A Mason's Work

In this episode, we navigate the "place of great danger" that is soliciting feedback, teaching you how to distinguish between seeking approval and seeking actionable insight.High-Value Quotables[01:21] "Are you looking for feedback or approval? Those things are different." [02:44] "What you're really looking for is nuanced feedback... by asking questions that are a little bit more engaging." [04:01] "Every person that's giving you feedback... is acting to as a mirror on that process." [05:42] "Be prepared that they will not be able to separate their opinion from their observation... be careful with other people's feedback, because if you take that and use it as a way to drive your own behavior, you may find that you are operating sort of at the whim of a thousand different perspectives." The Core Concept: Nuanced QuestioningSoliciting feedback is a risky step in development because we are often sensitive and prone to seeking simple approval. To get truly actionable insight, you must change the nature of your questions from binary ("Did you like it?") to specific and process-related ("What flavors did you taste?").Key Takeaways:Approval vs. Feedback: Approval is a binary like/dislike; feedback is a nuanced understanding of choices made in context.The "Mirror" Effect: Respondents are mirrors reflecting your process back to you, but their reflection is always flavored by their own subjective preferences.Specific Inquiries: Ask what someone would have done differently or what was most attractive about an experience to get actionable data.The Feedback Nightmare: If you use subjective feedback as your sole behavioral driver, you risk going adrift by following a "thousand different perspectives".Creators & Guests Brian Mattocks - Host ★ Support this podcast on Patreon ★ Click here to view the episode transcript. Thanks to our monthly supporters Tim Dedman Jorge

This episode discusses how creating physical objects in the world—from woodworking to 3D printing—builds a problem-solving capacity that translates across all domains of life.High-Value Quotables[00:12] "One of the most profound ways to really grow and develop as a person... is to make something... literally physical objects in the world." [01:51] "Because you are put in this situation to create little problems that you then have to figure out how to solve... and they are in a very narrow context window." [03:46] "The problem-solving process is its own form of discovery." [05:34] "This problem-solving capacity, when you start making stuff on a regular basis, increases, becomes cross-functional and enhances your ability to solve problems that you didn't create." The Core Concept: Solving Problems in ContextMaking something—whether it’s a recipe or a 3D-printed object—creates a series of "micro-problems" that must be solved within specific design constraints. This process is a form of active discovery that builds "agility" and "capacity," teaching you how to iterate through solutions until you find the right answer.Key Takeaways:Low Risk, High Reward: The risk of making something is low (bad taste, ugly look), but the upside is the potential for a life-changing peak experience.Peak Experiences: Using a tool like a 3D printer to watch an object you designed materialize can be a "profound" moment of discovery.Solution Maturation: Through making, you learn to start with the "right answer" next time, rather than repeating the same trial-and-error process.Cross-Functional Skills: The logic you use to fix a "too spicy" dish can unexpectedly translate to a "fishing solution" or a problem that life tosses at you.Creators & Guests Brian Mattocks - Host ★ Support this podcast on Patreon ★ Click here to view the episode transcript. Thanks to our monthly supporters Tim Dedman Jorge

In this episode, we explore the architecture of self-development, specifically focusing on how to build a mindfulness or contemplative practice that actually fits your life.High-Value Quotables[01:18] "I would like to encourage you as the architect of your own development to consider developing or building your own practice, at least to start." [01:47] "Developing or designing your own practice means understanding your own structures and limitations and what you are capable of doing." [04:05] "The more ceremony... the more of that you set up, the less likely you are to continue doing it long-term." [05:24] "You can do anything that's right for you cognitively, emotionally... but you should cultivate as much as you can some level of reflective process." The Core Concept: The Architect of DevelopmentMany people abandon self-development practices like journaling or meditation because they try to follow rigid, "one-size-fits-all" traditions that don't match their reality. The key to a sustainable practice is to design a protocol that is easily integrated into your existing habits, allowing for consistent reflection and self-evaluation.Key Takeaways:Stop Fighting Friction: If a specific practice feels impossible, don't write off the behavior entirely; change the method to fit your limitations.Anchor Behaviors: Tie new mindfulness practices to existing habits—like slow-walking to the fridge or reflecting while brushing your teeth.Avoid Over-Ceremony: Keep the barrier to entry low. Lighting candles and closing drapes can actually make a habit harder to maintain long-term.The Reflective Goal: The ultimate purpose is simply to cultivate a process where you can evaluate your internal world and identify areas for growth.Creators & Guests Brian Mattocks - Host ★ Support this podcast on Patreon ★ Click here to view the episode transcript. Thanks to our monthly supporters Tim Dedman Jorge

