Why Do I Dress For Lodge?


by Midnight Freemasons Founder
Todd E. Creason, 33°

Three sharply dressed Midnight Freemasons at a Masonic education symposium.  Left to right: Greg Knott, Robert Johnson, and Todd Creason.
The topic of dressing for Lodge keeps coming up.  I made a comment on a discussion our editor Robert Johnson started the other night on social media.  I thought I’d expand on that remark a bit.

When I joined the Fraternity I didn’t own a jacket.  I’d been wearing a shirt and tie to work for years, but I’d never worn a jacket.   I was in my late thirties, and I didn’t even know my size.  I went and bought one days after I was raised.  It was the first of many new experiences I had when I became a Master Mason.  Part of becoming a Master Mason is learning to see ourselves differently.  I’ve become something different over time as a Mason.  Something better than I was. I didn’t join the Lodge to stay the same, I joined to change.  I didn’t join the Lodge to be accepted as I was—I joined the Lodge out of a desire to learn to be something more.

It was the culture of Masons in my Lodge to dress for degree work and special events, and so that’s what I do.  That's what I've done since the beginning.  We dress alike to show we’re Brothers.  We dress because we’re supposed to be leaders and examples in our community.  We dress to show respect for the due solemnity and importance of the work that we are doing.  We dress to impress upon our new members that what they are becoming a part of is very different from what they’ve known.  We dress so that when others in the community see us coming and going from the Lodge they know we must be doing something important.  

I’ve seen a number of young men dress in that jacket and tie for the first time since then.  I’ve taught a few of them how to tie a tie.  In fact that first jacket I bought somehow shrank over time (probably all the dinners), and I gave it to a new member to wear.  I’ve seen other Masons do the same thing.  When I joined the York Rite Chapter, I didn’t have a red jacket which is customarily worn in my area—and I didn’t really have the cash to lay out at that time to buy one.  My good friend Sean McBride was traveling with the Grand Chapter and found a jacket in his travels for me to wear.  That meant a lot to me at the time that he’d thought about me.  I was able to go to meetings properly dressed like my Brothers in Chapter.

Now a few people in that first discussion said they can’t dress for Lodge because they go right from work to Lodge.  So do I.  So do many more of us in my Lodge.  You know how many times I’ve changed at work before going to Lodge, or changed at the Lodge when I get there?  I wish I had a dollar for every time I’d changed into a suit in the bathroom of a funeral home prior to Masonic Funeral Rites.  I often leave my jacket and my apron at the Lodge so I don't have to run home for them when I'm pressed for time.  And I’m not the only one—you know what you see in cars parked outside my Lodge on a Royal Arch Chapter night?  Masons walking in carrying their suit bags.  There’s a difference between “can’t dress” and “don’t want to dress” for Lodge. 

Now whether or not you dress for Lodge should be up to the culture of your Lodge.  We don’t dress for regularly stated meetings.  Some Lodges do—in fact, I just visited one that wears a full tuxedo and gloves for their stated meetings!  I had Midnight Freemasons Greg Knott and Darin Lahners with me that night, and we all felt a little under-dressed in our suits.  But they accepted us as we were, and we enjoyed one of the best evenings and festive boards any of us had every experienced before.  Some Lodges wear blue suits.  Some wear black suits.  My Lodge just wants our members to wear a jacket and tie.  I usually wear the best combination of jacket, vest, and pants I can pull together from my closet that are free of stains--those pieces usually wind up belonging to about three different suits.  

I think a lot of the conflict over dress is about Lodges having a tradition to dress in a certain way, and a few new members disregarding it.  The established members get upset, and those that have disregarded the traditional standard of dress set by the Lodge get in a huff and say they shouldn't be judged by how they dress, and they don't have time to dress, and it's too expensive, and it's about the internal not the external qualifications of a man, etc.  At least that’s what I see during these debates almost without exception.  I've never really understood that.  I knew the members of my Lodge dressed up.  I'd seen it before I'd joined.  I looked forward to doing the same, and knew I'd have to buy some clothes after I was raised. If I had a problem with dressing up, I certainly wouldn't have joined a Masonic Lodge, because I knew full well that Masons dress up. 

