Dr. Corey D. Hawkins, Sr., 33° Sovereign Grand Commander
Managing Editor
Dr. L. Ken Collins, II, 33° Grand Secretary-General, H.E.
Editorial Board
Dr. Anthony T. Stafford, 33º Lt. Grand Commander
Alonzo Haynes, 33º Grand Chancellor
X. L. Butler, 33° Grand Minister of State
Staff Editor
Eric Konohia, 33°
Staff Writers
Dr. Marlon S. Honeywell, 33° Eric Konohia, 33°
Dr. P. Cardell Worlds, 33°
Layout Editor
Matthew Williams, 32°
Staff Photographer
Danny West, 33° Dir. Information Technology
33°
General Instructions
INSTRUCTIONS FOR AUTHORS
For consideration, manuscripts should be emailed to Illustrious L. Ken Collins, Secretary General, at the following address: secretarygeneral@uscsjpha.org. Additionally, the subject of the article must first be approved by the Secretary General before submission.
Cover Page Required
On the first page of the manuscript, add a separate cover page that includes each author’s name, Scottish Rite affiliations, and contact information. Include names and affiliations exactly as you want them to appear in the Bulletin. An example is included below:
Cover Page
Name, Degrees, Certifications, Fellowships
Illustrious Jason Alverez, 32°
Titles and Affiliations Minister of State Monticello Consistory #331 Monticello, Florida
Preferred Mailing Address 332 Main Street Monticello, FL 32344
Phone: 555-441-6932
Email address: jasonalverez@gmail.com
Reference Citations
Use the National Library of Medicine style consistently for all references: http://www.ncbi.nlm.nih.gov/books/ NBK7256/?amp=&depth=2. For example, journal references should include the month, day, and year of publication (e.g., 2012 Oct 5;7:397-407). Citations of book chapters should include the copyright date and page numbers (e.g., McGraw-Hill; c2017. P. 943-945).
Preparation Guidelines
1. Use Garamond or Times New Roman typeset.
2. Do not exceed 2000 words, unless authorized by the Secretary General.
3. Use a concise writing style and ensure that all sentences are necessary, significant, and have relevance.
4. Do not use special formatting when constructing the article.
5. Use a heading for each section of the article (e.g. Introduction, Background Information, Conclusion, etc.).
6. Include tables, figures, and lists to illustrate concepts more clearly. Make sure that all tables, figures, and illustrations are necessary and enhance understanding.
7. Number tables and figures in the order in which they are cited in the text.
8. When preparing a table, use the table feature in MS Word. Do not prepare a table by simply tabbing or spacing the columns.
References
1. Include literature citations that substantiate important concepts or statements.
2. Do not exceed 25 references without prior approval from the Secretary General. Take appropriate steps to mitigate use of redundant or unnecessary references.
PRESSING TOWARD THE MARK
IN THE SCOTTISH RITE
ILLUSTRIOUS DR. COREY D. HAWKINS, SR. SOVEREIGN GRAND COMMANDER
I would like to begin by thanking each of you for your support of the United Supreme Council (USC). Your consistent dedication is the driving force behind our success. Additionally, we would not be able to achieve such positive outcomes without your collective contributions. For this, I am truly honored to serve as the Sovereign Grand Commander of such a remarkable organization.
As we continue to press toward the mark in the Scottish Rite, I am pleased to share with you some recent milestones that occurred over the past months:
ETIQUETTE PART TWO WEBINAR
On June 8th, the United Supreme Council hosted a successful Sovereign Grand Commander’s webinar on “Etiquette-Part Two,” which was presented by Illustrious Lucious Turner. With over 300 attendees, this event was an incredible success, and Illustrious Turner delivered a masterful presentation that further enriched our understanding of the different types of etiquettes. His expertise in this arena is deeply appreciated.
144TH ANNUAL/48TH TRIENNIAL SESSION IN PHILADELPHIA
In May, our delegation attended the 144th Annual/48th Triennial Session of the United Supreme Council, Northern Jurisdiction, in Philadelphia. This event provided us with the opportunity to strengthen bonds with several jurisdictions, including the Northern Jurisdiction, Haiti, Brazil, the Southern Jurisdiction, and the Northern Masonic Jurisdiction. The fellowship was spectacular, and everyone truly enjoyed the events while in the City of Brotherly Love.
PRESIDENTIAL MEDAL OF EXCELLENCE
I was humbled to receive the Presidential Medal of Excellence during the 2025 Annual Session of the Conference of Grand Masters in Omaha, Nebraska. This award, presented by M.W. Eugene Anderson, Jr., Conference President, was a profound honor. I was happy to accept this award on behalf of the united membership of the Southern Jurisdiction.
WORLD CONFERENCE OF SUPREME COUNCILS
I am proud to announce that our jurisdiction was officially accepted on May 10, 2025, as a member of the World Conference of Supreme Councils. This step marks a pivotal moment in the global growth of Prince Hall Freemasonry’s footprint and further affirms that the Southern Jurisdiction is on the right track. We look forward to continued meetings and fellowship with the conference constituents.
TRIBUTE AT ARLINGTON NATIONAL CEMETERY
On April 25th, I had the distinct privilege, along with the three other legitimate Sovereign Grand Commanders, the Grand Masters from the District of Columbia and Maryland, and the President of the Conference of Grand Masters, of laying a wreath at the Tomb of the Unknown Soldier at Arlington National Cemetery. Coordinated by Deputy Eric Konohia and the Orient of the District of Columbia, this event served as a reminder of the duty we owe to those who sacrificed for our country.
COUNCIL OF DELIBERATION VISITS
Council of Deliberation sessions for the Orient of Tennessee, the Orient of Western Europe, and the Orient of the District of Columbia were also attended in April. I extend my heartfelt gratitude to Deputy Andrew Jackson, Deputy Eddie Harris, and Deputy Eric Konohia, respectively, and to their teams for organizing impactful meetings. These sessions reinforce our shared commitment to progress and unison within the Orients.
THE BULLETIN
This edition of The Bulletin is available via hardcopy and on our website. I strongly encourage all of you to take the time to read through the articles, which are filled with thought-provoking content. I want to thank the staff writers and authors for their continued commitment to researching topics and publishing manuscripts in our journal. As quoted by Nelson Mandela, “Education is the most powerful weapon which you can use to change the world.”
139TH ANNUAL SESSION IN MEMPHIS
I am excited about our 139th Annual Session, which is scheduled for October 10-14, 2025, in Memphis, Tennessee. I eagerly anticipate the opportunity to see everyone and to attend the scheduled events during session.
Once again, thank you for your loyal support and commitment. Your willingness to continue serving ensures that the future of the United Supreme Council is bright. Furthermore, it is my privilege to serve with you and to press toward the mark with God’s guidance.
Illustrious Dr. Corey D. Hawkins, Sr., 33° Sovereign Grand Commander
ENGAGING IN OUR CIVIC RESPONSIBILITY
By Illustrious Dr. L. Ken Collins, Grand Secretary General
“History, too, has a penchant for giving birth to itself over and over again, and those whom it appoints agents of change and progress do not always accept their destinies willingly.” 1
The Ancient and Accepted Scottish Rite builds upon the lessons and responsibilities of the Ancient Craft degrees. From the earliest stages of our Masonic journey, we are taught that we bear a duty to uplift humanity through our actions and deeds. As we are reminded, “These generous principles are to extend further; every human being has a claim upon your kind offices.”2 In rebuilding the Rite Stone by Stone, we cannot forget the hard work our stalwart leaders engaged in to make a substantial difference in our society.
REMEMBRANCE
Our rich history reminds us that PSGC Ill. Willard W. Allen, 33°, and PSGC Ill. Dr. John G. Lewis, 33°, donated thousands of dollars to support SGIG Thurgood Marshall in his landmark Supreme Court case, Brown v. Board of Education. These significant contributions secured our place in the civic outreach legacy of the National Association for the Advancement of Colored People.
REVITALIZATION
The United Supreme Council forged strategic partnerships with prominent organizations to advance initiatives that strengthen
our communities. Collaborations with entities such as the Congressional Black Caucus and U.S. Representatives SGIG James Clyburn (SC) and SGIG Al Green (TX) exemplify this effort. These alliances are laying a solid foundation to educate our members on the electoral process, legislative engagement, and the development of future elected leaders.
RECOMMITMENT
We have historically served as the “Hidden Hand” in advancing the uplift of our people. Today, we are working diligently to ensure our voice is present in shaping policies that affect our membership and the broader community. Additionally, we carry an obligation to honor the legacy of those whose sacrifices—many paid in blood and with their very lives—that paved the way. As such, the United Supreme Council remains steadfast in its commitment to expand upon that noble work.
Illustrious
Dr. L. Ken Collins, II, 33° Grand Secretary-General H.E.
2
IN THE MOUTH OF THE LION
NAVIGATING A WORLD TRANSFORMED BY GENERATIVE ARTIFICIAL INTELLIGENCE
By Illustrious Marlon S. Honeywell, Staff Writer
INTRODUCTION
“If one has his hand in the mouth of a lion, be careful how you move it.”1,2 My grandfather, Mr. Samuel “Chuddy” James, shared this adage on many occasions with my mother, Mrs. Catherine James-Honeywell. And she, in turn, shared the same with me as a young man. An image of Mr. Samuel James may be found in FIGURE 1
For years, I understood the quote to mean restraint in the face of danger. However, given time and experience, I’ve come to believe that it may also represent something much deeper: the intentional infusion of a blend of courage and determination. Correspondingly, this axiom reminds us that when faced with powerful and unpredictable forces, we must act with not only caution, but with strategy and conviction to emerge with the best possible outcome.
