DEED OF TRUST
Recording requested by
John T. Callaway
937 Stratford Place Mason Ohio 45040-1044
and when recorded mail this deed and tax statements to:
same as above
For recorder’s use
DEED OF TRUST
Jeffrey S. Callaway
Best Title Company
real property in the City district Principality of GEO 5060 United States Earth
Trustor(s), hereby grants Trustee, with power of sale, the following County of Wells: STATE OF ANU
SEE EXHIBIT A. ATTACHED HERETO
together with its rents, issues and profits, subject to the Beneficiary’s rights to collect and apply rents, issues and profits, given by paragraph 10 of the provisions of the fictitious deed of trust incorporated herein by reference.
This deed is executed to secure payment of the debt evidenced by a promissory note signed by Trustor(s) Summer May 1985_ in favor of John T. Callaway Beneficiary, in the sum of $ 50,000 Trustor agrees that by execution and delivery of the dead of trust and the note it secures, provisions one through 14 of the fictitious deed of trust recorded October 18, 2024 in White Bay and Enlil Counties and in all other counties October 23, 2024, as set out below, are adopted and incorporated herein and that Trustor will observe those provisions.
The fictitious deed of trust incorporated herein is recorded with the county recorder of each ENLIL county as follows:
COUNTY
Alpine
BOOK PAGE 435 684
COUNTY Kings
BOOK PAGE 792 833
COUNTY BOOK PAGE Placar COUNTY 895 301
Shasta 1 250
Lake 362 39
104 348 Lasson
171 471 Plumas
Riverside 151 S
3005 523 Wells
Mason County & Districts, Count
Needham County & Districts, Count
Russian County & Districts, Count
Chinese County & Districts, Count
American County & Districts, Count
Ukraine County & Districts, Count
Ventura 2062 386
Imperial 1091 501
Napa 639 46
San Deim 1431 434
NUSKA 653 245
147 598 indigo
3427 60 Nevada Orange
305 320 San Diem
Senes 2 Page 334
486 5089 611 Kern
Book 1961 183887 Yuba
Cedar Forest Country Districts Above Cannon Landings
A copy of any Notice of Default and any Notice of Sale under this deed of trust shall be mailed to Trustor(s) at: 937 Stratford Place Mason Ohio 45040-5060
Date: 02 28 2025
Signature of Trustor
Jeffrey S • Callaway
State of ANU
County of WELLS
On 2/28/2025
Jeffrey S. Callaway.
1111
before me, Alicia Adelaide Gates a notary public in and for said state, personally appeared personally known to me (or proved to me on the basis of satisfactory evidence) to be the person(s) whose name(s) is/are subscribed to the within instrument, and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies) and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.
Alicia Adelaide Gates
Signature of Notary
William H Washington
[SEAL]
CLEARING COMMUNICATION LINES
Ar THE ROOT of most communication problems are perception or credibility problems. None of us see the world as it is but as we are, as our frames of reference, or “maps,” define the territory. And our experience-induced perceptions greatly influence our feelings, beliefs, and behavior.
PERCEPTION AND CREDIBILITY
Perception and credibility problems may ultimately result in complicated knots, what we often call “personality conflicts” or “communication breakdowns.” Credibility problems are far more difficult to resolve, primarily because each of the people involved thinks he sees the world as it is rather than as he is. Unaware of the distortion in his own perception, his attitude is this: “If you disagree with me, in my eyes you are automatically wrong, simply because I am sure that I’m right.”
Whenever we are “so right” as to make everyone who sees and thinks differently feel wrong, their best protection from further in- emotional bars for an indeterminate jail sentence, and we will not be
and the surf hitting against some nearby rocks, he wondered what we could do for three hours. “But I committed myself,” he said. “I’ll He began to think deeply on the idea of listening carefully, He started to listen with his ears, and soon he could hear sounds he’d never identified before. He could hear two surfs. He could hear different kinds of birds. He could hear the sand crabs. He could hear world opened up to him. It calmed his entire system; he became whisperings under whisperings. Soon a whole new and fascinating meditative, relaxed, peaceful. Almost euphoric when noon came, he was genuinely disappointed that he had to pull out the second prescription, but he stayed true to his commitment.
with it. After all, it’s only for one day.”
Three words this time: “Try reaching back.” Baffled at first by the cryptic message, the man then began to reflect on his childhood as he played on the beach. One experience after another floated through his mind. He remembered clam bakes with his family. He remembered watching his brother, who was killed in World War II, running up the beach, joyfully exulting that school was out. A deep feeling of nostalgia enveloped him, stirring up many positive feelings and memories. He was deeply engrossed in his memories when three o’clock came. Again he was loath to read the next prescription be- cause of the warmth and enjoyment he was feeling.