Masonry is a tradition.  Each Lodge has its own unique identity and culture.  By all means, if your Lodge has a custom and a tradition to dress in a certain way either for all their events or certain events . . . respect it!  Freemasonry, and your Lodge in particular, shouldn’t have to change to accommodate you—the idea is that you’re going to change as a result of Freemasonry!  Isn't that why we joined? 

~TEC

Todd E. Creason, 33° is the Founder of the Midnight Freemasons blog, and an award winning author of several books and novels, including the Famous American Freemasons series. Todd started the Midnight Freemason blog in 2006, and in 2012 he opened it up as a contributor blog The Midnight Freemasons (plural). Todd has written more than 1,000 pieces for the blog since it began. He is a Past Master of Homer Lodge No. 199 and Ogden Lodge No. 754 (IL) where he currently serves as Secretary. He is a Past Sovereign Master of the Eastern Illinois Council No. 356 Allied Masonic Degrees. He is a Fellow at the Missouri Lodge of Research (FMLR). He is a charter member of the a new Illinois Royal Arch Chapter, Admiration Chapter No. 282 and currently serves as EHP. You can contact him at: webmaster@toddcreason.org

The 24-Inch Gauge

by Midnight Freemason Contributor
Steven L. Harrison, 33°, FMLR



“The Twenty-four Inch Gauge is an instrument made use of by operative Masons to measure and lay out their work; but we, as free and accepted Masons, are taught to make use of it for the more noble and glorious purpose of dividing our time. Being divided into 24 equal parts, it is emblematic of the 24 hours of the day, which we are taught to divide into three equal parts, whereby are found eight hours for the service of God and a distressed worthy brother, eight for our usual vocations and eight for refreshment and sleep.”


His name was… well, let’s call him Buddy. I had completed my petition for the mysteries of Freemasonry and the lodge had instructed me to give it to him. Buddy stopped by my house to pick it up. Under Missouri rules my father, from another jurisdiction, could not sponsor me, so Buddy, whom I had never met, was to be my first-line signer. I handed him the petition, we had a brief conversation, and Buddy left. As he was walking toward his car, I said, “I guess I’ll see you in lodge.”


Buddy turned and shook his head. “No,” he said, “I don’t attend. I’m burned out on Freemasonry.” That was the first and last time I ever saw my first-line signer.


What a thing to say to a candidate replete with the anticipation of his upcoming adventure with the Craft! I wondered how that had happened to Buddy. Too many boring meetings? Or had he taken an office in every body he belonged to leaving himself too time-stressed for his other responsibilities? Or both?


The admonition of the Twenty-Four Inch Gauge is not that we should walk around with a stopwatch ticking off each day in eight hour segments labeled service, work, and refreshment. Its symbolism teaches us to divide our time among those activities. Moderation in all things.


Most of us admire the guy who sets the world on fire with 70 hours a week at work in order to provide for his family and become successful. Likewise, for the Brother who is an active member of many Masonic bodies, holding offices, attending every meeting, and spending his valuable time to help the fraternity prosper; but the message of the Twenty-four Inch Gauge says that will catch up with us. All work and no play makes Hiram a dull boy; and it burns him out.


Occasionally, being a workaholic or a Masonaholic os commendable, but even race drivers have to make a pit stop once in awhile, or they’ll find themselves sitting on the backstretch out of fuel. So it is with us. Slow and steady might win the race, but a lot of us don’t know anything about those two concepts.


The minister at my church is currently on a three-month sabbatical. She’s a hard worker, dedicated, effective, and successful; but in her final message before leaving, she reminded us, “we are human beings, not human doings.” For some in our congregation (not unlike many of our Brothers) who are stuck in the work-a-day world a sabbatical is a foreign concept. One member griped, “She should try running her own business. I don’t even get a vacation.” Yet, even with his blessing we sent her off knowing she will come back refreshed and renewed, both physically and, more important, spiritually.


And so will I. I’m taking some time off.


Unlike Brother Buddy, I am not burned out on Freemasonry. I am, however, overextended in many of my life’s pursuits, and it’s time for a break. I’m not going anywhere. I’m just taking my own personal sabbatical. It’s time to, as advised in the text of the twenty-four inch gauge, divide my time into three equal parts instead of one bloated, stressful, unmanageable lump. I can’t thank Robert Johnson enough for allowing me to do these segments on his show, or Darin Lahners for publishing my articles on the Midnight Freemasons blog – and there will be more – for now I won’t be with you on the podcast or the blog anytime soon, but I will see you in lodge.