GENERATIVE ARTIFICIAL INTELLIGENCE
As we stand amid the 5th Industrial Revolution3, my grandfather’s maxim has never been more urgent. Generative Artificial Intelligence (gAI) is no longer an incipient trend. It has since
3 What is the Fifth Industrial Revolution. MuRata. https://article.murata.com/en-us/article/ what-is-the-fifth-industrial-revolution. Accessed January 5, 2025.
1 Adage by Mr. Samuel “Chuddy” James. Quoted to Mrs. Catherine James-Honeywell as a child. Circa 1953.
Adage by Mr. Samuel “Chuddy James. Quoted to Marlon S. Honeywell by Mrs. Catherine James-Honeywell. Circa 1982.
FIGURE 1: Image of Mr. Samuel “Chuddy” James. Courtesy of Mrs. Catherine James-Honeywell16
If one has his hand in the mouth of a lion, be careful how you move it.
Mr. Samuel “Chuddy” James
materialized into a profound ecosystem within our society—one which is rapidly changing how we live, work, learn, and connect. Conceptually, gAI is recognized as a machine-learning model constructed to create new data, rather than making a prediction on a specific data set.4 Further, gAI challenges our technical aptitude and ethical foundations, forcing us to confront questions of equity, accountability, evolution, and the very definition of what it means to be human in a world increasingly shaped by machines.
According to PwC, gAI will contribute $15.7 trillion to the global economy by 2030— more than the current combined output of China and India.5 What is more, nearly 90% of the world’s populace interacts with AI-driven platforms in areas ranging from healthcare and finance to education and employment.6 The scope is massive, but so is the responsibility. And, in this new era, the time to lead—ethically, inclusively, deliberately, and courageously—is now.
GAI IN HEALTHCARE: COMPASSION MEETS COMPUTATIONAL POWER
Few areas better illustrate the tension between innovation and responsibility than healthcare. As of late, gAI is being leveraged to diagnose disease, analyze medical images, streamline patient care, and predict epidemics. In fact, Google’s DeepMind Health and IBM Watson confirmed that gAI can detect diseases such as breast and skin cancer, diabetic retinopathy, and heart disease with diagnostic accuracy that matches or exceeds that of specialists. For example, a 2019 study confirmed that AI models can outperform radiologists in
breast cancer screening.7 One of the most comprehensive assessments of its kind, this model evaluated over 28,000 mammograms from the United Kingdom and more than 3,000 from the United States (U.S.). An image of gAI in healthcare may be seen in FIGURE 2
Market Value: Promise vs. Risks
The market value for gAI in healthcare is projected to grow to $187 billion by 2030, reflecting a 37% compound annual growth rate.8 According to a recent study, greater than 59% of U.S. healthcare organizations are partnering with a third-party vendor that uses gAI to develop customized solutions and 24% are building custom capabilities in-house.9 Nonetheless, while the promise is certainly undeniable, so are the risks. Algorithmic bias, unequal access to digital tools (e.g., computers, iPads, internet, etc.), and opaque decision-making processes threaten to exacerbate the very
FIGURE 3: Use of gAI in Education 18
4 Zewe A. Explained: Generative AI. MIT News. https://news.mit.edu/2023/explained-generative-ai-1109. Accessed January 15, 2025.
disparities gAI was meant to address. True progress in this sector will require more than mere computation. It necessitates the human resolve to refine polices and procedures, prioritize patient dignity over accelerated speed, and enhance accountability to every patient served.
GAI IN EDUCATION: EMPOWERING MINDS OR EXPANDING GAPS
Education, too, is experiencing an enormous paradigm shift. The employment of gAI is converting classrooms into dynamic learning environments. Adaptive platforms like Duolingo and Khan Academy offer personalized instruction that adjusts to student performance in real time. Additionally, in under-resourced schools, these tools exhibit remarkable potential. For instance, the 2020 McKinsey report on gAI in K–12 education provides compelling evidence of the revolutionary power of intelligent learning platforms in under-resourced settings.10 This study examined the implementation of gAI-powered adaptive learning programs across several public-school districts in the U.S. These programs were especially impactful in schools with limited teaching staff and large class sizes. Moreover, McKinsey reports that learners who were competent in gAI improved math proficiency by 20–25% over one academic year. An image of gAI in education may be seen in FIGURE 3
5 PwC Global Artificial Intelligence Study: Exploiting the AI Revolution. https://www.pwc.com/gx/en/issues/artificial-intelligence/publications/artificial-intelligence-study.html#:~:text=%2415.7%20 trillion%20game%20changer&text=AI%20could%20contribute%20up%20to,come%20from%20consumption%2Dside%20effects.. Accessed January 17, 2025.
6 Hassabis D. Google’s DeepMind. https://deepmind.google/about/ Accessed January 20, 2025.
7 McKinney S., Sieniek M., Godbole V., et al. International Evaluation of an AI System for Breast Cancer Screening. Nature. 2020. 577; 89-94
8 Precedence Research. Artificial Intelligence in Healthcare Market Size, Share and Trends 2025-2034. https://www.precedenceresearch.com/artificial-intelligence-in-healthcare-market. Accessed April 24, 2025.
9 Lamb J. Generative AI in healthcare: Adoption Trends and What’s Next. McKinsey and Company. https://www.mckinsey.com/industries/healthcare/our-insights/generative-ai-in-healthcare-adoption-trends-and-whats-next. Accessed January 28, 2025.
10 Bryant J., Heitz C., Sanghvi S., et al. How Artificial Intelligence Will Impact K-12 Teachers. 2020. https://www.mckinsey.com/industries/education/our-insights/how-artificial-intelligence-will-impact-k-12-teachers. Accessed February 2, 2025. 14 TMBULLETIN
FIGURE 2: gAI in Healthcare 17
Although gAI shows immense promise, digital access should not be confused with educational justice. Unbeknownst to many, millions of learners—particularly in rural and underserved communities—lack reliable internet or digital devices. Given this grave concern, such disparities must be confronted to ensure that gAI empowers every learner, not just the privileged few. To highlight the significance of this goal, a 2020 study found that 14-16 million K-12 students in the U.S. lacked reliable internet or an adequate computer for remote learning, with access gaps disproportionately affecting Blacks, Latinos, and those who reside in rural areas. Not only that, this report also warned that without improved access to internet and computers, affected students would experience substantial academic setbacks, significantly worsening existing gaps in knowledge, comprehension, and skills.11
GAI AND EMPLOYMENT: RETHINKING POSSIBILITIES
Nowhere is the disruptive power of gAI more consequential than in the global workforce. According to the World Economic Forum, gAI is expected to displace 85 million jobs by 2025, even as it generates 97 million new roles better aligned with the growing relationship between humans and machines.12 These advanced positions—such as gAI ethicists, data privacy officers, and digital transformation strategists—reflect a fundamental change in how value is created and sustained. In traditional labor markets, value was created primarily through human labor (e.g., manual skills, physical effort, and experience applied to tasks like manufacturing, teaching, or customer service). Sustaining that value meant keeping workers trained, efficient, and in sync with evolving industry needs. However, with the rise of gAI and
automation, value is currently generated through data, digital intelligence, and human-machine collaboration. The revised goal is to invent ground-breaking models that improve accuracy, speed, or profitability, rather than the production of a physical product. An image of gAI in the workforce may be found in FIGURE 4
In the U.S. alone, nearly one-third of current work activities could be automated by 2030.13 Routine functions in industries like customer service, logistics, and finance are already being reshaped. Chatbots manage up to 90% of basic customer interactions, and gAI tools are progressively responsible for hiring decisions, inventory systems, and market analysis. Nevertheless, the burden of disruption in the workforce is not shared equally. Research from the Brookings Institution shows that Black and Latino workers are 20–30% more likely to be employed in jobs at considerable risk of automation.14
FIGURE 4: gAI in the Workforce 19
Additionally, without intentional intervention, gAI threatens to widen existing social and economic disparities between Blacks, Latinos, and other ethnicities.
In this ever-changing workforce, the challenge before us is to rethink possibilities and to lead with purpose. Business executives, educators, and policymakers must act with bold vision to ensure that the future of work is methodical and unbiased. This means investing in lifelong learning, reimagining internship and credentialing systems, and building deliberate bridges for those most at risk of being left behind. The question is not whether change will come—it already has. The real test is whether we will choose to meet it with the foresight to shape a future that works for all.
CONCLUSION
My grandfather’s profound words offer more than caution—they offer a blueprint for this new span of time. Acknowledging the fierce urgency of now15, hesitation is not an option. We must be tactical and move our hand in the lion’s mouth with courage, conviction, and clarity. This implicitly means equipping impacted persons with additional critical thinking skills, ethical grounding, and continuous training to thrive alongside analytical machines.
In my opinion, the future of the workforce should be defined by those who lead with prudence, who place humanity at the heart of innovation, and who act decisively to make opportunity a shared reality. To thrive, we must boldly act with both hands to shape a future that is embracing and prosperous for the broader society. Although particularly challenging, it is achievable if we unite in pursuit of this crucial endeavor.
And for that discerning perspective, I am grateful to my grandfather and mother—whose collective sagacity continues to shape how I see the world and choose to lead in it! Parents often wonder whether their children are truly listening—we are. With time, their words echo louder, their lessons gain weight, and their wisdom becomes a compass as we attempt to navigate a dynamic and unforgiving world. As adults, we simply hope that our parents are proud of the people we have become, and the paths taken—for your insights are a major component of our successes; and we take your instructions with us wherever we go! Lest we forget…
14 Muro M., Maxim R., and Whiton J. Automation and Artificial Intelligence: How machines are affecting people and places. Brookings. 2019. https://www.brookings.edu/articles/automation-and-artificial-intelligence-how-machines-affect-people-and-places/. Accessed February 20, 2025.
15 King, Jr. M. Quote on the Fierce Urgency of Now. Good Reads. https://www.goodreads.com/ quotes/100469-we-are-now-faced-with-the-fact-that-tomorrow-is. Accessed March 1, 2025.
