for the other. I didn’t realize the strike zone could change so significantly between innings.
  • The news media outlets tout themselves as fair and impartial, but I don’t know anyone who honestly believes it.
  • In the work place, we hope our bosses and coworkers will treat us fairly in our working relationships, and feel dejected when we find ourselves on the losing end of a political maneuver. All we want is a fair and even playing field to compete on. Rarely do we get it.
  • On the highway, we believe everyone should observe the same rules of the road and are aghast when someone flagrantly violates them, while others get stopped for petty moving violations.
  • We want people to pay their fair share of taxes, but argue about how this should be accomplished. Some suggest a flat tax, others want regressive taxation whereby the rich must pay for the poor.
  • We believe countries should treat each other equitably and are outraged when we find a violation of agreements thereby threatening peace or disrupting economics.

Being “fair” is an obsession with a lot of people, but only if it is in their favor. As much as we harangue about fairness, deep down we really don’t want it. Fairness is a human interpretation. It is in the eye of the beholder. What one person considers fair, another will consider just the opposite, even if the law, rule or regulation is documented in writing. It takes an impartial and informed person to determine what is equitable for all of the parties concerned. Unfortunately, it seems people today are easily prejudiced and rely more on gossip and spin as opposed to facts.

Fairness is based on who interprets the rules, usually by the person(s) in power, not by plurality of vote. As the power shifts, our interpretation of fairness shifts. This means our sense of fairness changes over time as perspectives and priorities change. For example, what would be considered “fair” by our nation’s founding fathers is certainly not the same as those in government today. In the early days, it was considered “fair” for land owners to be the only people allowed to vote in elections because they were considered responsible citizens, not shiftless rabble. Naturally, this changed over the years so any Tom, Dick, or Mary can vote regardless how “responsible” they were as citizens. Today, elections are won more by media spin than by the true issues of the day. Yet, we believe this is fair.

Read: Three Types of Masons

Our perception of fairness is based on our moralistic makeup which, obviously, varies based on cultural and religious differences. To illustrate, the morals of a Salvation Army Colonel will be substantially different than an atheist gang-banger from the ‘hood. I cannot imagine any commonality between the two. This is what happens when you live in a heterogeneous society. Japan, on the other hand is more homogenous in nature and as such, shares moral values which leads to consistent interpretations of what is right and wrong. The point is, as morality declines or becomes splintered through incompatible interpretations, it compounds the problem of realizing consistent fairness. The greater the uniformity in morality, the more likely fairness will be consistently applied.

Fairness is often defined by a plurality of vote, be it polls, legislatures, or a jury. It is their perception only, not necessarily what is fair. We have all seen too many votes that led to erroneous results primarily because those in judgment are not properly informed or lack the ability to offer an unbiased verdict.

As the populace becomes more disjointed, we write legislation based on poll numbers or elections, but this does not necessarily mean it is fair, only that it is the perception of the plurality, which may be right, but also could be wrong.

So, whether you are on a ball field, in a classroom, in the workplace, or wherever, you must recognize that absolute fairness is a myth. It is based on the interpretation and whims of the people who interpret the rules. Even if we were to automate decisions by computer, we must remember such rules are programmed by humans with all of their frailties. In other words, the computer will only render a decision as programmed by the human-being.

If you are upset that something is unfair, get over it. King Solomon died thousands of years ago. You win some, you lose some. Put your best foot forward and hope you’ll be treated fairly.

“Forget fair. Our world was not designed to be fair.”
– Tom Hopkins, How to Master the Art of Selling Anything

Also published in The Huffington Post.

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 40 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 © 2017 by Tim Bryce. All rights reserved.