From the Grand Secretary & Grand Scribe E
At the September Quarterly Communications, the Pro Grand Master’s address spoke of the importance of teamwork in governing and managing Freemasonry. UGLE has traditionally been a federal amalgamation of ‘city states’, each ruled by a Provincial or District Grand Master, whose patents were granted by the Most Worshipful Grand Master. It was not uncommon, in decades past, for those chosen few to be given their patent and told to ‘get on with it’, but with very little instruction or guidance as to what the ‘it’ either was or entailed.
We like to think that we are more enlightened now, and take some time and effort to explain what we think a Provincial or District Ruler might want to consider, and what the Rulers and Board/Committee of General Purposes think their priorities should be when taking up their important office.
It will not surprise you to learn that membership and communications are very high up on that list, and as UGLE evolves to meet the challenges of our very different world, so this old system must evolve to ensure consistency of message and image across our organisation as a whole.
We have also come to realise that the ‘Bright Ideas Club’ at the centre may not have all of the answers, and initiatives rolled out with little or no consultation with our membership or their leaders are unlikely to be successful in the longer term, if at all.
Lord Northampton, as Pro Grand Master, set up a system of Regional Communication Groups which divided the Provinces into nine geographical clusters, and which provided a means for Provincial Rulers in each group to meet regularly and exchange ideas on matters of import. Under Sir David Wootton, these assumed a greater sense of purpose, with the representation of each integrated into the Improvement Delivery Group, with its remit to deliver the 2020 strategy conceived five years ago. Now, under Geoffrey Dearing, they form the backbone of our ability to consult with the Provinces and to set the agenda and direction of the organisation with strong representation on both the Membership Working Party and the Communications Working Party of the Board.
Both groups have a wide remit to shape the direction the organisation will take, and their influence will be wide ranging. They are no paper tigers, and are considering questions which will affect each and every one of us as Freemasonry evolves into a more transparent, accountable and respected organisation within the public consciousness.
The representatives on these various committees can, of course, accomplish nothing without the hard work and dedication of the teams that support them – making it vital that those team members have the ability, enthusiasm and professional capabilities and knowledge to deliver what is needed. Professional expertise is by no means short in an organisation such as ours, and Provincial leaders are well used to tapping into the potential of their membership to fulfil important roles within the Province. What perhaps is changing is the willingness to recognise that many individuals are much busier in their family and work lives than perhaps their predecessors were. As such, those who are less senior within Freemasonry and less experienced are finding themselves working on major Provincial portfolios while balancing very busy lives.
We should not shy away from using the talent that we have within our ranks. Neither should we shy away from altering the way ‘things have always been done’ to allow those individuals to flourish and to serve. It is inconceivable that the Provincial Grand Masters and Grand Superintendents of the future will be able to dedicate the time and effort to Freemasonry that perhaps some of their predecessors have managed, without detriment to their family or personal connections. Their teams around them become of paramount importance if the organisation as a whole is to grow and develop. Similarly, if we want leaders who are truly exceptional and able to carry the organisation forward, we must be willing to accommodate the many other things that will call on their time – not least their greater involvement in the running of the ‘Centre’.
We will do our bit here at UGLE to listen to those ideas coming out of the Provinces, and to ensure that others can benefit from them; to ensure that ‘best practice’ is shared, such as the membership initiatives in Bristol and the communications strategies of Buckinghamshire and Cheshire.
We will also continue to listen to you, our members, paying heed to what you think is important, and what our priorities should be for the years ahead.
Dr David Staples
Grand Secretary and Grand Scribe E
‘If we want leaders who are truly exceptional and able to carry the organisation forward, we must be willing to accommodate the many other things that will call on their time’