This episode addresses the inherent difficulty of starting new things and the profound growth that only occurs when we consciously choose to step out of our comfort zones.High-Value Quotables[00:49] "From a place of comfort, no one has ever really meaningfully grown." [01:03] "The plan is to pursue these opportunities where you are uncomfortable and in pursuit of these staged areas of discomfort... those inconveniences you will very easily be able to surmount." [02:29] "The risk of hating it and the reality of hating it does not diminish the value of trying something different and having something that is your new favorite thing." [05:12] "On the other side of it is a better version of yourself that has to pass through that discomfort." The Core Concept: Stepping Beyond the Comfort ZoneStarting new things is risky and challenging, which often leads us to build lives of stagnant comfort. However, meaningful growth requires us to consciously pursue "staged areas of discomfort"—whether it's traveling, visiting loved ones, or trying a new cuisine—because the potential payoff for exploration is immeasurable.Key Takeaways:Meaningful Growth: True development occurs only when we leave the safety of what we know.The "Lottery" of Exploration: Taking a risk on an unknown experience can lead to life-changing payoffs, even if you occasionally encounter things you don't like.Finding Your Mission: You cannot find your "favorite thing" or your way of being in the world if you never explore what the world has to offer.The Transcendent Experience: Pushing through short-term discomfort is the only way to reach the relationships and experiences that permanently change your life for the better.Creators & Guests Brian Mattocks - Host ★ Support this podcast on Patreon ★ Click here to view the episode transcript. Thanks to our monthly supporters Tim Dedman Jorge

In the series finale, we look at the "temporal" nature of the Secretary role—how re-processing old memories with new perspectives can lead to personal grace, forgiveness, and the discovery of hidden wisdom.High-Value Quotables[01:04] "I was so upset that somebody in an educational role was essentially telling me that changing the world was impossible and that I should just try and be happy." [02:04] "Peeling off the emotional content, the emotional layers of that interaction is understand that... he might have been describing something completely different in terms of his response." [03:21] "This secretary kind of mind and start working through our own stuff... taking what you know now and applying it to who you were then to find ways to give yourself that grace and forgiveness." [04:26] "The ground for the person tomorrow that gets to make a better decision because of the records kept today... you get to determine what's in your history book. Use it well." The Core Concept: From Grain of Sand to PearlThe Secretary function isn't just about recording the present; it’s about the active maintenance of the past. By revisiting old memories—like a high school interaction that caused "seething contempt"—and removing the emotional layers, we can transform a painful "grain of sand" into a "pearl" of insight.Key Takeaways:Misplaced Emotional Content: We often record memories with "vim and vigor" or youth that can misinterpret the intent of others based on our own "present appetite" at the time.Temporal Awareness: The Secretary role helps you understand what is worth committing to memory now versus what is worth letting go of for the future.Grace and Forgiveness: Applying modern knowledge to old memories allows you to provide yourself with the grace that the "secretary of the time" couldn't afford.The Record as Agency: You have the power to choose which data makes it into your personal history book to enable a better version of yourself tomorrow.The Goal of Happiness: Sometimes the facts of a situation contain a hidden truth: it doesn't matter if you change the world if you aren't happy.Reflection Question:What "grain of sand" in your past is waiting for your inner Secretary to strip away the emotion and turn it into a pearl of wisdom? Thanks to our monthly supporters Tim Dedman Jorge ★ Support this podcast on Patreon ★