16 Image of Mr. Samuel “Chuddy” James. Courtesy of Mrs. Catherine James-Honeywell. Circa 1962.
17 Prati R. A comprehensive Guide to Generative AI in Healthcare. Intuz. 2024. https://www.intuz. com/generative-ai-in-healthcare-guide. Accessed March 1, 2025.
18 Panwar S. Exploring Generative AI in Education with Innovative Applications and Transformative Potential in Classroom Settings. CUQ-Ulster University. https://cuq-ulster.edu.qa/post/exploring-generative-ai-in-education-withinnovative-applications-and-transformative/. Accessed March 14, 2025.
19 De Simoni F. The Age of AI Re-Skilling: Empowering the Workforce for the Digital Future. Linked-In. https://www.linkedin.com/pulse/age-ai-re-skilling-empowering-workforce-digital-future-de-simoni-gr8rf. Accessed May 17, 2025.
Evolution of Generative AI: https://www.atliq.ai/beginners-guide-to-generative-ai/
FROM RITUAL TO REFLECTION
A CHARGE TO THE APEX SCHOLARS
By Illustrious Marlon S. Honeywell, Dean of the APEX Experience
The Lodge of Perfection offers instruction in discipline, duty, and the importance of leadership. Designed for continuous reflection, these degrees challenge us to consistently think, question, and contemplate. To bring these teachings to life, the inaugural cohort engaged in a collaborative writing exercise designed to connect ritual with relevance.
For this exercise, each APEX participant was assigned to a group based on their Clifton Strengths results. The task was to interpret and apply the lessons of their assigned degree—Secret Master, Confidential Secretary, Provost and Judge, Intendent of the Building, and Grand Master Architect—through research, deliberation, and documentation. Each group was requested to move beyond the ritual and to consider the esoteric meaning. What follows is the collective work of APEX scholars who took that challenge seriously. Each paper invites the reader into a space of serious thought and intellectual dialogue.
We hope you enjoy these introspective and provocative manuscripts. We certainly did!
SECRET MASTER
SUSTAINING TRADITION THROUGH SILENCE, SECRECY, AND FIDELITY
Ronald Cherry (AR), Kevon Chesson (AL), Aubrey Farrar (DC), Jason Howlett (VA), Jason Joseph (CA), Jeffry Lyons (MS), Metheus M. Miller, Sr. (WE), Brian Smith (AL), Nathaniel Watson (MS), Houston Williams, III (AL)
INTRODUCTION
Many companies, in a rush to stay visible and relevant, lose sight of foundational values that once defined lasting success. However, the pillars of secrecy, silence, and fidelity continue to be essential ideals, especially among age-old organizations. For organizations like the Scottish Rite, these values are still quite important. This is especially evident in the Fourth or Secret Master degree, which encourages members to apply these principles to the ethical challenges of the present day. Although modern culture glorifies transparency and speed, institutions that value secrecy and loyalty endure. Institutions like Apple, the military, and even the Vatican understand that protecting internal integrity is essential to maintaining public trust and longevity.1
Compelling programs like the APEX (Academy for Progressive Education and Examination of Scottish Rite Masons) teach participants how these ancient tenets are a formula for organizational sustainability. In fact, a few studies and several anecdotal experiences show that practicing these core values ensures that establishments remain strong and vibrant in an era ruled, in some cases, by litigation and betrayal.
SECRECY AS A STRATEGIC SHIELD
The modern business relies on secrecy for long-term success and operational effectiveness. It protects intellectual property, sensitive data, and internal plans. Companies that manage confidentiality well often lead their industries in innovation and trust.2 Consider Coca-Cola, which safeguarded its formula for over 130 years, or
Apple, which keeps product development details under lock and key until launch—both definitive examples of how secrecy supports competitive advantage. As Wilson notes, confidentiality isn’t about concealment for its own sake, it’s about safeguarding what matters in a way that builds trust, stability, and advantage.3
We must keep in mind that secrecy is not analogous to dishonesty. In fact, secrecy preserves the integrity of individuals from harm by maintaining confidentiality. In fraternal organizations, secrecy is key to sharing esoteric knowledge. And those who learn it should do so wisely by reading and studying consistently, asking strategic questions, and contemplating various perspectives with an open mind. To illustrate, Dr. Marlon S. Honeywell, Dean of the APEX Experience once said, “In the teacher/student relationship, it is the teacher who inspires the student. However, when the two are in sync along the same plane, it is difficult to discern who is the teacher and who is the student.”4 From this quote, members of the inaugural APEX cohort are reminded that sacred knowledge requires intentional stewardship—balancing the humility of a student with the responsibility of a teacher.
THE DISCIPLE OF SILENCE
Besides secrecy, silence also has considerable implications within organizations. Silence, when used with purpose, becomes a tool of leadership, allowing space for reflection and restraint. When Satya Nadella took over as CEO of Microsoft, he made listening (silence) his first act of leadership. This approach helped him repair strained relationships and usher in a new company philosophy.5
Wisdom dictates that silence should be used with discretion. Strategic silence can guide others to reflect, speak thoughtfully, or simply allow tension to deescalate without force. However, when silence shifts to an imposed condition, it restricts open expression, stifles innovation, and breeds resentment. Martinez and Chen caution that stifling honest dialogue—even with good intentions—can erode morale and mitigate innovation, especially in high-functioning teams.6
FIDELITY: AN ESSENTIAL INGREDIENT
Over the years, fidelity morphed into a polite term used to avoid acknowledging an uncomfortable truth: Obligations taken at the
3 Wilson R. Information Governance in the Digital Age. 2021
4 Worlds P, A Training Program for the Sublime Prince of the Royal Secret. USC, Southern Jurisdiction, Prince Hall Affiliation. 2017.
5 McGregor, J. How Satya Nadella is Making Microsoft Cool Again. The Washington Post. 2017 Information Governance in the Digital Age. 2021
6 Martinez A, Chen S. Employee Voice and Organizational Innovation. MIT Sloan Management Review. 2021.
7 Harvard Business Review. How Patagonia Balances Purpose and Profit. 2020.
Zeal without knowledge is fire without light.
Thomas
Fuller altar are rarely honored. In established fraternal traditions like the Prince Hall Scottish Rite, fidelity is an expectation; it is not optional To this end, members should remain loyal to the organization and one another. And when practiced consistently, this shared sense of belonging cultivates a brand that often transcends time and individual interests.
Businesses that consistently promote loyalty provide team members with a sense of comforting security in uncertain times. Further, when leadership genuinely cares about the wellbeing of employees and their families, such actions boost morale and elevate productivity. Patagonia, for example, earned fierce employee loyalty by supporting work-life balance, environmental control, and family leave—turning its values into action.7 Their approach proves that when tenets are lived, not just outlined in a mission statement, a culture is created where people are proud to belong.
CONCLUSION
In conclusion, silence, secrecy, and fidelity are essential, time-tested traditions that promote an ethical culture, trust, and mental wellbeing. When integrated with modern values like transparency and innovation, they offer a balanced path forward in trying times. Moreover, these principles help build enduring organizations (e.g., The United Supreme Council, SJ, PHA, USA), cultivate loyalty, and provide steady guidance. Furthermore, enacting these three values in tandem form an architectural plan for stability and anchor professional and fraternal organizations in a world that is anything but predictable.
CONFIDENTIAL SECRETARY
FUEL
OR
FIRE: ZEAL’S
ROLE IN LONG-TERM SUCCESS
Mario Gethers (SC), Larry Glenn, Sr. (SC), Edward Mack (TN), Laval Malachi (TN), Richard M. McNeal, Sr. (CA), Justin Owens (GA), Charles E. Pickett (TN), Henry A. Williams (GA)
INTRODUCTION
Zeal, often synonymous with passion, has long been recognized as a powerful driver in human behavior. The emotional engine behind progress, zeal motivates individuals and teams to pursue ambitious goals with determination. However, while zeal may encourage innovation, loyalty, and collective effort, when misdirected, it can undermine sustainability, inclusivity, and balanced growth. This manuscript will discuss the role of zeal in influencing an organization’s trajectory and evaluate its positive and negative contributions.
BACKGROUND
A 2022 study by Baroudi, Tamin, and Hejeij emphasized that job satisfaction remains a key factor in sustaining employee performance and long-term organizational success.1 While the study focused on educators, its findings on motivation, commitment, and burnout are broadly applicable. The outcomes of this research also highlight how zeal can drive individuals to persist even in high-pressure environments.
POSITIVE IMPACTS OF ZEAL ON ORGANIZATIONS2
When purpose-driven, zeal can elevate performance, spark innovation, and build strong teams that exceed expectations. Below are some of the powerful ways that zeal can positively impact an organization.
A. Mission Alignment and Cohesion: Zealous leaders and members often lead to strong alignment with an organization’s purpose. This shared sense of mission encourages collective identity.3 Additionally, studies in nonprofit and fraternal organizations reveal that shared enthusiasm also enhances member retention and volunteerism.4
B. Recruitment and External Perception: Fervor is attractive. Institutions with visibly passionate members tend to have a stronger public image and greater recruitment success, especially among younger demographics.5 TOMS Shoes, for example, built a brand around social zeal: Its’ “One on One” campaign resonated with Millennials and Gen Z. This campaign enhanced the company’s reputation and recruitment efforts.6
C. Innovation & Growth: Passionate em-
ployees and leaders are more likely to take risks, embrace creativity, and drive innovation, helping the organization stay competitive.
D. Increased Productivity: Ardent teams tend to work harder and more efficiently, leading to higher output and improved performance.
E. Stronger Company Culture: Commitment promotes shared purpose, which improves morale, collaboration, and employee retention.
F. Customer Engagement & Loyalty: Organizations that exude passion often connect better with customers, leading to brand loyalty and positive public perception.
