SynerVision Leadership Foundation UPDATES FEBRUARY 2024 by dunworth

UPDATES FEBRUARY ‘24

Y P P A H S ’ T N E D I S E PR Y A D THE OFFICIAL SYNERVISION LEADERSHIP FOUNDATION

Vol. IV ISSUE 2//UPDATES FEB. '24

Integrating strategy into performance with seamless systems and proprietary tools. SynerVision Leadership Foundation provides a pathway of enlightened engagement for organizations seeking transformation. We assist nonprofits, congregations, and communities seeking ways to serve well and respond to the tide of global change who feel lost, uncertain, battered, and dispirited. These seekers look with dismay at the unproductive previous attempts they have made at organizational change and improvement. Consultants, seminars and books have promised much to these searching communities and delivered little more than reworked methods from times now long past. Indeed, we are in a time when methods and manuals, quick fixes and weekend seminars do not provide lasting transformation.

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FROM THE PUBLISHER I think February is for Lovers!

In the kaleidoscope of time, February has emerged as a canvas painted with the vibrant hues of love. From ancient pagan fertility rituals to commemorating St. Valentine's sacrifice, the month unfolds a tapestry of affectionate acts that transcend time and cultures. This essay delves into the rich history and contemporary expressions of love in February, exploring the intertwining threads that connect ancient traditions, historical events, and cultural celebrations. Ancient Pagan Traditions: Centuries ago, February was intricately woven into the fabric of ancient pagan fertility festivals. These celebrations, rooted in the belief in nature's cycles and renewal, often included rituals symbolizing purification and fertility. Among these practices was the custom of stripping naked newlywed women and then whipping them as an act believed to purify them for the sacred journey of child conception. Despite the unconventional methods, the underlying essence was love and a deep connection to the life cycle. St. Valentine's Sacrifice: The most iconic symbol of love in February is undoubtedly St. Valentine, a martyr who faced execution for performing marriages against the Roman Emperor's decree. Despite the grim circumstances surrounding his legacy, St. Valentine's commitment to love and the union of couples became a beacon that has endured through the ages. His sacrifice is a testament to love's profound impact on individuals and society, even in the face of adversity. African American Heritage Month: February also serves as a poignant reminder of love within the African American community, as it is designated as African American Heritage Month. This celebration not only honors the struggles and achievements of African Americans throughout history but also underscores the resilience and love that has fueled their journey. Acts of love within this context encompass unity, cultural pride, and the ongoing pursuit of equality and justice.

IN THIS ISSUE REVERSE PARADIGMS – SCRIPT VS. STORY.....................4 TRANSFORMATIONAL LEADERSHIP.................................5

ON THE LIGHTER SIDE...................6 MISSED ANY EPISODES OF NONPROFIT EXCHANGE...............9 THE JOURNEY. ONWARD IT GOES ((ON AFRICAN AMERICAN HERITAGE MONTH)....................................10 GUIDING TEAMS THROUGH UNCERTAINTY:...........................11 SUPERCHARGE YOUR BRAIN:.......................................13 REFRAMING LEADERSHIP: LEADING IS PROFIT....................14 CONNECTING IN THE DIGITAL AGE: .................................................18 LAMPOONING THE FEAR OF SUCCESS...................................19 THE TRUE STORY OF ST VALENTINE, HIS LEGEND AND LEGACY OF LOVE.........................................27 HUGH'S FAVORITE RECIPES........31

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Reverse Paradigms – Script vs. Story by Hugh Ballou

CEO Space SNAP: Super Networking Accelerated Potential The SNAP is a great networking tool created by Berny Dohrman and Bob Proctor 25 years ago to empower people to connect with more people in less time. It’s basically a modified elevator speech in that it’s short, precise, to the point, and powerful. Within the highly refined and specific culture of CEO Space, it’s a way for other participants to know how to help you, refer you, or respond in some other way to fill the gaps in your process of developing your enterprise. Presenting the SNAP is also rehearsal. It’s an opportunity to rehearse a presentation over and over and test the response in realtime. The desired response is for others to give you a “See Me” card with their contact information and a note on how they can help with your request. The system is good, although the skill of the participants is not always consistent. A SNAP is a presentation. Leaders are influencers. Presenting is influence. We influence others to respond to our call to action. We MUST define WHAT we want people to do with highly specific and compelling language. The basic flaw is that we recite a script rather than tell a story. People respond to a story if they see themselves as involved in the story or its emotion.

