This article is written from the perspective of a current Worshipful Master for the benefit of peers and those who presently hold or aspire towards leadership positions within Freemasonry.  I am not sharing experiences as an expert, but as an equal among brethren.  I have read an assortment of bylaws and protocol documents which go to great lengths to define the structure and official description of positions, but don't provide any real insight on how to respond to challenging situations or shortcomings.  Hopefully this article will prompt others to think about their best approaches, and generate creativity and ideas to help other brethren.  The benefit of this approach is that challenges are not to be feared, but embraced as opportunities to improve and grow.

The title refers to a common term within teamwork, when one or more of the members does not contribute their fair share.  As the senior-ranking resource in the lodge, it often falls to the Worshipful Master to support his members with actual efforts.  No task, no matter how small, should be considered too menial or beneath the leader.  In this respect, the Worshipful Master has to compensate on a short-term basis.  Avoiding complacency on the one hand and negligence on the other, the Worshipful Master must be ever mindful and vigilant of the small things that need addressing in order to make an event or a meeting a fulfilling, successful, and positive experience for all.

Ultimately, it falls back to the Worshipful Master to work towards the continual improvement of his brethren, or else finish his term either burned out or in a straight-jacket.  I have devised an acronym which could be used to review the shortcomings of an event and constructively apply the wisdom and experience gained for the benefit of all brethren, to avoid repeating such mistakes in the future.  This can be summarized with the acronym S-L-A-C-K.

1. Summarize (S) the past event or meeting, if possible within 24-48 hours after it has occurred.  This information is important to capture so that key points and impressions are retained.  What just happened?  What were the general impressions? 

2. Lessons Learned (L) is the most important section, as it captures the wisdom and experience.  The event can be broken down into individual tangible experiences or decisions that define whether or not the event as a whole was a success or a failure.
Some examples could include:
- Check inventory before the meeting so we don't run out of plates and cutlery midway through the meal
- Make sure ritual costumes are cleaned and ready for use
- Provide a map to the lodge so visitors don't get lost
This is a brainstorming activity which should not embarrass individual members, but create opportunities for improvement.  Lessons Learned can also be positive and makes an exceptional performance a future expectation.  Some examples could include:
- The sparkling apple juice is a sweeter and cheaper non-alcoholic alternative to sparkling wine
- Getting the desserts from the supermarket's day old section is 1/2 the price and nobody notices a difference in taste
- Dimming the lights in lodge has a very impressive effect.

3. Actions Required (A) converts the lessons into a tangible set of tasks.  The tasks could be done immediately (i.e. restock the lodge inventory), prior to the next event, or as part of a long-term improvement plan.  Ideally, each Lesson Learned should be written in a way that allows the correct action to be defined.  This also provides evidence to justify adopting a new practice or making a new purchase.  If an action requires approval from the lodge (and there is potential for rejection), a detailed case to support can be derived from the lessons learned. 

4. Commitment (C) assigns the actions to a particular role or person, as establishes a deadline or milestone.  When the assignment is vague, it is random whether or not someone will step forward to complete the task or make the change.  Without a deadline, the priority is unclear and the risk of having the same problem recur (or the successful innovation not repeated) is much higher.  A better approach is to link every Lesson Learned and Action Required with a specific Commitment.  The status of these Commitments can be reported as part of Committee Reports or within the Board of General Purposes as a metric of progress within the lodge.

5. Knowledge Base (K) refers to the explicit references advising brethren of the correct manner to complete a task or event.  They can be formal (i.e. Lodge Bylaws, Lodge Officer Guide) or informal (i.e. Event Checklist, correspondence).  Adding to the Knowledge Base ensures that the lodge gains the benefit of both good and bad experiences and evolves the lodge from repeating a cycle of Trial and Error to one that emphasizes planning, preparation, and predictability.

The Worshipful Master or Lodge Secretary can use the SLACK method to monitor the performance of its committees or brethren in general.  A table or matrix can be created where all items are linked.  This will ensure that every Lesson Learned will have a corresponding Action, Commitment, and addition to the Knowledge Base.  An example will reveal the relationship between these items.  For example, a lodge which serves "adult beverages" will need to have proper training and authorization to do so.  An Action could be to have selected brethren obtain the "Serving It Right" certification, as well as the necessary permits and authorizations.  A Commitment would assign the task to a person or role (i.e. Junior Warden as chair of the Festive Board).  The addition to the Knowledge Base could include such steps as expanding the job description of the Junior Warden, posting the regulations at the Festive Board facility, and modifying the Lodge Bylaws.

Does this method work?  It is a simplified form of Corrective Action/ Preventive Action Management Systems used in the workplace today.  It is suitable for use with Excel spreadsheets or email correspondence.  Those who may find it complex or overly-burdensome should compare the investment of time in this way to the ongoing stress and aggravation of repeating the same mistakes and frustrations event after event and year after year.

The long term benefit is that capturing and applying this insightful information will make it easier for people to lead and volunteer in the lodge.  By reducing the chances of failure or embarrassment, the hesitation and reluctance to lead and volunteer will be reduced, and participation will increase.  Having more people involved and contributing positively allows for the expansion of lodge scope and achievement, and lodges will be the engine that grows Freemasonry (like small businesses are the engine growing our market economy).  Creativity and innovation will replace stagnancy and decline, to the benefit of everyone served by our craft.