G. Pliability in Adversity: A committed workforce is more likely to persevere through challenges by maintaining momentum even in difficult times. During the COVID-19 pandemic, frontline hospital staff, driven by purpose and zeal, demonstrated extraordinary efforts under pressure.7 We commend those who courageously risked their lives in service to the greater good of society.
1 Baroudi S, Tamim R, Hojeij Z. A Quantitative Investigation of Intrinsic and Extrinsic Factors Influencing Teachers’ Job Satisfaction IN Lebanon. Leadership and Policy in Schools. 2022;21(2):127-146. doi:10.1080/15700763.2020.1734210.
2 Motamedi K., Zeal and Z-Factor: Will, Adaptability and Copability in Dynamic Complex Environments. 2021. Int Journ of Bus and Manage; www.researchgate.net. Accessed May 20, 2025.
4 Hustinx L, Handy F, Cnaan RA. Toward a typology of volunteer behaviors: Evidence from a 10-country survey. Nonprofit Volunt Sect Q. 2010;39(3):485–505.
5 Dolan SL, Garcia S, Auerbach A. Understanding and managing the generational divide in workplaces. Int J Hum Resour Dev Manage. 2008;8(1-2):143–157.
6 Kotler, P, and Sarkar C. Brand Activism: From Purpose to Action. Wiley. 2018.
7 Shanafelt T., Ripp, J., and Trockel M. Understanding and Addressing Sources of Anxiety Among Health Care Professionals During the COVID-19 Pandemic. Journal of the American Medical Association. 2020.
When passion overtakes prudence, it can result in burnout, tunnel vision, and strained relationships within an organization. Without balance, it’s important to recognize that the same fervor which inspires may also disrupt. The following points highlight some of the potential negative impacts of zeal when it becomes excessive.
A. Burnout and Overextension: While zeal may drive productivity, excessive commitment without balance leads to burnout, especially among volunteer or mission-driven personnel.8 Sustained overcommitment can diminish performance and morale.
B. Groupthink and Resistance to Dissent: Passion can cloud judgment. Overzealous environments may suppress critical thinking, discourage dissent, and breed conformity, all of which impair decision-making and adaptability.9 This was evident in the 1986 Challenger disaster, where engineers’ concerns were overruled by groupthink and the pressure to meet launch deadlines.10
C. Tunnel Vision: Passion can sometimes result in ignoring critical feedback, resisting necessary change, or doubling down on ineffective strategies.
D. Toxic Positivity: Excessive focus on enthusiasm may discourage employees from voicing concerns, which creates a culture where issues are ignored.
E. Unrealistic Expectations: A highly devoted workforce may set goals that are too ambitious, leading to disappointment or loss of motivation when they are not met.
STRATEGIES FOR BALANCING ZEAL IN THE CONSISTORY
The key is to guide zeal in the right direction, with leaders acting as moderators
Experience shows that success is due less to ability than to zeal.
Charles Buxton
who ground passion in purpose.11 To this end, in the context of a consistory, zeal plays a pivotal role in maintaining influence, growth, and long-term sustainability. Since Freemasonry is rooted in tradition, brotherhood, and service, the passion of the institution can drive meaningful engagement, champion community, and keep the consistory vibrant and relevant. Fraternal organizations like the United Supreme Council thrive when zeal is employed to support a brand that is culturally relevant. However, unchecked zeal can create significant challenges. It may result in impulsive decision-making, alienation of more reserved members, or a departure from core Masonic values in favor of rapid change. To preserve unity, leaders must align passion with patience in an effort to guide enthusiasm using values and longterm vision.
CONCLUSION
Zeal is a vital force in all organizations, particularly in value-driven communities like the Scottish Rite. Its ability to inspire, unify, and drive meaningful action is undeniable. Zeal, when left unchecked, can burn hot and fast. However, when channeled with care, it become a warm flame that can illuminate the future of the organization. Moreover, institutions that nurture enthusiasm, while grounding it in purpose, are best positioned to grow, adapt, and thrive over time.
8 Maslach C, Leiter MP. Early predictors of job burnout and engagement. J Appl Psychol. 2008;93(3):498–512.
9 Janis IL. Victims of Groupthink. Boston: Houghton Mifflin; 1972.
10 Vaughan D. The Challenger Launch Decision: Risky Technology, Culture, and Deviance at NASA, University of Chicago Press. 1996.
11 Collins JC. Good to Great: Why Some Companies Make the Leap... and Others Don’t. New York: HarperBusiness; 2001.
PROVOST AND JUDGE
Justice is not to be taken by storm. She is to be wooed by slow advances.
Benjamin N. Cardozo
THE IMPACT OF IMPARTIALITY ON ORGANIZATIONAL CULTURE AND OPERATIONS
INTRODUCTION
Studying the lessons from the Provost and Judge degree is essential for understanding the profound impact of impartiality on organizational culture and success. Impartiality, characterized by fairness, neutrality, and objectivity, encourages an environment in which all employees feel valued and respected. Organizations that embrace impartiality can cultivate a reputation of integrity, which may attract top talent and improve overall performance. This narrative explores how impartiality shapes organizational culture and success by drawing conclusions from diverse insights.
THE ROLE OF IMPARTIALITY IN ORGANIZATIONAL CULTURE
A culture of impartiality promotes psychological safety, where employees feel secure in expressing ideas without fear of bias or favoritism. Amy C. Edmondson, in The Fearless Organization,
emphasizes that fairness in leadership encourages open dialogue, which leads to better problem-solving and innovation.1 Trusting that decisions are made objectively inspires employees to contribute ideas, take calculated risks, and engage in cooperative efforts.
A fair and objective workplace is associated with higher employee engagement and retention. In The Making of a Manager, Julie Zhuo explains that employees are more motivated when fairness is a primary factor in decisions.2 A Gallup study also supports this notion, showing that organizations with high fairness perceptions experience 27% lower turnover rates. However, the pursuit of impartiality is not without its challenges. If not carefully managed, attempts to maintain neutrality can lead to unintended consequences, such as a lack of decisiveness or the potential for conflict when differing opinions arise. Additionally, if personnel perceive an organization’s impartial efforts as inconsistent, such actions may come under scrutiny. Therefore, it is crucial for leaders to
Paul Basnight (ME), Dave A. Collins Jr. (AR), Berley C. Fields, Jr. (CA), Marcus Harries (TX), Jacob Jessie (FL), Mark A. McGraw (AR), Raul Randle (CA), Michael Tunstall (SC), Tommy L. VanBuren, Jr. (AR), Elvis Williams (TX)
balance impartiality with effective decision-making to promote productivity and well-being.3 What is more, understanding these dynamics can help organizations navigate the complexities of maintaining operations in a manner that supports their mission and values.
HOW IMPARTIALITY DRIVES ORGANIZATIONAL SUCCESS
The Book of Proverbs teaches that “righteous lips are the delight of kings” (Proverbs 16:13) and warns against “showing partiality in judgment” (Proverbs 24:23). These ancient principles remain remarkably relevant today. In modern organizations, especially those striving for diversity and inclusion, impartiality is more than a moral virtue, it is a strategic imperative.
When leaders make decisions based on merit rather than favoritism, they inherently establish a culture of integrity. For instance, research shows that inclusive and fair environments significantly improve team performance.4 Employees are much more likely to contribute novel ideas when they feel their input will be judged equitably.
Conversely, perceived partiality—whether real or symbolic—can erode morale. In today’s hyper-connected world, where decisions are publicly dissected on social media in real time, the appearance of fairness can be as crucial. As such, leaders face the dual challenge of acting impartially and being perceived to do the same. For example, the 2020 controversy surrounding workplace equity policies at major tech firms like Google illustrates how public opinion can swiftly shift organizational narratives, even when decisions were made internally with good intentions.5
Judicial systems are not exempt. Even in courtrooms, judges are not entirely immune to public sentiment. Legal scholar Jeffrey Rosen notes that public opinion can sometimes influence constitutional interpretation6, which complicates the pursuit of objective legal judgment. This mirrors challenges in organizational governance, where leaders must guard against letting popular trends override principled decision-making.
To maintain integrity, leaders should allow open dialogue, welcome diverse perspectives, and root decisions in transparent, values-driven processes. These practices shield organizations from the pitfalls of bias and afford the kind of credibility that sustains long-term success.
IMPLEMENTING IMPARTIALITY: A FRAMEWORK FOR SUSTAINABLE ORGANIZATIONAL CULTURE
To cultivate a sustainable culture, organizations must adopt specific, actionable measures that go beyond rhetoric and embed fairness into daily practice. Such measures include:
1. Establish Impartial Decision-Making Protocols
Leaders must prioritize neutrality in policy and personnel decisions, ensuring outcomes are based on merit and data, not personal preferences. For instance, structured interview scoring systems
help reduce bias in hiring by standardizing evaluation criteria.7
2. Adopt Fair Policies
Rigid adherence to rules can hinder responsiveness. As Daniel Coyle notes in The Culture Code8, the most cohesive teams establish clear standards and allow room for situational judgment. Flexibility grounded in fairness creates an adaptive environment.
3. Bias Awareness and Mitigation Training
Regular workshops for staff and leadership can raise awareness of implicit bias and teach practical strategies to counteract it. Companies like Google and Accenture implemented such training to improve inclusivity and decision equity.9
4. Promote Transparent Communication
Openly explaining how decisions are made prevents misunderstandings and builds trust. In Radical Candor10, Kim Scott emphasizes the value of clear, honest communication in maintaining alignment and accountability, especially during complex organizational changes.
5. Evaluate Fairness Continuously
Fairness should not be assumed—it must be measured. Organizations can conduct climate surveys and anonymous feedback loops to gauge how fair their processes feel to employees. Data from these evaluations can guide necessary policy adjustments.