~SLH

Bro. Steve Harrison, 33°  is Past Master of Liberty Lodge #31, Liberty, Missouri. He is also a Fellow and Past Master of the Missouri Lodge of Research. Among his other Masonic memberships is the St. Joseph Missouri Valley of the Scottish Rite, Liberty York Rite bodies, and Moila Shrine. He is also a member and Past Dean of the DeMolay Legion of Honor. Brother Harrison is a regular contributor to the Midnight Freemasons blog as well as several other Masonic publications. Brother Steve was Editor of the Missouri Freemason magazine for a decade and is a regular contributor to the Whence Came You podcast. Born in Indiana, he has a Master's Degree from Indiana University and is retired from a 35-year career in information technology. Steve and his wife Carolyn reside in northwest Missouri. He is the author of dozens of magazine articles and three books: Freemasonry Crosses the Mississippi, Freemasons — Tales From the Craft and Freemasons at Oak Island.

Separate And Different: Why Disasters and Solutions Can’t Find Common Ground

by Midnight Freemason Guest Contributor
Mark St. Cyr




Recently I was interviewed on the podcast “Meet, Act and Part” (link) hosted by Brothers Knott, Lahners, and Hosler.

During the interview, I expressed a point that compelled me to expand on it a bit further in this format for a bit more clarity into my full thoughts. And why they’re important to fully understand.

Here’s that point: Entrepreneur vs Management mindset (EVM).

Now a lot of you may be reading the above and instantly think “Well, duh!” But here’s the issue…

Do you really understand the underpinnings of that “duh” reaction, or are you simply reacting to the obvious? Hint: there are many CEOs running some of the largest companies across the globe that don’t.

So, are you still so sure? Let’s begin…

Note: The following is meant to be an oversimplification of premise and application for example purposes.

Also: In no way, shape, manner or form am I taking, nor should any be inferred, backhanded swipes at what is colloquially called “The Purple.” They are both necessary as well as an empowering force when the proper dynamics align.

So now with the above on the table. Let’s dive into the premise that most can react to, but most can’t formulate solutions via and why.

First…

“What is meant with this EVM construct?” you ask. Great question, and here it is…

Management, will not and can not, ever solve a problem that requires an entrepreneurial answer. Period, full stop.

It can only solve this dilemma via coming to terms with: the solution to “X” is entrepreneurial. Only then can it either go about the task of hiring one, rehire a former, or simply come to grips with insolvency and oblivion. Regardless of how many

Ph.D’d business professors trying to state otherwise.

Yes, we’ll get into the inverse. But stay with me for the moment.

Everyone likes to use the Steve Jobs returning to Apple example. Yes, it’s apt. But it doesn’t tell the whole story. There’s more to it, far more. However,

let’s use this one because most are familiar with the story.

Now here’s a point that needs to be not only made but fully embraced to understand this EVM dilemma that’s missed by most…

It was not the simple construct of a founding father (e.g., the entrepreneur) returning to Apple that made the difference (e.g., saved it from oblivion). Far from it.

What made the difference was that Jobs had been completely broken (e.g., fired, humiliated, and ostracized) resulting from his “I’m the boss and created this place, therefore I know how to manage it. Just do as I say or you’ll be gone!” attitude.

Hint: He did not “know” how to manage and it showed.

The inverse…

Management on the other hand (e.g. Sculley and others) felt very comfortable with the premise that all Apple needed to do to become more successful was to better manage itself through systems, personnel, and other things. And it could only do that by getting that pesky entrepreneur attitude out of its way.

Hint: That proved as false as the Jobs premise above.

So, “where’s the beef?” as they used to say. Not only for the “meat” of the argument but as well as the “beef” with management.

Here’s the differentiator…

It was in the changed fundamental persona of both (e.g., the entrepreneur and management) that later fully embraced the construct - they needed each other, had different roles, and would allow those roles to execute the mission-critical orders as directed.

Or, said differently: They (management) would allow Jobs full reign for direction and vision, then they would execute his orders to their fullest capacity, whether they liked them or not. Again, period, full stop.