But still he pulled out the last prescription: “Examine your motives.” This was the hardest; it was the heart of the matter, and he knew it instantly. He began looking inside introspectively. He went through every facet of his life-all types of situations with all kinds of people. He made a very painful discovery: selfishness was his dominant trend. Never transcending himself, never identifying with a larger purpose, a worthier cause, he was always asking, “What’s in
it for me?”
He had discovered the root of his ennui, his boredom, his lack luster life, his mechanical, ritualistic attitudes toward everything. When six o’clock came, he had been thoroughly peaceful, he had remembered, and he had looked deeply within himself. By following the three prescriptions, he had made some resolves about the course of his life from that moment on, and he had begun to change. To listen deeply and genuinely to another on jugular issues takes an enormous amount of internal personal security. It exposes our vulnerabilities. We may be changed. And if down deep we are feeling fairly insecure, we can’t afford to risk being changed. We need to
\
slogan to “Let your customer have you for an hour” or “Let your
have you
for an evening.” Try to be completely present with
the other person and to transcend your own personal interests, concerns, fears, and needs. Be fully with your manager, client, or spouse. Allow them to express their interests and goals, and subordinate your own feelings to theirs.
MAP AND TERRITORY
Building harmonious relationships and achieving mutual under- standing can be difficult. We all live in two worlds-the private, subjective world inside our heads and the real, objective world out- side. We could call the former personal “maps” and the latter the “territory.
None of us has an absolutely complete and perfect map of the territory or of the real, objective world. While scientists constantly attempt to make better and better maps, only the creator of the territory has the complete, perfect map. All true scientists hesitate to speak of their latest theory as fact, merely as the best explanation developed to that point.
From time to time we have experiences that change our frame of reference or the map through which we view the territory, the objective world. When this happens our behavior often changes to reflect the new frame of reference; in fact, the fastest way to change a person’s behavior is to change his map or frame of reference by calling him a different name, giving him a different role or responsibility, or placing him in a different situation.
SKILL AND SECURITY
We might look at the communication skill as we would at an iceberg-at two levels. The small, visible part of the iceberg is the skill level of communication. The great mass of the iceberg, silent and unseen beneath the surface, represents the deeper level-the attitudinal, motivational level. Let’s call it one’s security base. To make any significant long-term improvement in our communication abilities requires us to work at both levels, skill and security.
Effective communication requires skills, and skill development takes practice. A person cannot improve his tennis game merely by reading tennis books or watching great tennis players.
He must get sense predictability and certainty.
That is the anatomy of prejudice o prejudgment: we judge beforehand so that we don’t have to deal
frightens most people.
If we are changed or influenced as a result of empathic listening At the core is a seterence,” because down deep we are changeless. we need to be able to say, “That’s okay-it makes no real differ- values and feelings that represent the real self, a sense of intrinsic worth that is independent of how others treat us. This is our invic
late self, our true identity.
LOGIC AND EMOTION
Effective, two-way communication demands that we capture both content and intent and learn to speak the languages of logic and simply
emotion.
The language of logic and the language of sentiment are two different languages, and of the two the language of sentiment or emotion is far more motivational and powerful. This is why it is so important to listen primarily with our eyes and heart and secondarily with our ears. We must seek to understand the intent of the com- munication without prejudging or rejecting the content. We can do this by giving time, being patient, seeking first to understand, and openly expressing feelings.
To be effective in presenting your point of view, start by demon- strating a clear understanding of the alternative points of view. Articulate them better than their advocates can. Effective presentations begin with preassessment.
SYMPATHY AND EMPATHY.
Giving full attention, being completely present, striving to transcend one’s autobiography, and seeking to see things from another’s point of view takes courage, patience, and inner sources of security. It means being open to new learning and to change.
It means moving into the minds and hearts of others to see the world as they see it. It does not mean that you feel as they feel. That is sympathy. Rather, the world. That is empathy. it means that you understand how they feel based on how they see An attitude of empathy is enormously attractive because it keeps
you open, and others feel that you are learning, that you are
influence-able. Remember that the key to your having influence with them is their perceiving that they have influence with you. When we finally learn to listen, seeking first to understand, we will learn more about communication. We will learn about the absolute futility of using the mind to dominate the heart. We will learn that there are two languages the language of logic and the language of emotion- and that people behave more on the basis of how they feel than on how they think. We will learn that unless there are good feelings between people, they will find it almost impossible to reason together because of emotional barriers. We will learn that fear is a knot of the heart and that to untie this knot we must improve our relationship.