This episode explores the Secretary function as a critical data engine for organizational health, illustrating how honest record-keeping serves as the foundation for troubleshooting and optimizing complex systems.High-Value Quotables[00:11] "The quality of the data you collect, the quality of the records that you have really indicates effectively how much you can optimize and improve an environment." [00:59] "What gets measured gets managed... By collecting the right kind of data in the right way, you effectively gain enough insights to meaningfully move the conversation forward." [01:41] "The secretary should be given—here's the kind of data we need to collect as a function—and provide some level of the analysis of that data, but not own the fix." [03:17] "This is why things like logbooks and diary entries and journal entries are admitted in a court of law because they are kept in the moment of the event... recorded at the time of." The Core Concept: Data as an Anchor for IntegrityAt the systemic level, the Secretary is the "architect of behavior change". By providing accurate, honest data over time, this function allows for meaningful diagnostics that would otherwise be impossible. To maintain systemic integrity, records must be kept "in the moment" to prevent the natural human tendency to rewrite history or shift context as time passes.Key Takeaways:The Optimization Engine: Quality records are the primary indicator of how much an environment can be improved; without them, troubleshooting is "much, much, much harder".Separation of Concerns: The Secretary provides the data and analysis but should not "own the fix"—blaming the person who brings the data is a common corporate failure.Checking the Sting: Leadership must manage their own emotional response when systemic data does not conform to their expectations.Sequence and Factual Integrity: Records like logbooks hold weight because they are kept in a sequence and recorded at the time of the event, preserving integrity.Future-Proofing: The data we choose to collect today is exactly what future versions of ourselves will be forced to focus on; choosing the wrong data fails to enable our future.Reflection Question:Are you currently collecting the "wrong data" just because it’s easy, or are you collecting the specific data that your future self will need to solve your organization's biggest problems?  Thanks to our monthly supporters Tim Dedman Jorge ★ Support this podcast on Patreon ★

In this episode, we explore the Secretary as the custodian of a group's shared history, highlighting the power of selective recording and the importance of acknowledging individual contributions within the collective record.High-Value Quotables[00:00] "The secretary in a relational level is the person who's going to be working to create that collective record, that mutual understanding of what's important and worth committing to the collective memory of the organization." [01:52] "The memory keeper role is the person who's carrying that collective understanding of the past culture." [03:30] "Note everyone's contributions as they are relevant to the overall objective... try and note everyone's individual nuanced understanding of how they can influence the organization." [04:23] "If somebody provided a valuable contribution and you called them up by name... they will perk up for listens and mentions of their name in future meeting minutes." The Core Concept: The Custodian of Past CultureWhile the Guide looks toward the future, the Secretary carries the collective understanding of the past. In a relational context, this role is an editorial one—deciding what strife to omit for the sake of outcomes and what hostile interactions must be recorded to protect the organization's integrity.Key Takeaways:The Editorial Process: A Secretary must decide what is worth committing to memory, sometimes ignoring minor strife to focus on achieved outcomes.Recording Hostility: Consistently hostile behavior should be part of the record to help the group determine if an individual remains appropriate for the "loop".Guidance for the Function: Leadership should set clear intentions for what a "good job" looks like for the Secretary before the recording begins.The Power of Names: Including specific names and individual contributions in the minutes transforms a "boring" administrative task into a tool for meaningful engagement and validation.Projecting the Future: By correctly encapsulating history, the Secretary provides the data needed to project future cultural variations and changes.Reflection Question:How would the engagement in your organization change if the "boring" minutes specifically celebrated the unique strengths each member brought to the table? Thanks to our monthly supporters Tim Dedman Jorge ★ Support this podcast on Patreon ★

This episode focuses on how the Secretary function allows us to analyze our own behavior by identifying the repeating patterns and historical context within our personal records. High-Value Quotables[00:22] "When we're recording honestly, we can start to look across the things we have learned or the experiences we've had and articulate patterns and repetitions." [01:39] "The memories that you have, regardless of how much you've tried to cultivate them in a open and honest way or in a factual way, are always going to be, uh, imperfect. They are recorded by a mind, the mind of the time." [02:26] "The emotional content that accompanies those memories that you recorded when you were a child... very likely is something that, uh, sort of no longer meaningfully applies." [05:00] "You begin the process of being able to create useful data for future versions of you that need this kind of support." The Core Concept: Analyzing the "Mind of the Time"Behaviorally, the Secretary provides the data necessary to recognize recurring patterns in our lives. It requires us to understand that our memories are "imperfect" because they were encoded by the "mind of the time"—often a younger, less experienced version of ourselves. By stripping away old emotional content and rationalizations, we can reprocess these memories into useful data for our future selves. Key Takeaways:Identifying Repetitions: Honest recording is the first step toward analyzing behaviors and articulating where you are repeating the same lessons. The Child Secretary: Recognizing that a memory from childhood was encoded with the limited capacity and insights of a child, meaning the associated emotional "sting" may no longer be relevant. Stripping the Narrative: To solve a current problem, work backwards to strip off unnecessary ego perspectives and rationalizations. Useful Data for the Future: By separating "what happened" from "what I felt," you create a reliable database for future decision-making. Reflection Question:If you looked at your life's "minutes" today, what behavioral patterns would you see repeating over the last five years? Thanks to our monthly supporters Tim Dedman Jorge ★ Support this podcast on Patreon ★