continued on page 5

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continued from page 4 The SNAP

Storytelling is an art as well as a skill. The skill improves with rehearsal. The story improves with the artistry of presentation. A leader is, first and foremost, a person of influence. We must first define the following to be a successful influencer: Who We Want to Influence: Define your target market or you risk not having any market. El Mondo is everybody, which equates to nobody. You can pick your niche and pitch that niche. What We Want Them To Do: The weakest part of the SNAPs I hear is the call-to-action. We MUST tell the listener what we want them to do. It’s that simple, however simple is complex to create. Have your coach help with this one. Why They Should Care: As Simon Sinek shares in his book Start with Why, people will only care about what once they know why. This is a critical paradigm to master and, again, a complex one to create. Our Passion: Be in touch with your passion for your presentation. Keep the image of your love in your spirit, and it will be present in your story. Words don’t fully influence you without the injection of your passion. The Relationship: Communication is facilitated by relationships. Please remember that you have and are in a relationship with the person you are presenting to. If you don’t care about them, then why should they care about you? If you aren’t getting the desired response, then look at yourself. Are you reciting an ineffective script, or are you skillfully presenting by using the artistry of storytelling? By the way, the best stories are short. Hugh Ballou The Transformational Leadership Strategist TM Subscribe to The Transformational Leadership Strategist by Email (c) 2018 Hugh Ballou. All rights reserved.

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On the Lighter Side Q: Why don’t Chimpanzees play UNO out in the jungle? A: There are too many cheetahs.

Q: Where did George Washington purchase his hatchet? A: At a chopping mall.

Q: What kind of tea did the American colonists want? A: Libertea

Q: What would George Washington be if he were alive today? A: A very, very old man.

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Finally, brothers and sisters, whatever is true, whatever is noble, whatever is right, whatever is pure, whatever is lovely, whatever is admirable—if anything is excellent or praiseworthy—think about such things. – Philippians 4:8 Henri Nouwen has influenced my thinking. Transformational Leadership is about selftransformation as well as self-development. What you put in your mind… What feeds your thoughts… What music (etc.) you listen to… Forms who you are. We eat daily to sustain our bodies… What other daily routines are important? I trained for a half-marathon. I needed a daily routine. It was important to train my body every day. I committed to a minimum daily requirement so I could meet my goals. If I didn’t feel like it, I did it anyway. The discipline of the daily routine is essential to success. There is value in a daily spiritual discipline, as well. Transformational Leadership begins with selftransformation. I read short articles, chapters, blog posts, and email messages from thought leaders whom I respect. It helps me stay focused on my personal discipline and personal growth. continued on page 8

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continued from page 7 Transformational Leadership

Here are some of my daily readings: Richard Rohr: https://cac.org Seth Godin: http://sethgodin.typepad.com/ Henri Nouwen: Bread for the Journey John Heider: The Tao of Leadership Roberta Gilbert: Extraordinary Relationships (and several others) The Daily Lectionary (different from the Common Lectionary for Sundays and Holy days) This random selection from my other resource list This seems like I’m spending a lot of time on unproductive activities every day, however, I find the time spent provides me with focus and inspiration for my day. The result is that I am much more productive. I still run weekly and spend time reading and writing. Writing this blog and making it into a podcast helps me clarify my thoughts and develop new programs.

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Managing Your Brain for Fundraising Success

Missed Any Episodes?

You Can’t Change What You Tolerate

Flipping Our Mindset Regarding Inclusion from Obligation to Opportunity Love Heals: The Amazing Power of Love

"Literature adds to reality, it does not simply describe it. It enriches the necessary competencies that daily life requires and provides; and in this respect, it irrigates the deserts that our lives have already become." C. S. LEWIS

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The Journey. Onward it Goes by David J Dunworth (AI Assisted) on African American Heritage Month

In the shadows of history, a tale unfolds, Of trials and tribulations, of stories untold. A journey through time, through struggles profound, Black History Month, a heartbeat resound.