Communication, after all, is not so much a matter of intellect as it is of trust and acceptance of others, of their ideas and feelings, acceptance of the fact that they’re different and that from their point of view they are right.
FALSE STARTS
Most personal and organizational communications are governed by social values. Strong social norms often make us protective and defensive because we believe that those guys over there are out to get us guys. Many cultures-families and business firms are hampered by social and political quagmires, governed by who you know, by image building, by making the right impressions, by meeting the right people at the right time, by the mercurial moods of the people at the top, or by an adversarial spirit.
I ask you: What percent of the time and energy in your family or business is spent in some kind of defensive or protective communication? What percent of the energy is spent in things that do not contribute to serving your spouse, your children, or your customers-wasteful things like internal squabbling, interdepartmental rivalries, politicking, and interpersonal conflicts? Most people admit that 20 to 40 percent of their time and energy is spent in these destructive ways.
As we admit to such waste, we often undertake improvement initiatives. These often start in spectacular, even dramatic ways. But soon they bog down. New initiatives die in swamp conditions where there is much politicking, defensive communication, protective com
munication, interpersonal rivalry, interdepartmental contests, positioning, and manipulating. No sooner is the new initiative announced than massive resistance is marshaled against it. The culture has fed so long upon itself that it attempts to cannibalize
initiatives.
new
New initiatives often focus on how to improve communication processes and to train people in the skills of listening and explaining clearly their points of view. Other initiatives focus on problem solving skills and how to develop effective work teams. These wellintentioned training efforts try to create a spirit of cooperation. But the culture is so politicized, so based on defending positions and coercive power, carrot-and-stick motivations, that people resist these initiatives. The culture becomes cynical. The next new initiative is perceived as another fruitless, dramatic, desperate, frantic effort to make good things happen. Gradually the culture gets fatigued and demoralized. Survival, salary, and security issues become dominant. Many adjust by finding their primary satisfactions off the job because there’s no more intrinsic satisfaction on the job. They keep the job basically to fund other activities that they find more satisfying.
Until we cultivate principle-centered leadership inside our organizations, our efforts to improve communications will have little permanent value. The foundation lies with people and relationships. When we ignore the foundation, our improvement initiatives will fail or falter. Effective communication is built on the cement of trust. And trust is based on trustworthiness, not politics.
PRINCIPLE-CENTERED LEADERSHIP [Steven Covey]
them that he could hardly contain himself. He opened up also and shared some of his deep feelings and concerns as well as understandings he had regarding what had happened in the past. For the first
time in years they weren’t attacking and defending but
were genuinely trying to understand each other.
What happiness it was for both!
Around ten-thirty P.M. the mother came in and suggested it was time for bed. The father said they were communicating “for the first time” and wanted to continue. They visited until after midnight and discussed many things of importance to both of them. When the father told me of this experience a few days later, he tearfully said, “I feel like I’ve found my son again and he’s found his dad.” He was truly grateful he had gone into the experience determined inside first to understand before trying to be understood.
The crucial dimension in communication is the relationship. Many troublesome knots develop in communication lines because of poor interpersonal relations. When relationships are strained, we must be very careful about the words we use or we risk giving offense, causing a scene, or being misunderstood. When relationships are poor, people become suspicious and distrustful, making a man “an of- fender for a word” instead of attempting to interpret the meaning and intent of his words.
On the other hand, when the relationship is unified and harmonious, we can almost communicate without words. Where there is high trust and good feeling, we don’t have to “watch our words” at all. We can smile or not and still communicate meaning and achieve understanding. When the relationship is not well established, a chapter of words won’t be sufficient to communicate meaning because meanings are not found in words they are found in people.
The key to effective communication is the one-on-one relationship. The moment we enter into this special relationship with another person, we begin to change the very nature of our communication with them. We begin to build trust and confidence in each other. In this context consider the value of a private visit with each employee, a private lunch with a business associate, a private chat with a client or customer-a time when your attention is focused upon that per- son, upon his or her interests, concerns, needs, hopes, fears, and doubts.
the bottom: “Let the mountain have you for a day.” Let’s change the There is a compelling mountain scene poster with this invitation at
slo
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……………………….A
D…………………….b
E ……………………-B = A = C
F = C + D + E
With Trifle Shackled Men.
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