This episode kicks off a focus on the Secretary role, reframing it from a purely administrative job to a deep psychological function: the ability to process experience by separating factual data from emotional charge.High-Value Quotables[01:12] "When you take the role of secretary, one of the things that you promise to do is to keep an accurate recording of the proceeds of a meeting... only those things that were fit to be recorded for posterity's sake." [01:41] "We're really talking about the ability to retain and recall information that is appropriate and useful and free of the emotional language that oftentimes comes with our own memories." [02:05] "The secretary is the recorder of memory... This is also a role that you're going to want to step into on a regular basis when you are trying to diagnose and troubleshoot something that may be going on in your world." [04:14] "Across the broad swath of your memories and your recollections... they are very likely recorded both with factual content, as you saw it at the time, as well as with emotional content, which you're going to benefit from removing." The Core Concept: Working with the "Inner Secretary"The Secretary function represents our ability to record "what actually happened" in a way that remains useful for the future. By viewing the Secretary as a "recorder of memory," we can learn to strip away the "emotional content" that often distorts our past, allowing us to see facts clearly and troubleshoot our lives with greater objectivity.Key Takeaways:Posterity and Fitness: The Secretary doesn't record everything; they record what is "fit to be recorded" for the sake of future use.Separating Facts from Feelings: Memories are often encoded in a high emotional state (frustration, agitation), which makes recalling the event trigger that same emotion.Troubleshooting the Past: By taking the emotional "charge" off of an event, you stop interpreting history through a lens of anger or helplessness.Fertile Territory: Working with your "inner secretary" is one of the best ways to navigate problems in your own mind or within a room.Reflection Question:If you stripped the "emotional charge" away from your most frustrating recent memory, what facts would remain on the page?  Thanks to our monthly supporters Tim Dedman Jorge ★ Support this podcast on Patreon ★

In the final installment of the Guide series, we move from systemic theory to personal experience, illustrating the profound impact of effective mentorship and the pitfalls of failing to adapt to a candidate's needs.High-Value Quotables[00:15] "I love helping to cultivate and craft that experience for the man that helps them grab on and get involved and get engaged." [01:22] "Man, I felt like I had just won the Superbowl when he was able to execute that opening charge and... go sit down with the comfort and confidence that he was able to rise to that occasion." [01:55] "I've had folks, you know, try to tell me what to do, which is quite a bit different than being guided." [05:23] "I would recommend you take a moment and express your gratitude to those brethren... because you don't know, you really don't know if they know how much they helped you along the way." The Core Concept: The Reward of Cultivating OthersRefining the guide process is about more than ritual; it is about the "nurturing and encouragement" that comes from helping a brother find the path that is right for them. When done well, the guide feels a deep, vicarious success—like "winning the Superbowl"—when a mentee gains the confidence to execute their duties.Key Takeaways:Cultivation vs. Command: Guidance is about crafting an experience that helps a man "come alive," rather than simply telling them what to do.Adaptability in the Field: Effective guiding requires managing "cadence issues" and physical or mental limitations, as illustrated by the "janky boot" anecdote.Relational Strength: The relationship between the guide and the guided is a unique bond that has the potential to "stand a test of time".A Culture of Gratitude: Recognizing and thanking those who have provided "meaningful care" is vital, as they may not realize the extent of their impact.Systemic Legacy: The guide process is "super connected," linking the past efforts of masters to the future successes of new initiates.Reflection Question:Who in your life has guided you in a way that truly made you "come alive," and have you taken the time to tell them?  Thanks to our monthly supporters Tim Dedman Jorge ★ Support this podcast on Patreon ★

This episode zooms out to the organizational level, examining how the function of the Guide creates the infrastructure for accessibility, risk management, and systemic health within a Lodge or any complex group.High-Value Quotables[00:11] "The guide at a systemic level is the definition of on-ramps and accessibility." [01:39] "The on-ramps and off-ramps between these functions, between these people, between organizations is all part of the domain of the guide." [02:33] "The guide is that measurement function that says, 'Hey, these systems that are our intention, I'm noticing that this one's starting to kind of run in the red.'" [03:23] "Without being able to look at an organization from that guide perspective, that ego-free analysis and awareness perspective... you effectively can't lead." The Core Concept: Architecture of AccessibilityAt a systemic level, the Guide is responsible for creating "on-ramps"—opportunities for everyone to engage with the work on equal footing, regardless of their background or specific capabilities. This role functions as an ego-free analytical tool that monitors the health and capacity of the entire "machine".Key Takeaways:Defining On-Ramps: Ensuring that talent and insight aren't "locked behind different abilities," such as language barriers or cultural accents.The Measurement Function: Monitoring organizational "load" to identify when a process is "running in the red" and needs to be dialed back.Ego-Free Leadership: True systemic leadership is the ability to look at an organization's capacity relative to its environment and obstacles without personal bias.Knowing the Equipment: Effective systemic guidance is like a skilled driver knowing the exact dimensions of their vehicle to navigate narrow clearances at speed.Enabling the Impossible: When organizational systems are fluid and well-guided, groups of men can achieve objectives that seem otherwise impossible.Reflection Question:Where in your organization is a "PhD-level scholar" being left by the wayside simply because there isn't an accessible on-ramp for their specific perspective?  Thanks to our monthly supporters Tim Dedman Jorge ★ Support this podcast on Patreon ★

