A Mason's Work

The Guide Series Episode 1: The Custodian of the Future

In this episode, we move beyond the administrative view of the Guide as a simple ritualistic requirement to explore why it is the most powerful role in the lodge for influencing long-term culture. High-Value Quotables [01:51] "The guide experience and the role that that person plays in setting the future culture of the lodge is absolutely critical."  [02:13] "The place where that tone and timbre is set is in the preparing room with the candidate for the first time."  [02:36] "If you want serious workmen, the role of guide should be conducted with serious comportment."  [03:01] "Let's take it, you know, if you were climbing a mountain, you would have a guide... they would be determining the right course of travel to take relative to your skills and abilities."  [04:04] "If you want things to change, the best place to do it is with the new guy that just is coming in."  The Core Concept: Setting the Tone The future culture of a lodge isn't found in its current state, but in the culture being created for tomorrow. It is in those quiet, often uncomfortable moments in the preparation room where a candidate’s first impressions are formed. Key Takeaways: * The Mountain Guide Metaphor: A guide determines the pacing and experience so the relationship with the ritual is managed and curated. * Beyond the Ritual: This role is not merely an educator; it is a fellowship function that begins outside the lodge in a mentoring capacity. * Leadership Opportunity: Taking the role of the Guide is perhaps the most powerful and best role a Mason can take if they wish to see meaningful change. Reflection Question: If you were the "new guy" coming in today, what kind of Guide would you need to help you navigate the obstacles of the craft? Thanks to our monthly supporters * Jorge ★ Support this podcast on Patreon ★ [https://www.patreon.com/amasonswork]

The Junior Warden: Noticing Before You Numb

This episode integrates the Junior Warden role through a personal struggle with self-regulation, social pressure, and the habit of “toughing it out.” The focus is on how ignoring internal signals leads to numbing, self-medication, and long-term dysfunction—and how the Junior Warden function restores awareness without collapsing into avoidance. 🔑 Key Takeaways * Social pressure often teaches people to override internal limits. * Ignoring bodily and emotional signals pushes needs into other behaviors. * “Toughing it out” can disable the internal feedback systems needed for regulation. * Noticing discomfort does not automatically mean stopping. * Some pain can be continued through; some pain requires stopping. * The Junior Warden role rebuilds access to internal indicators. * Self-regulation is foundational to meaningful agency and change. 💬 Featured Quotes * “If there is a role in the craft that I struggle with more than most, it’s probably the junior warden.” (0:00–0:12) * “A lot of us as men are taught to just tough it out or suffer through.” (0:33–0:42) * “People have that kind of social pressure to perform past the limits of their ability to sense what’s going on.” (1:04–1:17) * “All of those knobs and dials internally that might be flashing in the red… just go dark.” (1:29–1:39) * “Those needs get pushed into other behaviors.” (1:39–1:46) * “A lot of folks that self-medicate effectively do so because they have lost the ability to understand the nature of the problem they’re experiencing.” (2:12–2:25) * “They just kind of numb the pain away.” (2:28–2:35) * “That pain numbing becomes part of a habituated pattern which turns into a long-term addiction.” (2:35–2:46) * “The junior warden role really requires you to meaningfully begin to notice what those needs are.” (3:31–3:38) * “It is okay for you to notice it and also to continue.” (4:00–4:07) * “There are some hurts where the most prudent decision is to stop.” (4:13–4:21) * “That recharge cycle is a lot more effective than the self-abuse talk of ‘I’m just going to muscle this out.’” (4:32–4:45) * “You essentially start pushing away a part of the dashboard of indicators that you’re going to need in order to be effective in the world.” (5:00–5:11) * “This noticing… this mindfulness practice is absolutely vital.” (5:26–5:41) Learn more about interoception here: https://youtu.be/yaVOZ7nLa1Q [https://youtu.be/yaVOZ7nLa1Q] Creators & Guests * Brian Mattocks [https://podcast.amasonswork.com/people/brian-mattocks] - Host ★ Support this podcast on Patreon ★ [https://www.patreon.com/amasonswork] Click here to view the episode transcript. [https://share.transistor.fm/s/dccac70c/transcript] Thanks to our monthly supporters * Jorge