From the chains of oppression, voices arose, Whispers of resilience, defiance in prose. Through the darkest of nights, a resilient spark, A quest for justice, leaving an indelible mark. In the fields, on the streets, where the weary feet trod, The echoes of struggle, the yearning for God. From the roots of resilience, a mighty tree grew, Branches intertwined, creating a view. Through the torment, the anguish, emerged a song, A melody of freedom, where the spirit belonged. Harriet's whispers in the Underground's embrace, Guiding the oppressed to a liberated space. Martin stood tall, on a mountaintop high, Dreaming of a day when equality would fly. Rosa, a symbol, seated in her might, Refusing to yield, birthing a civil rights fight. Through Selma's march and Freedom's call, A rising tide of change, breaking down the wall. Leaders and heroes, faces unknown, In each beating heart, a strength brightly shown. In classrooms and courts, in science and art, Black brilliance shines, a testament, a part. From Maya's wisdom to Barack's ascent, A legacy of triumph, against all torment. Black History Month, a reminder profound, Of resilience, courage, where strength is found. Through trials and tribulations, we stand tall, For the journey's not over, but we'll conquer all. So, let the narrative unfold, the stories be told, Of the triumphs and struggles, of silver and gold. In unity, we rise, with courage ablaze, A tapestry of history, through triumphant days.

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"Guiding Teams Through Uncertainty: The Art of Honest Leadership" by David J Dunworth

Navigating the complex terrain of an unpredictable future is a universal challenge that resonates with all individuals. The inherent stress and anxiety accompanying uncertainty are emotions that leaders must grapple with, mainly when tasked with maintaining a culture of transparency and honesty within their teams. Striking a delicate balance between exuding confidence and acknowledging the unknowns is imperative to avoid the perception of being disingenuous or manipulative in our communications. In my exploration of effective leadership during uncertain times, I have discovered a structured approach akin to a six-part recipe, which serves as a guiding framework for fostering open communication within a team. Firstly, the importance of conveying the current state of affairs without sugarcoating or shielding becomes evident. The emphasis lies on presenting an accurate account of the situation, devoid of filters and rooted in facts based on available information. This unapologetically honest approach establishes a trustworthy relationship between leaders and team members. Equally significant is the acknowledgment of the unknowns. Leaders must engage in open discussions about the uncertainties, dispelling concerns about withholding critical information. This deliberate transparency fosters trust and encourages a culture of openness within the team. continued on page 12

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continued from page 11 Guiding Teams Through Uncertainty

As we advance into the future, my commitment as a leader is to share information promptly. Despite practical constraints that may arise, expressing a steadfast commitment to communication serves to build confidence and assurance among team members. This commitment becomes a cornerstone in establishing a culture of reliability and dependability within the team. To prevent the paralyzing effects of uncertainty, leaders must proactively provide clear directions for action. Offering tangible steps helps alleviate anxiety among team members, enabling them to focus on aspects within their control. This proactive approach transforms uncertainty into an opportunity for collective growth and progress. In times of uncertainty, creating a space for questions becomes pivotal. While leaders may not possess all the answers, encouraging team members to express concerns and explore uncertainties collectively fosters a sense of community and shared responsibility. This collaborative atmosphere contributes to the team's resilience to ambiguity. Expressing gratitude for the team's confidence and trust is a formality and a powerful tool in reinforcing openness. By acknowledging the team's attention and belief, leaders solidify the commitment to honesty and transparency, creating a positive feedback loop that strengthens the team's cohesiveness. Navigating uncertainty is undoubtedly challenging, yet leaders who choose open communication are rewarded with increased credibility and trust. These uncomfortable moments become transformative opportunities for leaders to make a lasting positive impact, guiding their teams through the intricate challenges of an uncertain future. As we embrace this dynamic journey, the commitment to honesty, transparency, and collaboration emerges as the guiding principles that lead to success in uncertainty.

PUBLISHER’S NOTE CONTINUED...