This episode explores the guide role in the context of our relationships, focusing on how to support others through adversity without overstepping or "lifting the stone" for them.High-Value Quotables[00:46] "As a guide, [you must] hyper focus on the people that you are trying to help." [01:58] "One moment of careful noticing someone else's needs relative to the adversities that they're facing can be the life-saving or life-changing moment that a good guide is capable of." [02:43] "You cannot do the work for someone else. You can help them make the work manageable. You can give them the emotional support required... but you cannot lift the stone for them." [04:22] "That spotlight, that attention, is all in a very almost socratic kind of way where you ask the right questions so that the solutions emerge." The Core Concept: Nurturing Growth through AdversityRelational guiding is the act of noticing the specific needs and comfort levels of others to help them navigate challenging or "risky" situations. It requires dropping the ego to ensure the "spotlight" remains entirely on the person being guided rather than the guide themselves.Key Takeaways:Empathy and Risk Tolerance: A guide must recognize that every individual has a different comfort level and personal risk tolerance.The "Gym" Philosophy: You can encourage someone to take on bigger challenges, but you can't "go to the gym and lift the weights" on their behalf.Creating Safety: Meaningful guiding provides the emotional support and trust necessary for an individual to take risks themselves.Socratic Architecture: A good guide "architects solutions" by asking the right questions, allowing the student to discover their own strength and agility.Lifelong Bonds: These collaborative experiences of shared risk and mentoring are where true fraternity and robust relationships emerge.Reflection Question:When was the last time you "lifted the stone" for someone when you should have been helping them find the strength to lift it themselves? Thanks to our monthly supporters Tim Dedman Jorge ★ Support this podcast on Patreon ★

This episode shifts the lens inward, exploring how the function of the Guide can be applied to our own internal "headspace" to navigate personal struggles and behavioral changes.High-Value Quotables[01:00] "When we talk about the guide, we're talking for ourselves about extending that care and concern to note well when we are stumbling and struggling and alter our path." [01:30] "The guide is not an education role... The guide's responsibility is essentially to notice the situation, evaluate the path you're taking... and know whether or not those are helping you achieve your objectives." [03:13] "The guide really does not offer a meaningful judgment. That function just evaluates the situation. It is like an awareness function." [04:13] "Conduct a little bit of like a risk analysis, like, 'Hey, am I doing something right now that represents a high risk behavior? And will that undermine my objectives long-term?'" The Core Concept: Internalized AwarenessGuiding yourself involves using the "Guide function" to observe your own choices and behaviors that may seem mysterious or even unhealthy. It is not about harsh self-discipline or "smacking the donut out of your hand," but rather about observing when a strategy isn't working and compassionate course correction.Key Takeaways:Care and Concern: Extending the same empathy we show a Brother in the Lodge to our own mental and emotional struggles.Awareness without Judgment: The Guide acts as an observer that evaluates a situation objectively rather than providing moral judgment.Evaluating Alternatives: Observing if a current path aligns with your long-term objectives and adjusting the "course of travel" to match.Internal Risk Analysis: Recognizing high-risk behaviors and understanding their potential to undermine your personal growth.Reflection Question:In what area of your life could you benefit from being a "compassionate observer" rather than a "harsh judge"?  Thanks to our monthly supporters Tim Dedman Jorge ★ Support this podcast on Patreon ★

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 ToneThe 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 Tim Dedman Jorge ★ Support this podcast on Patreon ★

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 TakeawaysSocial 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/yaVOZ7nLa1QCreators & Guests Brian Mattocks - Host ★ Support this podcast on Patreon ★ Click here to view the episode transcript. Thanks to our monthly supporters Tim Dedman Jorge

