When John Hamill joined Grand Lodge as a librarian in 1971, he had no idea that he would go on to create a communications department, driving a policy of openness that has shaped modern Freemasonry
Can you remember a life before Grand Lodge?
I went off to university to read history and then went into librarianship before very quickly realising that the public library service was not what it used to be. At that time, if you had any sort of ambition, you went into administration, which is the last thing I wanted to do. Fortunately, when I was just about to start my postgraduate training, I saw an advert for a job at Grand Lodge. I came down and was interviewed, and despite the fact that I wasn’t going to be available for another nine months, they decided to appoint me.
That was in 1971, and I thought that I would probably have an interest for five or six years before moving off to some other sort of research library. But the interest never flagged, and I got hooked. Having said that, I thought I would have a quiet, academic life at the Library and Museum. If anybody had told me then about some of the things that I would be involved in over the next 45-odd years, I would have probably ordered the men in white coats.
I was the library assistant when I joined. In those days, we had a much smaller staff in the Library and Museum, but I hadn’t realised at the time that it was a very dynastic set-up. The then-librarian and curator was retiring 15 months after I joined, the assistant librarian would be taking over, and they were looking for somebody who was a potential successor to him. I had a wonderful 12 years where I could just open cupboards and drawers, look at files and read up on subjects. Then, in 1983, my mentor retired and I was appointed as the librarian and curator.
How did your job evolve in the 1980s?
As things began to change in Freemasonry, particularly changing public attitudes and growing interest by the press, we quickly realised that if we were going to better inform the public about Freemasonry, then the Library and Museum needed to have a key role. We opened up to the public in 1985 and held an exhibition in 1986. We went from being a very small group that maybe saw 7,000 or 8,000 visitors a year to managing about 28,000 to 30,000 visitors a year.
We are now regarded as a major cultural asset, as we have been roughly on this same site since 1776 – and there has been a reluctance to throw things out. We have probably got the best continuous archive in the country, and that is a huge resource for people who are interested in the history of ideas, social history and cultural history.
‘I’ve been lucky. As a retiree, I can say now that I have been one of those very fortunate people who has been paid a salary for doing a hobby’
Why did the Library and Museum decide to open up to the public?
The publication of The Brotherhood by Stephen Knight in 1984 was a real watershed moment for us. Up to that point, from the start of the Second World War, we had gradually withdrawn from society and didn’t engage with the media. In a sense, we shot ourselves in the foot; we allowed a mythology to grow, which hadn’t really been an issue before in this country. We had a pretty heavy time in the 1980s and right into the 1990s, when we were oftentimes a general whipping boy for the ills of society.
Because of the fact that I had gone out to communicate on behalf of the library, I suddenly found I was being drawn more into what is now called the Openness Policy, and I was made Grand Lodge spokesman, along with the Grand Secretary, in 1985. My introduction into the world of communication was an interview with John Humphrys, who wanted to interview somebody from Freemasonry on the Today programme. I remember it was at 7:05 in the morning, which is not my best time. I think it was something to do with the police, and I was really pushed into the deep end – there was so much going on at that time.
Does communicating with the press require a different skill set to that of a historian?
Yes and no. I was able to communicate as a result of things that happened to me during my life. I attended choir school, where we were taught how to use the voice and how to get as much out of the voice as possible. When I got involved in communications at Grand Lodge, I started to go out talking. It’s not exactly a skill – you can’t learn it. It’s something that you have inside you and that is brought out. When dealing with the media and being a spokesman, I just regarded it as being another way of telling people what we are doing.
In the late 1990s, we had a change of Grand Secretary, and it was an opportunity to do something that hadn’t been done for a couple of generations, which was to look at how the office was structured. I was doing more and more of what I would now call the communications side, and I didn’t want the Library and Museum to suffer. When I was asked if I would formally set up a communications department I said yes, but added that I couldn’t run the Library and Museum as well.
We advertised for somebody to come in for the position at the Library and Museum, with the title changed to ‘director’. We were fortunate to get Diane Clements, who did a fantastic job establishing the systems as they are now. I set up the communications department and was its director for 10 years from 1999.
By 2008, we had changed Grand Secretary and I was getting a bit stale in the role. Nigel Brown, who came in as Grand Secretary, had some expertise in communications and took it back into the private office, which I was very happy about.
‘The Pro Grand Master said at the end of 2017 that we have rebuilt confidence and pride in masonry at the grass-roots level over the past 30 years. That is a huge transformation’
What came after the communications department?
I think it was realised that I was an asset, so it was determined that I should have a job that would keep me around for when they needed to tap into my brain. In 2008, I became Director of Special Projects. I basically was the corporate memory at Grand Lodge. It is one of those roles that myself and the Deputy Grand Secretary Graham Redman do. We complement each other – there are areas I don’t know much about and he does, and vice versa. I formally dropped off the paid staff at the end of April, and Graham is continuing, but they’re still going to be benefiting from what’s in my brain after I cease formal employment.
As well as getting involved in whatever projects happen to turn up from time to time, I have been running the Grand Chancellor’s office. I had been involved with the External Relations Committee since the late 1980s and have done a lot of travelling abroad. People very kindly invited me over to talk about masonic groups, so I built up a network of contacts. The Grand Chancellor needed a staff member, so they introduced the office of Assistant Grand Chancellor, of which I was the first. Two years ago, I was promoted to Deputy Grand Chancellor, which I will continue to be, although I won’t be in the office.
As you retire, what state do you feel you’ve left Freemasonry in?
One of the most difficult parts of the Openness Policy, from back in its early days in 1984, was firstly persuading members that they could talk about Freemasonry, and secondly giving them the tools to talk about it. We had been quiet for so long, people had lost the habit of talking about it. There was a huge educational process that had to go on within the organisation to say, ‘yes, it is all right to talk about Freemasonry, but make sure you are sending out the right messages.’
I think the dividends of that approach came through last year in the Tercentenary celebrations – local media and local people were very positive about Freemasonry because members were very happy to talk about it. The Pro Grand Master said at the end of 2017 that we have rebuilt confidence and pride in masonry at the grass-roots level over the past 30 years. That is a huge transformation, and it has been fascinating to be involved in the process. Freemasonry has a far more positive future now than in, say, 1999 or 2000. If you’d asked me then, I would have been fairly pessimistic, but the things that have been done since then have really made a difference.
What is your proudest achievement?
As well as being part of the Openness Policy, I’m most proud of transforming the Library and Museum into a charitable trust, combined with working with academia to rebuild our connections there. I’ve been lucky. As a retiree, I can say now that I have been one of those very fortunate people who has been paid a salary for doing a hobby. I’ve had the most extraordinary opportunities to meet people who I couldn’t imagine meeting in other circumstances. I’ve been able to travel. I’ve made some very good friendships around the world. It’s just been fun.