Presidents' Day: Even Presidents' Day, a seemingly unrelated observance, carries a subtle undertone of love. As the nation commemorates its leaders, the day becomes an expression of civic love—a collective acknowledgment of the individuals who have shaped the nation's destiny. Love for country, democracy, and the principles that bind a diverse populace together find resonance in the observance of Presidents' Day. Contemporary Acts of Love: In the present, February is a canvas for acts of love in various forms. From romantic gestures between partners to acts of kindness within communities, the month encourages expressions of love beyond Valentine's Day's traditional confines. Acts of love now encompass philanthropy, volunteerism, and advocacy for social justice, reflecting a broader understanding of love's transformative power. Conclusion: As we navigate the pages of history and witness the diverse celebrations in the present, it becomes evident that February is, indeed, supposed to be about love. Whether rooted in ancient rituals, symbolized by St. Valentine's sacrifice, celebrated within cultural heritage, or expressed through civic pride, the month invites us to embrace love in its myriad forms. In all its complexity, February stands as a testament to the enduring, universal, and ever-evolving nature of love. THE OFFICIAL SYNERVISION LEADERSHIP FOUNDATION 12 VOL.IV ISSUE 2//UPDATES FEB.'24

"Supercharge Your Brain: Unleashing the Ultimate Brain Party! by David J Dunworth

Get ready for an exhilarating brain boost as we explore some seriously cool strategies to keep your noggin in top-notch shape! First off, let's dive into the groove with a brainboosting dance party! Pump up the jams and get moving for just 30 minutes a day. This isn't just about flexing your muscles; it's a power-up for your brain, slowing down aging and keeping your mental game strong. Exercise is your ultimate brain booster – think of it as a superhero cape for your mind! Now, onto a lifelong learning adventure – channel your inner kid, stay curious, and

explore everything in sight. Learning isn't confined to school; it's a brain workout that keeps the good stuff flowing. It's like building your superhero shield against the ticking clock. Stay curious, stay young! Next on our brain-boosting extravaganza – relationships! Forget ordinary bonds; we're talking turbocharged, feel-good connections that light up your world. Being socially connected isn't just heartwarming; it's a feast for your brain, providing emotional support and mental stimulation. It's like hitting the gym with your soulmate – a two-for-one deal for a happy heart and a sharp mind! Have you ever tried meditation? It's not just about finding your Zen; it's your golden ticket to longer telomeres – those magical protectors at the end of your chromosomes linked to living your best life. Less stress, longer telomeres, and more years to rock on! Now, let's talk TV – our favorite binge-worthy pastime. But remember, moderation is the secret sauce. Too much screen time, especially those never-ending streaming marathons, can put your brain on the fast track to decline. Mix in brain-engaging activities with your favorite shows for the ultimate mental cocktail! And what's on your plate? Turn your meals into a brain buffet! Dive into those greens, especially the dark, leafy ones – like confetti for your brain. Don't forget the brain fuel – omega-3 fatty acids from fish oil. It's a feast for your mind, literally! Could you let me know if you are feeling inspired yet? Let me hit you with I'll be sure tootivation. Have you ever heard of Peter Drucker? This legend wrote more books after turning 60 than most of us will in a lifetime. That's the power of an active and engaged mind – the secret sauce for a blockbuster life! In essence, staying active, curious, socially connected, finding your Zen, balancing screen time, and eating well – it's the ultimate brain party! Consider it an investment in your future self, ensuring a brain that stays as sharp as your favorite superhero's wit. So, let's turn up the volume, hit the extended dance floor of life, and keep that brain of yours shining bright! THE OFFICIAL SYNERVISION LEADERSHIP FOUNDATION

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Reframing Leadership: Leading is Profit There is more than one way to define profit from my perspective. We can’t ignore the financial definition, however. This podcast is about redefining leadership as a pathway to profit. by Hugh Ballou