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 TakeawaysAll 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/yaVOZ7nLa1QCreators & Guests Brian Mattocks - Host ★ Support this podcast on Patreon ★ Click here to view the episode transcript. Thanks to our monthly supporters Tim Dedman Jorge

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 TakeawaysRelational 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/yaVOZ7nLa1QCreators & Guests Brian Mattocks - Host ★ Support this podcast on Patreon ★ Click here to view the episode transcript. Thanks to our monthly supporters Tim Dedman Jorge

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 TakeawaysThe 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/yaVOZ7nLa1QCreators & Guests Brian Mattocks - Host   ★ Support this podcast on Patreon ★   Click here to view the episode transcript. Thanks to our monthly supporters Tim Dedman Jorge

This episode introduces the Junior Warden by examining the role’s responsibility for managing rest and refreshment, capacity, and continuity of effort. The Junior Warden is framed as the function that monitors whether work can continue at a productive level or whether it’s time to pause in order to preserve performance.🔑 Key TakeawaysThe Junior Warden oversees rest and refreshment, not just breaks.Capacity is evaluated across emotional, cognitive, and physical domains.Continuity of effort matters more than momentary output.Timing and pacing are core responsibilities of the role.The Junior Warden manages the “vibe” of the room or system.💬 Featured Quotes“So this week we're going to be talking about the junior warden and it makes sense to start with the junior warden in what the role of the junior warden is in a lodge.” (0:00–0:07)“The junior warden oversees the rest and refreshment period of a lodge meeting.” (0:13–0:22)“It is managing timing.” (0:22–0:25)“It speaks to all of the needs of the workmen relative to exertion and replenishment.” (0:29–0:41)“There is a continuity of effort that the junior warden should be observing and managing.” (0:41–0:49)“Basically on vibes, right?” (0:54–0:57)“Are you burnt out?” (0:57–0:59)“Do you have any resources left?” (1:04–1:09)“Do you have enough left in the tank to continue work at peak performance?” (1:14–1:22)“If the answer is no, the junior warden is essentially the person who's going to evaluate and in a lot of ways arbitrate that work.” (1:22–1:35)“When the lodge is in the care of the junior warden, people can step out of line for work, but we can't add new workmen.” (1:48–1:57)“The junior warden is really responsible for the vibe, the vibe check.” (2:38–2:43)Learn more about interoception here: https://youtu.be/yaVOZ7nLa1QCreators & Guests Brian Mattocks - Host ★ Support this podcast on Patreon ★ Click here to view the episode transcript. Thanks to our monthly supporters Tim Dedman Jorge

This episode integrates the Senior Warden function through personal and practical examples that show what happens when closure is insufficient or avoided. The focus is on preparing for the close before work begins, and on how poor closure disrupts transitions in families, relationships, and life stages.🔑 Key TakeawaysClosure failures create difficulty for whatever comes next.Commencement without adequate preparation leaves people unready.Unclear intent at the start undermines the ability to close cleanly.Many interactions are experience-driven, not task-driven.Avoiding closure shifts the burden to others and damages trust.💬 Featured Quotes“We’re wrapping up this week on the senior warden conversation with some real challenges that I’ve experienced personally with the idea of closure.” (0:00–0:07)“That closure part of the conversation, if not done well, essentially creates a real difficulty for the next generation to start or the next phase to start.” (1:00–1:08)“In situations where I have not been clear about what I want going in, the relationships don’t close the way they’re supposed to.” (1:16–1:24)“How do we know that we’ve had a good experience or how do we know the work is done, you never get to it.” (1:45–1:51)“On the back end of it, I just kind of felt listless and frustrated.” (1:54–2:01)“If you can prepare for the close before you start, that’s the best.” (2:09–2:17)“Try and come up with a definition of what it is that you were trying to accomplish.” (2:24–2:28)“A lot of the way we interact is experience driven.” (2:39–2:41)“Think about the experience you were trying to create and were you able to create that experience?” (2:41–2:46)“A lot of guys get this wrong… in the dating context.” (3:02–3:12)“They’ll just kind of fade out and ghost.” (3:18–3:25)“That’s awful for everyone because you don’t get that strong sense of closure.” (3:25–3:32)“Helping yourself figure out how to close could be a good next step for you moving forward.” (4:09–4:19)Creators & Guests Brian Mattocks - Host ★ Support this podcast on Patreon ★ Click here to view the episode transcript. Thanks to our monthly supporters Tim Dedman Jorge