THE ETHICAL TENSION: IMPARTIALITY VS. COMPASSION
While impartiality may improve trust, it must be tempered with compassion. Absolute neutrality, especially in urgent or emotionally charged situations, may appear detached or unjust. This is where moral discernment matters. The book of Proverbs reminds us that “Mercy and truth preserve the king” (Proverbs 20:28). Wise leadership balances justice with empathy, understanding that equity sometimes requires nuance, not strict uniformity.
THE MASONIC LESSON: A CALL TO DAILY PRACTICE
The degree of Provost and Judge teaches the importance of justice, mercy, and fairness. Although we judge daily—people, situations, intentions—our humanity makes us prone to bias. To this end, scripture reminds us, “Judge not, that you be not judged” (Matthew 7:1), to cultivate humility and restraint. Thus, implementing impartiality is not a one-time policy—it is a lifelong discipline. And we must consciously implement this core value daily to construct environments where rights are respected, and unity preserved.
CONCLUSION
Justice and impartiality are practical tools that preserve harmony and elevate collective well-being. When embedded in everyday decisions, be they organizational or personal, these principles become the cornerstones of trust and inclusion. For the Scottish Rite Mason, this degree serves as a solemn reminder to judge with fairness and to temper justice with mercy—the very mercy we seek daily from the Grand Architect of the Universe.
1 Edmondson, A. C., The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Wiley. 2019.
2 Zhuo, J. The Making of a Manager: What to Do When Everyone Looks to You. Portfolio; 2019.
3 Coyle, D. The Culture Code: The Secrets of Highly Successful Groups. Bantam; 2019.
4 Hustinx L, Handy F, Cnaan RA. Toward a typology of volunteer behaviors: Evidence from a 10-country survey. Nonprofit Volunt Sect Q. 2010;39(3):485–505.
5 Swoskin E. Google’s handling of employee activism stokes tension. The Washinton Post. 2020.
6 Rosen J. The Most Democratic Branch: How the Courts Serve America. Oxford University. 2006.
7 Bohnetm I. What Works: Gender Equality by Design. Harvard University Press. 2016.
8 Coyle, D. The Culture Code: The Secrets of Highly Successful Groups. Bantam Books. 2018.
10 Scott, K. Radical Candor: Be a Kick-Ass Boss Without Losing Your Humainty. St. Martin’s Press. 2019.
INTENDANT OF THE BUILDING
THE SACRED BLUEPRINT FOR SUCCESSION PLANNING
Kevin Claiborne (MD), Cleveland Dingle (SC), James Gillard (FL), Darryl Green (DC), Maurice Holland (VA), Johnathan McLeod (MS), John Paxton (TN), Herschel Richardson (AR), Josiah J. Sampson, III (MS), Antoine B. Wilson (MD)
INTRODUCTION
In the 8th Degree of Scottish Rite Masonry—Intendant of the Building—members are taught that responsibility, wisdom, and vision are foundational to enduring leadership. This degree accentuates that no great undertaking can stand without deliberate planning, especially for those who will carry it forward. In the corporate world, particularly in sectors like biomedical research and healthcare, where decisions bear longterm societal consequences, these Masonic principles are critical.
One of the clearest ways organizations enact these ideals is through succession planning. When executed effectively, succession planning ensures continuity, retains talent, preserves institutional knowledge, and strengthens ethical integrity. But like any system tied to leadership and influence, its success depends on methodical implementation and organizational acceptance.
BUILDING FOR THE FUTURE
The 8th Degree reminds us that the architect’s true responsibility is to train others to advance the work. This mirrors the biblical account of Moses preparing Joshua to lead
1 The Holy Bible. King James Version. Deuteronomy 31:7-8.
the Israelites into the Promised Land1, an early example of intentional succession. Similarly, President George Washington’s voluntary transfer of power to John Adams set a democratic precedent that helped stabilize the young republic.2 In both cases, leadership was viewed as a duty to prepare successors rather than a right to cling to authority.
The Masonic tradition carries this principle further. Leadership must be transferred with care, intention, and a clear vision for the future. Likewise, in high-stakes industries such as biomedical research or pharmaceutical manufacturing, this is definitely important. Scientific advancement often moves faster than regulation or public understanding, and leaders must carry the ethical responsibility to balance innovation with integrity.3
LEADERSHIP CONTINUITY AND ETHICAL RESPONSIBILITY
One of the most evident benefits of succession planning is leadership continuity. Organizations that operate in ethically sensitive domains—such as clinical trials, genetic engineering, or patient safety— require stable leadership to uphold long-
2 Washington G. Farewell Address. US National Archives. https://founders.archives.gov/. Accessed May 13, 2025.
3 Waters JA. Organizational Culture and Ethical Decision Making. Journal of Business Ethics. 2004.
term commitments and navigate complex compliance landscapes.4
The CDC’s early struggle in addressing the HIV/AIDS epidemic in the 1980s provides instruction for leaders of organizations. In this example, leadership inconsistency, combined with shifting public narratives, delayed meaningful intervention and eroded public trust.5 In contrast, administrations that embed succession planning into their culture—like the Mayo Clinic—demonstrate stronger ethical consistency and strength during transitions.6
In a Masonic context, this parallels the idea that builders must pass on their tools, knowledge, and understanding of sacred geometry to be certain that the next leader is ready and the spirit of excellence is preserved.
SUCCESSION PLANNING AS A RETENTION STRATEGY
Another critical benefit of succession planning is talent retention. Employees, especially high-skilled professionals, are more likely to remain engaged when they see a clear path forward. In fact, a Gallup workplace study showed that organizations with
4 Deloitte. Global Human Capital Trends: The Social Enterprise at Work. 2020. https://www.deloitte.com/us/en.html. Accessed May 19, 2025.
5 Fee, E., Parry M. Johnathan Mann, HIV/AIDS, and Human Rights: A Tribute. Journal of Public Health Policy, 29(1): 103.
6 Mayo Clinic. Leadership Development and Succession Planning. 2018. chrome-extension://efaidnbmnnnibpcajpcglclefindmkaj/https://newsnetwork.mayoclinic.org/n7-mcnn/7bcc9724adf7b803/ uploads/2018/02/Mayo-Clinic-Succession-Fact-Sheet-final.pdf. Accessed June 1, 2025.
visible leadership pipelines have significantly higher employee engagement and lower turnover rates.7 Similarly, the Masonic value of progression by merit reflects the importance of developing leadership from within—where trailblazers rise through demonstrated skill and character. For instance, medieval stonemason guilds trained apprentices over decades, preparing them to eventually take on Master roles. These guilds were as much moral communities as they were technical schools.8 Likewise, today’s professional and fraternal organizations benefit from mentoring leaders in several aspects, including operations, values, strategic planning, and budgeting.
INTERNAL LEADERSHIP DEVELOPMENT
Succession planning allows organizations to internally mold leaders over time before they inherit authority. This is critical because ethical decision-making is not something learned overnight. It requires modeling, mentorship, and reinforcement. Research published in The Leadership Quarterly confirms that ethical erosion is most common during leadership transitions—mainly when values and expectations are not clearly communicated. Just as Masons are taught to guard the secrets of the craft and uphold its values, so too must organizations strategically pass on a moral framework, not just a leadership title.
CHALLENGES IN IMPLEMENTING SUCCESSION PLANNING
Despite the proven benefits, succession planning is often poorly executed. One common challenge is organizational resistance, especially in hierarchical environments where current leaders may view potential successors as competition. To overcome this, organizations must adopt a mindset that treats leadership development as a requisite responsibility, not an optional gesture.10
Another challenge is implicit bias in the selection of successors. Without clear criteria and oversight, organizations may inadvertently perpetuate existing inequalities and select leaders who mirror the current leadership rather than those who bring new perspectives.11 Reinforcing this idea, a 2021 McKinsey report found that leadership teams with higher diversity outperformed less diverse teams by up to 36%.12
Even when a successor is chosen, character and integrity are not
guaranteed. New leaders may face different pressures—financial, political, or cultural—that test their principles. Succession planning, therefore, must go beyond technical training. It should include mentorship, accountability structures, and guidance from seasoned advisors.
CONCLUSION
Succession planning, when guided by the esoteric wisdom of the 8th Degree, reminds us of the importance of training, patience, responsibility, and vision. Whether in laboratories, hospitals, or consistories, organizations that plan for the future guarantee that the work continues. Furthermore, as in the building of Solomon’s Temple, the wisdom of the Master Builder (Ancient Craft Masonry) and the Intendant of the Building (Scottish Rite Masonry) lies not only in what he constructs—but in how he prepares the next leader to carry it forward.
A society grows great when old men plant trees whose shade they know they shall never sit in.
Benjamin N. Cardozo
GRAND MASTER ARCHITECT
ARCHITECT VS. LABORER: MINDSETS THAT SHAPE ORGANIZATIONAL SUCCESS
Give me six hours to chop down a tree and I will spend the first four sharpening the axe.
Abraham Lincoln
Kenneth Joy (MO), Brian O. Richardson (FL), Corey Jones (AL), Patrick L. Lewis, Jr. (TN), Carlton L. Jones (AL), James H. Gray, Jr. (AL), Howard Anderson (TX), Ferry Nye, Jr. (AL), Christopher Woodley (GA), Darnel H. Howard (GA)
INTRODUCTION
The 12th Degree of the Scottish Rite, Grand Master Architect, marks a pivotal ascent in Masonic education, transitioning the candidate from the moral emphasis of earlier degrees into the higher reaches of philosophy.1 This degree is established as a school of instruction for the more advanced workmen of the Temple, employing instruments of calculation and creation to reveal speculative truths to ensure uniformity in work.2 Within this philosophical context, a crucial dichotomy emerges for organizational analysis: the “architect” versus the “laborer” mindset. An architect’s mindset is characterized by strategic thinking, systems design, and long-term vision, whereas a laborer’s mindset is focused on the proficient execution of specific tasks. While it is tempting to elevate one over the other, a deeper analysis reveals that true organizational success depends on their symbiotic integration. An organization with only architects risks a surplus of inert ideas, while one with only laborers may suffer from aimless, inefficient activity.