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Orchestrating Success is Born Welcome to Orchestrating Success: Converting Passions to Profits, Session 1. This is my brand-new podcast. The recurring themes that have come up over my 30+ years of working with leaders leading businesses, churches, synagogues, charities, and organizations are themes that I will weave through this podcast over the different sessions. I have already interviewed some great people with some powerful wisdom. In the next series of podcasts, I will uncover my four universal principles that will make you a better leader no matter where you are leading and my five pillars of success: one, two, three, four, five; here is my pathway to success. I meet leaders doing all kinds of different things. I go to events. I keynote at meetings, conferences, workshops, symposiums, and summits. I meet people at various gatherings where they share information and improve their future. I commend people for studying. Many times, people come looking for the secrets outside of themselves. They are looking for secrets to come from someone else when, in fact, the secrets are inside. Some of the secrets inside are the secrets that are holding us back. The barriers we create to success often are those we hold inside us. They are those harmful scripts, things we have been compromised with over the years, things we don’t know about ourselves. There are the mistakes that we’ve made. It’s time to forgive ourselves and let go of those mistakes. Say, “It’s time to let go. I have done the best I can.” Those mistakes have been reframed from mistakes and redefined as learning opportunities. I have had many, many, many learning opportunities.

Redefining Leadership This foundational podcast is about equipping the self, unbinding the self, releasing the barriers, and discovering what is holding us back. It is the shadow that is inside of us that repels money, repels team members, and repels customers when we want to attract those. Those are the people we need because we have something they need. I don’t know about you, but I listen to many podcasts. I learn lots of things from many people. Many people are very successful, and many of these successful people have a niche. This is what I do. I have been bombarded with people selling me, “This is the program that is going to make you rich.” Yes, we do need to make money. It’s not about the money; it’s about me making a difference in people’s lives and building a sustainable profit and income for myself and my business. We need to make money to ensure we achieve the vision and mission we see clearly in our minds. Over this series of podcasts, we will look at some of these shadows, these barriers, these fears, and obstacles holding us back. Let’s define the life we want, then create the enterprise to support continued on page 16

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continued from page 15 Reframing Leadership

the life we desire. When I meet people at different gatherings, they have great ideas, and out of every 100 people who have a great idea, only three people will do something about it and follow through. Of those three people doing something about it, 90% will fail because they have yet to work on their skills. One of the people I read and listen to is John Maxwell. John Maxwell talks about the different laws of success. One of those is the Law of the Lid. It says that the organization we are leading can only develop as far as our ability to lead. I tell people that, and I talk about the Dun & Bradstreet study that says 90% of businesses fail because the leaders can’t lead the company. People nod at me, tell me it’s interesting information, but it doesn’t apply to them, and move on, trying to invent the future without the skillet. The 10/90 rule is: The knowledge, skills, programs, services, and systems that we have, teach, and offer are 10% of our business. The other 90% are things we don’t know we need. It resembles an iceberg. We see 10% of the iceberg above the water, and the 90% below the water holds up the 10%. I equate this to trying to fly a plane without taking flying lessons or having a pilot’s license. Without the proper lessons, we wouldn’t dream of flying an airplane, especially with passengers. I meet people who say, “Okay, I know this, I know this. What do I do?” I say, “I will help equip you for success; we call it leadership.” I have gotten the response, “I have read the books. I don’t need that.” I have watched some of those people who gave me that response stuck in the same place years later as they were when we first talked. I would challenge the assumption, “Okay, I can figure it out as I go.” We are social entrepreneurs. We are making a difference in the world. We have a vision and mission to impact people’s lives, and that vision and mission deserve to create it. We are, however, not in a sprint race; we are in a marathon. It is essential to train for the marathon because we want to make it to the finish line. It is insufficient to say, “Oh, I just ran.” But we like to push it to the finish line. It is not essential to me to be first; it is important to me that I get there, and I want to get there knowing that I have not destroyed my body. I have trained for this marathon. Yet we want to run a business or start a charity, and we don’t think we need to consider the systems, structures, and skills we would need. What are we thinking? I am going to invent it. I have infinite time and resources and an abundance of money, and I will waste it all and see if I can get there. Well, guess what? The most successful people I know have coaches. The most successful people I know study their craft. They study how to get there. If you think about your favorite sports figure, actor, or musician, everyone works with someone to stay at the top of their game. continued on page 20