If Jobs stated: “Cut half the workforce across the board tomorrow, including senior management.” The remaining management were to draw up the pink slips and deliver them.

“Dissolve any product not currently contributing 25% to the bottom line tomorrow.”

Management began red-lining inventory stockpiles and more.

But the key to all of this that most don’t fully comprehend is this…

It was not the same Jobs, nor management prior that allowed for the Apple we know today to come forward, then became one of the largest market capitalized companies on the planet with a subsequent bank balance to boot.

No, the true catalyst for that was…

Both had to do some soul searching on just how invaluable they truly were to the entity itself. i.e., They needed each other, but that need can only be functionally valuable if both understand they are symbiotic to the entity. i.e., At scale (an important point missed by most) both are needed.

But, and this is a very big but: Only the entrepreneur can both create one, as well as manage one.

Management, with its raison d’être spelled clearly by its name - is only there to manage.

It does not create - only entrepreneurs do.

Therefore: Management, no matter how highly it may think of itself, can not solve entrepreneurial dilemmas that constantly face any company. It’s just not viable within that construct. However…

Entrepreneurs, although they may not be “management savvy” can resolve many management dilemmas either with training, hiring, or by other means.

In other words: The latter can both create and manage. The former can only manage after the creation process.

That’s an important distinction that’s missed by most.

“So what does all this have to do with

Freemasonry?” you’re now asking. Great question, so let’s expand on just that.

Today there is much lament within the Craft about multiple issues. e.g., membership numbers both for attracting as well as retention, governing bodies, concordant bodies, what constitutes education practices and topic selections, and more, much more. But let’s try and overlay what the above suggests so that we may better understand just what is happening today.

As I stated on the Meet, Act, and Part podcast: What is being missed by many, including those brought at the forefront of creating different experiences and more (e.g., podcasts, masonic cons, virtual education lectures found across the web, et. al.) is that you are the ones that are in the current position much like that of when Jobs was forced out.

Many of the newest (and most enticing as well as thought out) offerings relating to the Craft are being created outside of the construct of what “management” either wants or is creating.

If you think about it via this lens: Many of you are creating offerings “management” could never conceive of, never-mind agree upon then implement. “Masonic Con” anyone?

Remember, Jobs both remade his reputation as well as wealth first via Pixar - not Apple. i.e., computer-generated animation for movies even Disney didn’t fully grasp or contend with.

Don’t let that point just go by willy-nilly. It’s a distinction with a very impelling difference. For it was here that he both fully embraced the need for change and remade his “management” attributes as well as his ego temperament.

This is precisely what also allowed “Management at Apple” the ability to not only embrace the idea of bringing him back but rather, where they could fully implement both his vision going forward - and their (both Jobs and Apple) ability to see it through.

It was precisely this dynamic and confluence of understanding that created the necessary underpinnings for Apple to make the changes it needed on the fly, and some dramatically so, to create the Apple we now know today, yet take for granted.

Here’s a prime example of this dynamic in action and application that far too many have no real grasp of just how monumental it was and puts a stamp of reality, not theory, to all I’ve opined above.

In most people's pockets is what we now know as the iPhone®. However, what is less heralded and far more instructive to all this is the fact that when Jobs was carrying his own beta version that was about to be released very soon. He pulled it out of his pocket and the glass was a mess with scratches.

What did he do that today’s “Management” would almost certainly not allow?

He halted production, canceled the launch, and set about to find a company that could fix the issue, which at that time, was completely unsolvable without coming up with newer crystal or glass

technology. i.e., a fix did not exist - it had to be created.

You now know this fix as Gorilla Glass® developed by Corning.

There isn’t a CEO today, in my humble opinion, that would dare halt a launch of a badly needed product and innovation that was being seen to “save the company.” Along with a management team that would go along with it, all the while knowing, Wall Street would more or less punish them for such actions.

But that’s precisely what happened because Jobs knew if he didn’t - the product would look like crap in no time and would detract from its core value with the daily visual assault of “ugly” by its owners.

You Freemasons that are out there creating new content, venues, education, experiences, and more are that entrepreneurial facet of the equation. Management can not and will not create what you are, it doesn’t have the vision. It’s ruled more by committee rather than lone wolf entrepreneurism.

Management (e.g., mindset) needs something to fall into when things become far more shaky or come crumbling down around itself. It can’t think out of the box, it’s always trapped within one.