THE ARCHITECT MINDSET: SPECULATIVE DESIGN AND STRATEGIC VISION
The architect is formally defined as a “master builder…whose business it is to prepare the plans of edifices and exercise a general supervision.”3 In an organizational context, this translates to the ability to see the bigger picture, anticipate change, and design flexible, robust systems that align with overarching goals. This mindset is the visionary engine of an organization, asking not just “how” a task is done, but “why” it is done and how it contributes to the future.
The 12th Degree furnishes the architect with a set of symbolic tools that serve as intellectual and moral guides for this strategic work. The compasses teach that life and time are but a point in the center of eternity, compelling the architect to adopt a longterm perspective that transcends immediate constraints.4,5 The protractor symbolizes wisdom and the scale represents justice, instructing that strategic plans must be equitable and sound. This speculative work finds its highest expression in the Masonic goal of building the inner temple or the spiritual self, in alignment with the Grand Architect of the Universe.6 However, the architect’s vision, no matter how grand, remains a theoretical construct without the means of execution. A purely architect-driven organization risks becoming top-heavy, with grand blueprints that never achieve tangible form.
THE LABORER MINDSET: OPERATIVE PROFICIENCY AND TACTICAL EXECUTION
In contrast to the architect stands the laborer, whose mindset is focused on operative proficiency. It is a profound mistake to equate this role with the historical definition of an unskilled worker.3 In any modern, effective organization, the laborer must be qualified, competent, and intellectually proficient in his skills. Many trades
require extensive apprenticeships and a high level of technical mastery to transform raw materials into functional components, thereby bringing the architect’s vision to life.
The laborer’s focus is tactical: Working effectively and efficiently to complete assigned tasks and continuously honing the skills necessary for quality production. This mindset provides the essential component of practical application; it is the bridge between idea and reality. An organization dominated by a laborer mindset, however, may suffer from a lack of strategic direction. A myopic focus on immediate tasks can lead to missed opportunities, a resistance to change, and an inability to adapt to evolving environments.
THE SYMBIOTIC FRAMEWORK: INTEGRATING VISION AND EXECUTION
Lasting success requires a balance where the architect and laborer mindsets work in a synergistic relationship. The architect needs the laborer to realize the vision, while the laborer needs the architect to provide direction and purpose. This interdependence is the heart of organizational effectiveness—a principle reflected in both modern management theory and Masonic tradition.
Business frameworks such as the Architect-Translator-Doer (ATD) model and the McKinsey 7-S Model implicitly recognize this need for integration. The ATD model emphasizes clear communication channels to ensure that high-level strategy (architect) is effectively translated into actionable tasks (laborer).7 Similarly, the McKinsey model’s call for alignment among strategy, structure and systems, whereby staff can only be achieved through the combined, coordinated efforts of visionary planners and proficient implementers.8
Within Prince Hall Masonry, this interdependence is powerfully illustrated. The 12th Degree reflects the historical struggle and spirit of its members, emphasizing the need to be master builders of self, community, and society.9,10 The visionary architects of the tradition designed frameworks for justice and progress, while the dedicated laborers built and sustained the lodges and community institutions that made that vision a reality. This demonstrates that the integration of architect and laborer is a business strategy and a potent framework for social and cultural advancement.
CONCLUSION: CULTIVATING THE INTEGRATED MINDSET
The ultimate lesson of the Grand Master Architect is to pursue a calculated approach that integrates both mindsets. A truly successful organization encourages its members to think like architects, understanding the broader vision and their role within it, while empowering them to act as laborers who execute duties with precision and skill. This balanced approach is the pathway to personal growth and the pursuit of intellectual excellence. Just as the 12th Degree instructs the Mason to build with character and virtue, the application of its lessons enables the construction of successful organizations capable of leaving a lasting legacy for generations to come.
1 Tresner J. Vested in Glory: The Regalia of the Scottish Rite of Freemasonry. Washington (DC): The Supreme Council, 33°, S.J., USA; 2000.
2 United Supreme Council 33, AASR, PHA, SJ U.S.A. Lodge of Perfection. Memphis (TN): Southern Jurisdiction Printing Press; 2024.
3 Oxford University Press. Architect. In: Oxford English Dictionary [Internet]. Oxford (UK): Oxford University Press; [cited 2024 Oct 13]. Available from: https://www.oed.com/.
4 United Supreme Council 33, AASR, PHA, SJ U.S.A. Book of the Scottish Rite 4°–32°. Memphis (TN): Southern Jurisdiction Printing Press.
5 Delgado M. A Study Guide of Scottish Rite Degrees 4°–32°. The Council of Deliberation of Western Europe; 1994.
6 The Holy Bible. 1 Corinthians 3:16.
7 Learning Tree International. The ATD Model: A Framework for Success [Internet]. Herndon (VA): Learning Tree International; [date unknown; cited 2024 Oct 13].
8 The Strategy Institute. The McKinsey 7S Framework [Internet]. [place unknown]: The Strategy Institute; [date unknown; cited 2024 Oct 13].
10 Scottish Rite NMJ. The Scottish Rite Degrees Explained [Internet]. Lexington (MA): Scottish Rite, NMJ; 2023 [cited 2024 Oct 13]. Available from: https://scottishritenmj.org/blog/the-scottishrite-degrees-explaine
Before you embark on a journey of revenge, dig two graves.
Confucius
THE DARK APPEAL OF REVENGE AND THE VITAL NEED FOR DUE PROCESS
By Illustrious P. Cardell Worlds, Staff Writer
INTRODUCTION
The concept of vengeance, revenge, or vigilantism touches upon deep-seated emotions and ethical dilemmas that have pervaded human society for centuries. The term revenge defined is, a desire for vengeance or retribution; an act or instance of retaliating to get even; an opportunity for getting satisfaction.1
At its core, the drive for revenge stems from a desire for justice. However, when justice is sought outside the framework of law and due process, it often leads to unintended consequences, perpetuating cycles of violence and undermining societal order. The term vigilante describes a person who participates as a member of a volunteer committee organized to suppress and punish crime summarily (e.g. when the processes of law are viewed as inadequate); a self-appointed doer of justice.2 Conventionally, the motivation for revenge begins with anger, and is usually powered by an anticipated satisfaction or enjoyment. For some, the belief is that revenge will ultimately provide an emotional release and produce a better feeling.
Revenge is the urge to exact retribution for an injustice or wrong committed by another person by inflicting hurt or harm on them. It is a strong and widespread human behavior that has been studied for ages in psychology, literature, and cinematography. Seeking revenge against someone who inflicts mistreatment can take many different forms, ranging from overt to covert acts of violence.
Revenge often creates a cycle of retaliation, when the initial victim cites a recent offense as another justification to enact more of the same. In effect, revengeful feelings and behaviors only train the brain to seek revenge. For example, murderers frequently defend killing as necessary revenge, along with other horrific crimes that are allegedly given greater weight by their prior provocation.
1 https://www.merriam-webster.com/dictionary/revenge. Accessed August 28, 2024.
2 https://www.merriam-webster.com/dictionary/vigilante. Accessed August 28, 2024.
SCOTTISH RITE
The Ancient and Accepted Scottish Rite, with its degrees emphasizing duty, vigilance, and the pursuit of justice, provides a profound counterpoint to these impulses by advocating for a more measured, patient, and lawful approach to justice. The legend of the symbolic lodge culminates with the story of Hiram Abiff’s murder and the subsequent pursuit of his killers. Hiram Abiff, the chief architect of King Solomon’s Temple, was murdered by three ruffians—Akirop, Guibs, and Gravelot—who sought the Master Mason’s secrets. When their crime was discovered, King Solomon ordered a search for the culprits with the intention of bringing them to justice. Their actions serve as a reminder of the importance of due process and the dangers of allowing personal vengeance to dictate justice.
The Ninth, Tenth, and Eleventh degrees of the Ancient and Accepted Scottish Rite, known as the Elect of the Nine, Elect of the Fifteen, and Sublime Elect of Twelve, respectively, address the need to mitigate the desire to seek revenge and informs all of the significance of due process. Specifically, the ninth degree’s lesson is, that “we should be careful how we allow ourselves to be led away by an excess of zeal, even in a good cause, to inflict, as an individual, the punishment justly due for the violation of human or divine laws.”3
NINTH DEGREE – ELECT OF NINE
In the ninth degree, King Solomon deploys Joabert and Stolkin among others to find and return the murderers of Hiram, the Builder. Upon discovering Akirop sleeping in a cave, Joabert takes matters into his own hands, allowing his anger to surface and giving way to his innate desire for vengeance. He seizes a dagger and thrusts it into the ruffian’s head and heart. Akirop had only the breath to utter, Nekum-meaning vengeance is taken. Upon returning with the severed head of the ruffian in one hand and the dagger in the other hand, Joabert sought reward for his act of injustice-a deprivation of due process.
The Book of the Scottish Rite states, “King Solomon was at first very much offended because Joabert decided to take the matter into his own hands. In light of this occurrence and as a warning to the rest of the workmen, King Solomon ordered the guards to put Joabert to death. However, by the intercession of his brethren, Joabert was pardoned for his zeal.” Joabert subsequently became highly favored by Solomon, who established the degree of Elect of Nine to commemorate this event and conferred it upon him and his eight companions.