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“Unveiling the Blueprint for Effective Habit Development" By David J Dunworth Once a leader undertakes a new direction, regimen, or conduct, they must concurrently cultivate the discipline required to sustain that commitment through repetitive action. The consistent repetition forges both the physical and intellectual memory essential for transforming noble intentions into enduring habits. However, maintaining the newly adopted behavior through repetition is a challenge far more formidable than it may appear. Resisting the influence of entrenched norms, wholeheartedly embracing the potential of a novel pattern, and persevering against the myriad reasons to abandon the effort demand considerable willpower. Individuals exhibit varying levels of willpower, signifying differences in their capacity for selfdiscipline to surmount the obstacles obstructing change. Holding oneself accountable to a desired change and tapping into any available willpower reserves constitutes the essence of habit formation. The question then arises: how does one cultivate more willpower? An enduring solution, tested by time, involves enlisting the support of an accountability partner. An accountability partner, orally pursuing self-discipline, is privileged to your commitment and commits themselves to ensure adherence. They seek permission to push, prod, and persistently remind you, serving as a means to facilitate your goal attainment. This companion actively checks progress, shows up consistently, and reminds you of your commitments. Often, they engage in parallel efforts, striving to develop the same habit alongside you. An accountability partner provides the crucial impetus to summon the willpower to persevere during potential surrender or waning effort. Their contribution proves invaluable, making habitbuilding more manageable and gratifying. In optimal scenarios, reciprocation occurs, with you offering the same support for their pursuit of a newfound habit. The effectiveness of establishing a new habit frequently hinges on the presence of such a partner. An accountability partner can be the differentiating factor for habits characterized by inherent difficulty. This underscores the importance of selecting the right or the best partner for this role. Depending on the nature of the behavior, it may be prudent to turn to a spouse, coach, colleague, or friend to assume this role. The paramount criterion is to choose an individual with whom you have trust and who will faithfully uphold the mutual commitment to holding you accountable. This chosen partner should not entertain excuses and must resist any inclination to allow you to relinquish your efforts without a determined struggle. continued on page 18

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continued from page 17 Unveiling the Blueprint

The most effective partnerships involve establishing specific tasks and goals and providing unwavering support and motivation, particularly when commitment to the behavior or routine falters. These allies consistently show up, offering moral support through observation and feedback, always delivered constructively and reassuringly —hence the apt designation of "buddies."

Connecting in the Digital Age: Are We Losing the Art of Real Talk? Hey there, folks! Let's chat about something on my mind lately – how we connect in this crazy digital age. This line of thought came about from a response to a mass communication on WhatsApp I sent to my “peeps” on the ground in Uganda. I recently returned from two months of “in the bush” working on humanitarian projects. Surprisingly, I received a phone call at the airport, readying myself to board the 28-hour flight home.

The call came from a colleague at a university in western Uganda, and it was pretty wise on her part. “All this texting has become so impersonal,” she said. “It’s time we started talking to people again, instead of this impersonal, getting it done now and moving on stuff.” I thought she was 100 percent correct, thus this quick blurb. continued on page 23

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“Lampooning the Fear of Success" by Arti Fishial

In leadership and performance, where serious As individuals stand on the precipice of discussions often dominate, let's take a accomplishment, they might entertain the whimsical detour into the world of the fear of notion that they're unworthy or undeserving of success. Move over, fear of failure – there's a more success. Cue the dramatic music and the new kid on the block, and it's not afraid to existential crisis: "Can I handle sustained wear mismatched socks to the pinnacle of success, or will I crumble under the weight of my achievement. achievements?" It's not just a reluctance to Forget celebrating accomplishments; let's talk succeed; it's an anxiety-inducing melodrama about the dread that success might increase about the potential consequences of having your expectations and scrutiny and potentially force cake and eating it, too. you into a snazzy suit of responsibility. The fear Facing the fear of success isn't just about deep of success, a less-discussed phenomenon, is breaths and positive affirmations; it's a fulllike the unexpected guest at a party – you blown performance. Watch as individuals didn't invite it, but here it is, ready to dampen expertly execute self-sabotaging maneuvers: the mood with its existential dread. procrastination, avoiding opportunities like

continued on page 22

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continued from page 16 Redefining Leadership

