Masonic Leadership in Crisis: The Tyre Strategy | Macoy Archive Bridge

Editor’s Note: In our chronological journey through Robert Macoy’s 1874 book The Knights Templars, we have reached a critical tipping point. This blog/video serves as a bridge between the end of Part Second—the disastrous Battle of Hattin—and the beginning of Part Third, where the fragments of a broken Kingdom had to decide whether to surrender or stand.

We’re also stepping outside the standard chapter markers because there are some real-life leadership lessons found in what Macoy called the 'liminal space' between defeat and regrouping."  In today’s business speak, it is the space between a start-up and a pivot.  For Freemasons who use the progressive line for lodge officers, it is a lesson on how to maintain consistent lodge performance while helping a poor performing Worshipful Master.

 

Today, we are looking at the era surrounding the First Crusade (A.D. 1095) and the leadership crisis that caused and followed the Battle of Hattin (A.D. 1187).

The Historical Setting

You don’t have to, but we would recommend you look at the previous blogs/videos to get caught up on why the Knights Templars went to the Holy Land and why they succeeded. We have included a brief Historical Setting to get you caught up.

In the High Middle Ages, a deep-seated "Theory of Oriental Pilgrimage" took hold of Europe. Macoy writes that around A.D. 1064, the persecution reached a fever pitch, noting that pilgrims were "exposed to every species of insult and tyranny" by the Saracens. This set the stage for the First Crusade in 1095, ignited by the "agonizing descriptions" of Peter the Hermit which "set the heart of Europe on fire."

By the end of the First Crusade in 1099, the Christians had established their headquarters in the Mosque el-Aksa, identifying it as the site of Solomon's Temple. However, a century later in 1187, internal bickering and weak leadership led to defeat of the Knights Templars and the Hospitallers at  the Battle of Hattin.


Following this defeat, King Guy and Grand Master Riderfort were captured. Macoy describes the King as "irresolute" and giving "contradictory commands," leaving the forces "paralyzed for want of a leader." While the central leadership crumbled, a small group of defenders at the city of Tyre—led by Conrad of Montferrat—who defined their fort by fighting back their adversaries.  When the King and Grand Master, after their defeat to Saladin at Hattin and their forced Oath to leave the Holy Land they arrived at the Fort of Tyre.  Conrad and his men however, refused to let the failing King inside their gates. They instead chose to control their own destiny.


Lessons to learn from the Knights Templars defeat and the Fort at Tyre.


3 Historical Claims: When the "Kingdom" Fails

  1. The "Imbecile" at the Top: Macoy doesn't mince words, describing the King of Jerusalem as "imbecile" and "irresolute," leaving the Templars "paralyzed for want of a leader."
  2. The Forced Oath Dilemma: King Guy and the Grand Master were forced to swear an oath to Saladin to abandon the Holy Land. Macoy notes they eventually broke this oath to regroup, proving that a leader's prior mistakes don't have to define their next move.
  3. The Independent Stronghold (Tyre): While the central leadership crumbled, the city of Tyre held firm. They refused the failing King and Queen at their gates, choosing to manage their own defense and destiny.

3 Actions to Inculcate: How to Work With a Bad Boss

  1. Build Your Own "Tyre": If your "King" (the boss) is making contradictory commands, focus on your specific "department." Secure your area of responsibility so tightly that it becomes an independent stronghold of results that cannot be ignored.
  2. The "Forced Oath" Pivot: If you've been led into a bad commitment or a failing project, take responsibility and pivot. Like the Templars who regrouped at Acre, your duty is to the mission (the "Order"), not to a previous mistake.
  3. Refuse the "Cynical Employee" Path: It is easy to blame the leader and stop working. Chivalry demands the "body-bending toil" of the siege. Do the work that makes your department look good—even if it makes your "dumb" boss look good—because you are building your own "Mastery of the Order."

The "Tyre" Strategy: Leading Your Lodge from the Line

In many Masonic Lodges, the "Progressive Line" can sometimes place a brother in the East who lacks the necessary vision. Just as the defenders of Tyre protected their city, you can protect your Lodge’s "stronghold" from the middle of the line:

  1. Recruit for Quality, Not Just Vacancy: The Kingdom fell because it was "paralyzed for want of a leader." Don't treat the Junior Deacon chair as a participation trophy. Identify a brother with verified leadership qualities to start the journey. You are "fortifying the walls" years before they reach the East.
  2. Weaponize Your Committees (The Conrad Strategy): Conrad didn't wait for the King to save Tyre; he organized his own "stronghold." If your Master is struggling, the strength of the Lodge is found in its committees. Get experienced Past Masters to head up critical areas—Meals, Travel, and Charity. Success then becomes independent of the Master’s personal limitations.
  3. Build the "Officer-Past Master" Council: Macoy emphasizes that the Orders were best when their glory "shone with undivided light." Ensure your Master holds monthly officer meetings and explicitly invites Past Masters. This creates a "Master's Council" that acts as a rudder to help him stay on course.

Watch the video of this blog post here

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