TENTH DEGREE – ELECT OF FIFTEEN
The tenth degree is a continuation of the Elect series (also referred to as the Elu degrees). It recounts the mode of arrest and punishment of the remaining two assassins of Hiram Abiff. Additionally, this degree is intended to instruct that ambition and fanaticism, enslavers of mankind, are dispelled by the sword of justice and freedom. In this degree, Solomon appoints an additional six members to accompany the Elect of Nine to search for the remaining two ruffians. They are subsequently found and returned to Jerusalem. The King ordered them to be placed in a dungeon to await trial.
FIGURE 1: Bernard during his trial for shooting four teenagers on a New York City subway. Goetz sketch artist depiction. 17
FIGURE 3: Kyle Rittenhouse sobbing profusely during his testimony at trial.19
FIGURE 4: Rittenhouse shooting victims (left to right) Gaige Grosskreutz (left), Anthony Huber (center), and Joseph Rosenbaum (right).20
ELEVENTH DEGREE – SUBLIME ELECT OF TWELVE
This degree was intended to emblematically illustrate the reward conferred by King Solomon on twelve of the Elect of Fifteen. For those who were instrumental in bringing to justice the assassins of the Master Builder Hiram, he [Solomon] constituted them as Governors over the twelve tribes of Israel. As such, this degree morally teaches us to be earnest, honest, and sincere, and to protect the people against illegal impositions and exactions. Solomon also instructed all masons to revere the fallen Builder as a symbol of Liberty, Intelligence, and Truth and that his assassins represent Tyranny, Ignorance, and Intolerance. In addition, the murder and its punishment should teach Masons from all ages a great moral lesson: God will not permit crime to go unpunished, justice will surely overtake the guilty, and the offense will be closely followed by its consequences.
THE ATTRACTION OF VIGILANTISM
Vigilantism commonly arises when individuals or groups believe that the legal system failed or is too slow to deliver justice. Such instances often result in actions that mirror the very injustices they seek to correct. Throughout history, there have been numerous examples of people who have sought revenge or acted as vigilantes: The nature of the participants, the degree of organization, and the characterization of their activities are fourfold:4
1. Private Vigilantism employs individuals who, without official law enforcement authority or input, carry out acts of vengeance.
2. Official Vigilantism is the systematic application of force by those in positions of authority who may use their power to exact vengeance.
3. Private Organized Vigilantism which may include an urban group who targets drug pushers in communities.
4. Official Organized Vigilantism includes excessive coercion using organization’s policy and procedures of certain security and enforcement organizations.
Fundamentally, a vigilante’s objective is the desire to preserve social stability. The vigilante-prone personality can be described as having a positive orientation to power and a strong desire for order. Some engage in violence, forms of coercion, and the power to enforce what they view as acceptable behavior.5
VIGILANTES
Vigilantism assesses the tendency of individuals to propagate their superior beliefs onto others to correct more inferior opinions. Studies showed that Social Vigilantism (SV) was associated with greater expressions of belief superiority (whether reacting to others holding dissimilar or similar beliefs) and greater resistance to persuasion (via increased rates of counterarguing and greater
4 Sederberg, P.C. Phenomenology of Vigilantism in Contemporary America - An Interpretation. Terrorism Volume: 1 Issue: 3 and 4. Pages: 287-305. 1978.
5 Ibid.
FIGURE 2: The teenagers involved were (left to right) Barry Allen (19), Darrell Cabey (19), Troy Canty (19), and James Ramseur(18) 18
attitude stability after persuasion appeals). Vigilantism is a meaningful construct to increase the understanding of persuasion and attitude resistance.6
EXAMPLES OF VIGILANTISM
1. Bernhard Goetz (FIGURE 1.)
Bernhard Goetz shot and injured four African American teenagers on a New York City subway in December of 1984. While some labeled him as a hero who stood up to crime, others saw him as a dangerous vigilante who took the law into his own hands, bypassing due process. The New York Police Department (NYPD) telephone hotline received just a handful of tips and more than 500 calls from New Yorkers who desired to congratulate Goetz. Several of them offered to pay his legal expenses when he was arrested.7 Referred to as the “Subway Vigilante,” Goetz found sympathy with jury members who were receptive to his self-defense plea.
The court found him not guilty of attempted murder and assault, and he spent eight months in prison for an unregistered firearm. The teenagers involved were Barry Allen (19), Darrell Cabey (19), Troy Canty (19) and James Ramseur (18) (FIGURE 2.). One of the teenagers paralyzed in the shooting, Darrell Cabey, later sued Goetz for damages. Subsequently, the court awarded him ten percent of Goetz’s income.8
2. Kyle Howard Rittenhouse (FIGURE 3.)
Rittenhouse (21 years old) gained national attention for shooting three men in Kenosha, Wisconsin, in August 2020, amid protests following the police shooting of Jacob Blake. Rittenhouse traveled to Kenosha during the unrest and joined a group of armed people who said they were there to protect businesses. In a series of confrontations, Rittenhouse fatally shot two men who tried to grab his gun and injured another who pointed a firearm at him.
Fatally shot were Joseph Rosenbaum and Anthony Huber and severely injured was Gaige Grosskreutz (FIGURE 4.). Rittenhouse was subsequently charged by Kenosha County prosecutors with multiple criminal counts, including homicide. He [Rittenhouse] claimed self-defense at trial and was acquitted in November 2021. Two civil lawsuits against him are pending as of February 2023.9
During the trial, Rittenhouse gained the support of several top politicians. Matt Gaetz–a Republican and former member of the U.S. House of Representatives-publicly offered him [Rittenhouse] an internship, stating, “We may reach out to him and see if he’d be interested in helping the country in additional ways.”10 Gaetz (at the time, a U.S. Representative – Florida) appeared to endorse Rittenhouse’s behavior through the offer to assess his desire to help the country in “additional ways.” Some believe this behavior is reckless and that it emboldens vigilantes to commit acts of violence. (FIGURE 5.)
DUE PROCESS
The United States Constitution’s Fourteenth Amendment Due Process Clause states the following: No State shall make or enforce any law which shall abridge the privileges or immunities of citizens of the United States; nor shall any State deprive any person of life, liberty, or property, without due process of law; nor deny to any person within its jurisdiction the equal protection of the laws.11 Due process guarantees a procedural approach to crime, meaning that government actors must follow certain procedures before they may deprive a person of a protected life, liberty, or property interest.12
The courts determined that due process requires, at a minimum: (1) notice; (2) an opportunity to be heard; and (3) an impartial tribunal (Mullane v. Central Hanover Bank - 1950).13
6 Saucier, Donald A. & Webster, Russell J. Social Vigilantism: Measuring Individual Differences in Belief Superiority and Resistance to Persuasion. Personality and Social Psychology Bulletin, Volume: 36, Issue: 1. 2009.
7 https://www.nydailynews.com/2017/08/14/the-story-of-bernhard-goetz-the-subway-vigilante/. Accessed August 28, 2024.
8 https://www.loc.gov/exhibitions/drawing-justice-courtroom-illustrations/about-this-exhibition/race-based-crimes/subway-shooter-bernhard-goetz-on-trial/. Accessed August 28, 2024.
9 https://en.wikipedia.org/wiki/Kyle_Rittenhouse. Accessed August 28, 2024.
10 https://www.salon.com/2021/11/18/matt-gaetz-praises-kyle-rittenhouse-for-helping-the-country-offers-him-a-congressional-internship/. Accessed August 28, 2024.
11 Nelson, W.E. Fourteenth Amendment: From Political Principle to Judicial Doctrine. U.S. Department of Justice – Office of Justice Programs. Harvard University Press. 1988.
13 https://constitutioncenter.org/the-constitution/articles/amendment xiv/clauses/701#:~:text=In%20past%20two%20centuries%2C%20however,Mullane%20v. August 28, 2024.
FIGURE 4: Representative Matt Gaetz (right), seen here with President-elect Donald Trump (left)21
The comparison between historical examples of vigilantism and the principles taught in the Scottish Rite highlights the tension between the desire for immediate justice and the necessity of due process.
The Scottish Rite degrees teach true justice is about ensuring fairness devoid of personal vengeances. In fact, the Thrice Potent Master in the fourteenth degree asks, what offering do you bring, and the response given, “a heart divested of revenge and iniquity, one that is zealous in virtue and friendship.”14 The Prince of the Tabernacle promises and swears “...not to harbor
malice nor seek revenge, but to love my neighbor like myself...” 15 Finally, a prayer from the Prince of Mercy states, “Help us to resist and subdue our evil passions, our pride of opinion, our bitter and revengeful feelings.”16
CONCLUSION
Following orders without deviation is a crucial element in paramilitary organizations. King Solomon’s command to bring the murderers of Hiram Abif to justice was intended to uphold the rule of law. The envoys’ failure to adhere to this command
exemplifies the dangers of allowing personal emotions—such as anger and the thirst for revenge—to override one’s duty to the law. This deviation compromised their integrity and justice. The actions of vigilantes, regardless of intent, often lead to a breakdown in these principles, resulting in a justice that is neither fair nor consistent. The legend of Hiram Abiff and his slayers serves as a powerful reminder of the importance of following orders, upholding due process, and resisting the dark appeal of vengeance
The best revenge is to be unlike him who performed the injury.
Marcus
Aurelius
14 United Supreme Council. Book of the Scottish Rite 4°-32° (Prince Hall Affiliation). 1946. Pg. 126.
15 United Supreme Council. Book of the Scottish Rite 4°-32° (Prince Hall Affiliation). 1946. Pg. 271.
16 United Supreme Council. Book of the Scottish Rite 4°-32° (Prince Hall Affiliation). 1946. Pg. 290.
17 Church, Marilyn. Bernard [sic] Goetz Trial. Prints and Photographs Division, Library of Congress. 1985.
19 Kyle Rittenhouse sobbing profusely during his testimony at trial.
20 Rittenhouse shooting victims (left to right) Gaige Grosskreutz (left), Anthony Huber (center), and Joseph Rosenbaum (right).