Entrepreneurs (e.g., mindset) not only can think outside the box but can think and act in ways that argue - there is no box!

Today the entrepreneurial spirit that is facilitating the many different areas to experience masonry across different formats, while bringing Brothers together from across the globe in amity that was sheer impossibility before is growing. But it’s in its nascent trajectory, therefore, it can seem as if it’s gaining no traction in isolation.

That would be a mistake for both the current “entrepreneurs” as well as “management” to conclude. On the contrary…

What many of you need to understand is that Freemasonry as it is currently constructed is not dead and going out of existence - it’s just changing. We are not at a point of praying and hoping for a rebirth. That view is not only wrong but myopic in my view.

No, what you are currently in the midst of is closer to a renaissance, rather than a rebirth. And you my Brothers are the Michelangelos, De Vincis, Brunos,  and more.

You’re creating (to paraphrase WB Bizzack of Lexington Lodge No.1) “For Brothers, you’ll never see or meet in the future.”

Let your works be judged by those not only of today that find them exhilarating and beneficial to the Craft but also as something to inspire as well as aspire for those that come later to build upon and get their own inspiration from.

What you’re doing is that important.

“Management,” at some point will, much like they did at Apple, come to a realization that the best way for them to prosper is when they also re-engage with those that give their actions fuller meaning and value.

It’s inevitable, but only if you the “Entrepreneurs” keep creating. So don’t stop. And you’re not alone.

Both need each other for the benefit of not only the Craft today - but for both their futures.

Or, to use that quote everyone seems to know but we’ll adapt it to better fit this example…

“If you build it, they will come.” But if you don’t build it - Management not only won’t see it, they’ll never imagine the possibilities for collaboration.

Think about it.


Mark St.Cyr 

Freemason

Labor Day & Freemasonry: Is There a Connection? - Revisit

by Midnight Freemason Contributor
Bro. Robert H. Johnson, PM

First Labor Day Parade, NYC, 1882

*Editors note: This piece originally was published in 2013. I hope you enjoy and learn a little history in the process!

Labor Day, the very idea of the holiday invokes the excitement of barbeques, back to school for our children and the end of summer. Labor Day is now marked by the first Monday in September, but the first labor day was actually on a Tuesday, Tuesday September 5th 1882 to be exact. It was celebrated for the first time in New York City and was organized by the Central Labor Union.

So who started Labor Day? Well, the answer can not be definitively answered. There are two men
who are credited with its creation. Peter McGuire and Mathew Maguire were both labor leaders and worked for the rights of workers. Peter was a carpenter and Mathew a machinist.

Many people ask whether either of these two men were members of our great fraternity, the Freemasons. Of these two men, Peter McGuire was a member of a Brotherhood. It just wasn't the Freemasons. He belonged to the Brotherhood of Carpenters and was quoted as saying something which to me, sounds Masonic in nature...

[There needs to be a day to celebrate those] "who from rude nature have delved and carved all the grandeur we behold"

However promising this sounds, neither Peter nor Mathew have any record of being involved or affiliated with the Freemasons.

To find out more and view some truly astonishing photographs related to Labor Day, please visit the United States Department of Labor's website all about Labor Day.

Have a happy and safe Labor Day!

~RHJ

RWB Johnson is a Co-Managing Editor of the Midnight Freemasons blog. He is a Freemason out of the 2nd N.E. District of Illinois. He currently serves as the Secretary of Spes Novum Lodge No. 1183. He is a Past Master of Waukegan Lodge 78 and a Past District Deputy Grand Master for the 1st N.E. District of Illinois. He is the current V:. Sovereign Grand Inspector for the AMD in IL. Brother Johnson currently produces and hosts weekly Podcasts (internet radio programs) Whence Came You? & Masonic Radio Theatre which focuses on topics relating to Freemasonry. He is also a co-host of The Masonic Roundtable, a Masonic talk show. He is a husband and father of four, works full time in the executive medical industry. He is the co-author of "It's Business Time - Adapting a Corporate Path for Freemasonry", "The Master's Word: A Short Treatise on the Word, the Light, and the Self - Annotated Edition" and author of "How to Charter a Lodge: A No-Nonsense, Unsanctioned Guide. More books are on the way.