The Junior Warden: Regulating Tension Before Systems Break

This episode examines the systemic role of the Junior Warden, focusing on how ongoing tension, load, and strain accumulate inside organizations, relationships, and lives. The Junior Warden perspective is framed as the capacity to notice when systems are being held under tension for too long—and to intervene before fatigue, failure, or collapse occurs. 🔑 Key Takeaways * All systems have a design tolerance for tension and load. * Persistent overwork or underwork eventually causes systems to fail. * Systems often break not quietly, but spectacularly, when limits are ignored. * Expansion and contraction—work and rest—are necessary for sustainability. * High turnover, burnout, and “hero culture” signal systemic misalignment. 💬 Featured Quotes * “At a systemic level… any part of the systems that we operate in can only be held under tension for so long before they break.” (0:00–0:28) * “Managing those tensions and understanding when they get to a level of overwork or underwork… is the systemic sort of perspective.” (0:28–0:49) * “Parts that are perpetually under tension like that tend to break.” (1:04–1:18) * “There will be a design tolerance for how much and how long you allow systems to be under load.” (1:18–1:32) * “Some buildings… are designed to take a load in one direction… completely unable to take a load in a different direction.” (1:32–1:46) * “If that tension does not get resolved… parts… will fail spectacularly.” (2:07–2:18) * “This breathing process of expansion and contraction of effort and rest… is vital to the success of any organization.” (2:37–2:56) * “People will spin out.” (3:13–3:24) * “The organization will experience a lot of shedding of people.” (3:53–4:05) * “Very few key players… doing ten times the normal amount of work.” (4:05–4:11) * “When you see stuff like this, it’s an indicator that the organization is not optimized for meaningful work.” (4:11–4:19) * “Relieving those pressures from time to time… to prevent systemic fatigue.” (4:24–4:44) Learn more about interoception here: https://youtu.be/yaVOZ7nLa1Q [https://youtu.be/yaVOZ7nLa1Q] Creators & Guests * Brian Mattocks [https://podcast.amasonswork.com/people/brian-mattocks] - Host ★ Support this podcast on Patreon ★ [https://www.patreon.com/amasonswork] Click here to view the episode transcript. [https://share.transistor.fm/s/c36c8634/transcript] Thanks to our monthly supporters * Jorge

The Junior Warden: Knowing When Progress Has Stopped

This episode explores the relational function of the Junior Warden, focusing on the ability to notice when conversations, relationships, or group efforts can no longer move forward productively. The Junior Warden perspective is framed as the capacity to pause work when unmet needs or depletion prevent meaningful progress. 🔑 Key Takeaways * Relational leadership requires noticing when no further progress is possible. * Thrashing without movement is a sign that needs are not being met. * Stopping work can be an act of care, not avoidance. * Depletion, not disagreement, often blocks progress. * Asking directly what someone needs can restore momentum or justify a pause. 💬 Featured Quotes * “In noticing the relationships in your life, noticing the behavior of other people… a lot of things will start to become apparent.” (0:00–0:07) * “You really gain enough insight when you're sitting in that junior warden role to effectively just stop the presses whenever you need to.” (0:31–0:42) * “Being able to notice when no further progress can be made because someone else's needs are not being met.” (0:54–1:07) * “What it feels like is… a whole lot of thrashing and not a lot of movement.” (1:19–1:30) * “Those outbursts don't create progress towards the goal.” (1:42–1:48) * “When do I stop this because it can't move forward any further?” (1:57–2:04) * “Without that capacity… that thrashing will continue.” (2:11–2:16) * “People will spin out.” (3:13–3:24) * “Ask them, point blank… what do you need in this moment to recharge your batteries?” (3:18–3:29) * “That inability to understand what you need to charge your batteries is something that we need to also be friendly to.” (4:12–4:16) * “It’s enough in most cases as junior warden to note that the relationships… are unable to progress because people are depleted.” (5:26–5:33) Learn more about interoception here: https://youtu.be/yaVOZ7nLa1Q [https://youtu.be/yaVOZ7nLa1Q] Creators & Guests * Brian Mattocks [https://podcast.amasonswork.com/people/brian-mattocks] - Host ★ Support this podcast on Patreon ★ [https://www.patreon.com/amasonswork] Click here to view the episode transcript. [https://share.transistor.fm/s/7ade3b11/transcript] Thanks to our monthly supporters * Jorge

The Junior Warden: Noticing Capacity Before It’s Gone

This episode focuses on the behavioral function of the Junior Warden, centered on the skill of noticing. The conversation examines how awareness of internal signals—physical, emotional, and cognitive—determines whether work should continue or pause before depletion undermines effectiveness. 🔑 Key Takeaways * The Junior Warden’s first behavioral skill is noticing. * Interoception provides critical data about capacity and limits. * Modern life makes stopping and recharging unusually difficult. * Behavioral judgment requires slowing down to listen inwardly. * Calling labor to refreshment is an active, disciplined choice. 💬 Featured Quotes * “When we talk about applying the junior warden role at a behavioral level… the very first skill that stands out is the skill of noticing.” (0:00–0:14) * “Noticing your own bodily sensations is a skill called interoception.” (0:31–0:38) * “It’s actually probably less a skill and more of its own sense.” (0:38–0:42) * “Taking the data from your body and using it to inform how you operate.” (1:00–1:14) * “That skill… will give you a lot of insight into what kind of information you're looking for behaviorally.” (1:24–1:39) * “To determine whether or not to call the craft from labor to refreshment.” (1:47–1:54) * “Stop what you're doing and recharge the batteries.” (1:54–2:00) * “Which is very, very difficult to do in our modern society.” (2:00–2:07) * “We have to start by being quiet.” (2:09–2:12) * “Slowing down the sort of mental cognitive process.” (2:12–2:18) * “Listening to your internal environment, your physiological responses.” (2:23–2:30) Learn more about interoception here: https://youtu.be/yaVOZ7nLa1Q [https://youtu.be/yaVOZ7nLa1Q] Creators & Guests * Brian Mattocks [https://podcast.amasonswork.com/people/brian-mattocks] - Host   ★ Support this podcast on Patreon ★ [https://www.patreon.com/amasonswork]   Click here to view the episode transcript. [https://share.transistor.fm/s/18cfc061/transcript] Thanks to our monthly supporters * Jorge