Part II - CE

Reading without reflection is relatively ineffective. Reflecting upon theoretical lessons and relating them to an area in which you are currently working and are engaged is more effective. Actually practicing theoretical lessons in the real world is the most effective.

The Commitment to Excellence Level A process is designed to accumulatively build leadership and planning skills. Through a systematic program of reading, reflection, and then practical facilitated experiential application, we hope that you will progressively advance and develop as a Masonic leader. As you personally develop as a leader, your applied application in your Lodge will build a better Masonry. You are engaged in a noble effort.

Over the CE 3rd Level process, you will read a total of six leadership, management, and planning books and two short planning papers. Each of these are assigned in various Modules throughout the nine-months of 3rd Level CE training

The following questions will help you better comprehension of your reading and reflection. Later you will have an opportunity to practically apply these lessons to leadership for your Lodge at CE facilitated workshops.

Instructions

1. Pace yourself – Read a minimum of three chapters per week – This will allow you to complete the Book in about one month. This will keep you on the CE timeline. Remember that there are several other Lodges working on the same timeline as you are.

2. Answer the questions appropriate to chapter readings – store them in your CE Workbook under the appropriate Module.

3. Once a week gather with your Lodge CE Team and discuss your answers to the questions. NOTE: An optional activity might be to hold a meeting once per week and answer the questions as a team. Whisper wise Masonic council to those team members tempted not to read assignments and attend these meetings unprepared – and gently remind them that becoming a better leader will positively benefit your Lodge.

4. Keep your original question answers in your own workbook. Make a Xerox copy of your answers and give them to your Lodge CE Team Manager. He will pass them to the Lodge CE Facilitator who will use these as input for your Lodge’s future Facilitation workshop sessions.

QUESTIONS

Note: For all of the following questions except the very last, the CE 3rd Level participant will be asked:

a. First, answer the question directly.

b. Second, relate what you learned answering this question to your Lodge.

CHAPTER 1 - THE BEST OF THE BEST

1. What did you take away from the 12 shattered myths? Which one was the biggest surprise for you? Why?

2. Describe the section on “uncovering timeless principles.”

CHAPTER 2 – CLOCK BUILDING/NOT TIME TELLING

1. What is the difference in clock building and time-telling? Give examples of each.

2. What do the authors of Built to Last (James Collins and Jerry Porras) say about great ideas and charismatic leaders?

CHAPTER 3 – MORE THAN PROFITS

1. What is a Core Ideology? Describe the two key components. Is there a RIGHT Core Ideology – Explain.

2. Explain the relationship between core ideology components: core values and purpose (Mission). How do they work together?

CHAPTER 4 – PRESERVE THE CORE/STIMULATE PROGRESS

1. What makes it difficult to do both at the same time: Preserve the Core while stimulating progress?

2. Briefly describe the specific methods of preserving the core and stimulating progress that distinguish visionary companies – there are five categories.

CHAPTER 5 – BHAGs – BIG HAIRY AUDACIOUS GOALS

1. Fully define a BHAG. Give an example of one.

2. Do BHAG’s preserve the core or stimulate progress? Explain why and how.

CHAPTER 6 – CULT-LIKE CULTURES

1. Describe what is meant by the word, CULT? What are the four characteristics of cults that visionary companies exhibit?

2. What does VISIONARY mean as explained in Chapter 6?

CHAPTER 7 – TRY A LOT OF STUFF AND KEEP WHAT WORKS

1. What do the authors of Built to Last mean by, “Corporations as an Evolving Species?”

2. What do you think of the authors’ “Branching and Pruning” process? Explain.

CHAPTER 8 – HOME GROWN MANAGEMENT

1. Why are some organizations able to generate many internal candidates for promotion and others not able to do so?

2. Which “Home Grown Management” story impressed or inspired you and what did you learn from it?

CHAPTER 9 – GOOD ENOUGH NEVER IS

1. Explain the author’s idea of “Comfort.”

2. How does the “Tyranny of the Or” hinder short-term or long-term organizational performance?

CHAPTER 10 – THE END OF THE BEGINNING

1. Discuss the concept of Alignment and why this concept is so important to a visionary company.

2. What are the six guideposts for Alignment? Which do you feel is the mos important and why?

CHAPTER 11 – BUILDING THE VISION

1. Describe the framework or model for building Vision. Draw or outline the several component parts that are interrelated.

a. First, answer the question Directly.

b. Second, relate what you learned answering this question to your Lodge –Here build a Vision model that might work for your Lodge. Feel free to dream a bit.

EPILOGUE – FREQUENTLY ASKED QUESTIONS

Instructions: For each of the Frequently Asked Questions selected below, read the author’s comments and then apply their answers to your Lodge.

1. Page 241 – I’m not CEO, what can I do with these findings?

2. Page 243 – What Guidance would you give to a visionary company that seems to be losing its visionary status?

3. Page 245 – Do your findings apply to non-profit organizations?

4. Page 246 – You studied the past. Do you worry that your findings might

become obsolete in the Twenty-first century?