21 Representative Matt Gaetz (right), seen here with President-elect Donald Trump (left).
LODGE OF PERFECTION
SUNDAY, NOVEMBER 9, 2025 AT 8PM EST/7PM CST
DONOR-ADVISED FUNDS
A FLEXIBLE WAY TO SUPPORT OUR FOUNDATION
Philanthropy is evolving, and many donors want a simple, tax-smart way to give. A Donor-Advised Fund (DAF) offers a flexible, efficient, and impactful way to support causes you care about—including our foundation.
WHAT IS A DONOR-ADVISED FUND?
A Donor-Advised Fund is a charitable account managed by a public charity. You contribute assets—like cash or stock—to the fund, receive an immediate tax deduction, and then recommend grants to nonprofits over time.
IN OTHER WORDS:
You donate now, decide later which charities to support, and your gift can grow tax-free until granted.
BENEFITS OF GIVING THROUGH A DAF
• Immediate tax deduction when you contribute.
• Flexibility to recommend grants whenever you choose.
• Tax-free growth of invested assets.
• Privacy—grant anonymously if you prefer. Family involvement—a great way to build a legacy of giving.
HOW TO SUPPORT OUR FOUNDATION USING YOUR DAF
Supporting our foundation through your DAF is simple:
1. Log into your DAF account.
2. Search for our foundation by name or tax ID.
3. Recommend a grant to us—specify any program or fund if you wish.
4. Let us know so we can thank you and recognize your gift properly.
THE HONORABLE
PAUL A LOWE, JR., D.MIN
PASTOR, SHILOH BAPTIST CHURCH, WINSTON-SALEM, NC
SENATOR, NORTH CAROLINA SENATE, DISTRICT 32
The Honorable Reverend Paul A. Lowe, Jr., D.Min., native of Seattle, WA, is a pastor and state senator. Descending from a long line of clergy, Reverend Lowe also served for more than two decades as pastor of Shiloh Baptist Church in Winston-Salem, and for a decade as a senator for District 32 of the North Carolina Senate.
Senator Lowe views his governmental service as an extension of his work as a pastor. Having been elected in 2015 and re-elected to a 4th term, he served on several important committees. These include, but are not limited to, Appropriations/Base Budget, Appropriations on Health and Human Services, Commerce and Insurance, Finance, and Rules and Operations of the Senate (standing); the Legislative Ethics Committee, the Legislative Research Commission, the Joint Legislative Economic Development and Engagement Oversight Committee (non-standing); and the Joint Legislative Emergency Management Oversight Committee (advisory). He is also an appointee to the Fiscal Affairs and Government Operations Committee of the Southern Legislative Conference of the Council of State Governments.
Since his appointment, Senator Lowe focused on the economic needs of North Carolinians, introducing bills to revive tax credits, attract businesses, and create jobs. During the 2019-2020 session, he was elected chair of the North Carolina Legislative Black Caucus and appointed vice chair of the National Black Caucus for State Legislators, Region 5.
He is chair of the North Carolina Legislative Black Caucus Scholarship Foundation, which raises over a quarter of a million dollars annually for scholarships for students attending HBCUs and a board member of and chaplain to the National Conference of State Black Legislators. In addition to his work on the state level, Senator Lowe is a leader in the Democratic Party, serving as delegate to the Democratic National Convention (2008, 2012, and 2016). He and his wife, LaGail, attended a White House dinner hosted by President Barack Obama (2012) and the Black Excellence Brunch on the Whitehouse Lawn hosted by President Joe Biden and Dr. Jill Biden (2024).
Reverend Lowe received numerous honors and awards, including the Defender of Public Safety Award presented by the North Carolina Sheriff’s Association (2017); Black Business Ink’s “50 Most Influential African Americans in the Piedmont Triad” (2018); Black Business Ink’s POWER 100 (2018); Small Business Policy Champion (2023) and Small Business Jobs Champion (2019, 2000, 2021). In addition, Governor Roy Cooper appointed him to the North Carolina Interagency Council for Coordinating Homeless Programs.
Reverend Lowe received a B.A. from Bishop College (Dallas, TX); a M.Div. from the Samuel Dewitt Proctor School of Theology, Virginia Union University (Richmond, VA); and a D.Min. from Drew University School of Theology (Madison, NJ), completing further study at Oxford’s Christ Church College (Oxford, England). He assumed leadership roles in church-related organizations as an adjunct professor at Shaw University Divinity School (Raleigh, NC); a leader in the General Baptist Convention of NC; a lecturer of the National Baptist Congress of Christian Education Convention, U.S.A. and Inc.; and president of the Rowan Baptist Association of NC. His ministry and missions have taken him to the Bahamas, Germany, Ghana, Korea, the United Kingdom, and South Africa.
Reverend Lowe is married to the former LaGail Crews, a retired Master Sergeant, United States Air Force. He is a 33rd degree Mason and a member of Alpha Phi Alpha Fraternity, Inc., Sigma Pi Phi Fraternity, Inc., and the NAACP (Life Member), just to name a few.
THE BENEFITS OF DONATING LAND
Donating land to a foundation is a meaningful way to leave a lasting legacy that benefits your community, the environment, and causes you care about. Beyond the satisfaction of making a philanthropic impact, land donations offer a range of financial and personal benefits for donors.
WHY DONATE LAND?
Many donors own land that holds value not only as property but also as a resource for conservation, education, recreation, or community development. When you donate land to a foundation, you help ensure it is used to support vital programs and missions— whether that means protecting natural habitats, creating green spaces, or advancing scientific research.
KEY BENEFITS OF DONATING LAND
1. Significant Tax Advantages
Land donations may provide you with a charitable income tax deduction based on the appraised value of the property. Additionally, gifting land can help reduce capital gains taxes you might owe if you sold the property. In some cases, estate taxes can also be reduced by removing the land from your taxable estate.
2. Avoid Ongoing Costs
Owning land involves expenses such as property taxes, maintenance, and insurance. By donating your land, you eliminate these costs and transfer responsibility to the foundation.
3. Create a Lasting Legacy
Your gift can protect land for future generations, support vital community projects, or fund educational and environmental initiatives. It’s a powerful way to ensure your values and vision endure.
4. Flexible Giving Options
You can donate land outright, gift it as part of your estate plan, or establish a charitable remainder trust that allows you to receive income during your lifetime while ultimately benefiting the foundation.
THINGS TO CONSIDER BEFORE DONATING
• Appraisal and Valuation: An independent appraisal is typically required to determine the fair market value of the land for tax purposes.
• Title and Environmental Review: The foundation will conduct due diligence to ensure the property is free of liens, environmental hazards, or legal issues.
• Foundation’s Mission Fit: Donated land should align with the foundation’s mission or programmatic goals.
HOW WE CAN HELP
Our foundation welcomes land donations that align with our mission and values. We guide donors through every step—from assessing the gift to ensuring it is used effectively. If you are considering donating land, we encourage you to reach out to our development team to discuss your goals and explore how your gift can make a difference.
INTERESTED IN EXPLORING LAND DONATION?
Contact us at 901-716-5110 today to learn more about how donating your land can create lasting impact and personal benefits.
THE PURPLE EAGLE PROGRAM
HONORS MISS BAILEY JACKSON
By Illustrious Tony M. Jackson, Orient of Tennessee
INTRODUCTION
The Purple Eagle Program is a cherished tradition. It highlights the resilient spirit of St. Jude Children’s Research Hospital patients and the continued support of FedEx employees and the greater St. Jude community.
HONORED BY PURPLE EAGLE PROGRAM
Each year, during the FedEx St. Jude Championship at TPC Southwind in Memphis, a specially dedicated FedEx aircraft is unveiled bearing the name of that year’s honoree. For 2025, the honoree is Miss Bailey Jackson—an extraordinary young girl who has been a St. Jude patient since birth. Bailey was nominated numerous times over the years by her grandmother, Ms. Grenda Poole, a FedEx employee. And during each nomination, Bailey’s mother, Monica, her brother, Brennan, and her beloved grandmother—affectionally known as Nanna, stood proudly by her side for support.
BAILEY’S BATTLE
Since being named a Purple Eagle honoree, Bailey met with FedEx Vice President Bill West Jr. and the Purple Eagle team in preparation for this year’s championship event. She also left her creative mark on the tournament by designing exclusive footwear—golf shoes for men and tennis shoes for women—each pair featuring her name and custom designs that she handpicked.
BAILEY’S FAMILY
Bailey comes from a family deeply connected to the St. Jude mission. Her father, Grand Inspector General Tony M. Jackson—a member of William Eddins Lodge #377 (Memphis, Tennessee)—is also known in the Scottish Rite community as the realtor who facilitated the sale of our former headquarters and secured the purchase of the APEX Building. Her mother and grandmother are devoted members of Eunice Chapter #46, Order of the Eastern Star, in Memphis, Tennessee.
Bailey lives with sickle cell disease, a hereditary blood disorder that disproportionately impacts the Black community. Bailey manages her illness with the help of tailored medications such as hydroxyurea, a cancer treatment also used to ease the symptoms of sickle cell disease. Additionally, Bailey receives world-class care at St Jude—entirely free for her family—thanks to the generosity of donors worldwide.
CONCLUSION
Bailey’s story is a poignant reminder of the significant work made possible by St. Jude Hospital and the generosity of many supporters. Notably, our United Supreme Council contributes to this worthy cause, which sometimes allows her father, Tony, to be acknowledged with other Scottish Rite masons during the presentation of the check to St. Jude representatives.
Ms. Poole stated, “St. Jude has been so important to my granddaughter and our family. Through partnerships like the Purple Eagle Program and the commitment of individuals and organizations, St. Jude continues to shine as a beacon of hope for other families across the globe.” Finally, whether you’re attending the tournament in person or cheering from home, we invite you to root for and celebrate one of our own—Miss Bailey Jackson—on her recent accomplishment.