We want to define leadership in these fluffy, ethereal, esoteric terms. I would instead get down to brass tacks. Let me give you my three benchmarks of leadership. A leader is 1) a person who gets things done. A leader is 2) a person who knows how things get done. A leader is 3) a person of influence. People have said to me over the years, “You are a conductor. I know conductors are dictators.” Well, if you have a little white stick, it doesn’t mean you can make anybody do anything. You can, however, influence them. I was lucky to hire some of the great players from some of the foremost orchestras and do some guest conducting in Europe. Some great musicians were sitting in the chairs around me. I would get on the podium, and these are union musicians. They are getting paid for a union gig. You have two hours, you have to be done, and they are leaving, or you are paying them overtime. It is a very high-functioning culture, and they are daring you as the leader to empower them. They want to be challenged. They like to be questioned or want to show up and play the notes. You have paid them for two hours. They will play the notes and leave. Or we can inspire them to excellence. I had yet to find any group that did not have a passion for excellence. They wanted me to excite the desire to influence them and shape the process. I heard a piece of music in my life, and it was okay. I listened to the same piece of music by a different orchestra with a different conductor, which was stunning. It was exciting. The difference was the leader. I worked with lots of various companies, and there is a difference in the culture. The culture reflects the leader. I also find many leaders blame others for things continued on page 21

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continued from page 20 Redefining Leadership

that doesn’t happen. They blame their board and staff, and some even blame their customers. If an orchestra or a choir does not perform up to standard, the first thing the conductor does is look in the mirror. There is a famous saying, “What they see is what you get” in music. In non-musical leadership, the culture reflects the leader: what they see, experience, and learn from the leader is what they will reflect back.

I have experienced leaders who are burned out and complain about others in the culture not doing what is expected of them, yet when I probe more profoundly, I find that the same leader is doing everything. I ask this leader, “What is the incentive for others to do things if you do it all?” That is an Aha moment for a lot of leaders. That is called over-functioning. The interchange for over-functioning is under-functioning. So, leaders set up problems. When we have an under-functioning team, it is time to review how we trained them to treat us, how we trained them to perform in the culture, and how we have created the standard of low performance. It’s good to set the goals. It’s good to be transparent about the goals.

I represent the integration of strategy and performance. When the conductor steps on the podium, we have a musical score. It is a piece of paper with dots. Our job is to transform those dots into this glorious music the audience hears at a concert. There is work to that. This paper will sit on a desk or a music stand, making no sound. We must integrate that strategy, which is a piece of paper, into Transparency, by the way, is a very high leadership skill. Transparency is about being performance. clear on what you do and don’t do. My friend Cal All of the choir and orchestra musicians have Turner went to his team at Dollar General and their own parts. They know precisely what said, “My dad founded this company. I have this they are supposed to do. Yet I find leaders in job of CEO and president because of my genes. major companies that don’t have a strategy or I’m chairman and president of this company, and a plan. They say, “I have it all in my head. I can I have a vision of us going public. You have the tell people what I’m thinking.” Well, it’s mass skills. We need to work together. If you want to confusion because nobody knows exactly be successful, let’s take this company public.” what’s going on, and it’s an insecurity of a Everybody on his team stepped up, and they leader not to be transparent and write down took the company public. Everybody was wildly the goals. successful. They later sold the company for a lot I say to leaders: If you have a goal and it’s not of money, and it became very successful. written down, it’s not a goal. It’s a dream. It’s a fantasy. It is not going to happen. Writing the Cal told me, “Hugh, leadership is about defining goal down is a commitment. It’s a your gaps and then finding competent people to commitment to success. Sharing the goal with fill those gaps. I needed to be transparent with your team, mastermind group, mentors, and those people that I didn’t have the skills, and accountability partners is a commitment to they did.” He continued, “If I had pretended to success. It is also a pathway for the leader to develop the collaborative synergy of getting continued on page 24 referrals. THE OFFICIAL SYNERVISION LEADERSHIP FOUNDATION

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continued from page 19 Lampooning Fear of Success

they're hot potatoes, turning down chances to compete with the cool kids. Because nothing says "I'm not afraid of success," like dodging it all together, right? While the fear of failure gets its fair share of the limelight, our parody suggests that the fear of success is the real diva of the stage – equally potent, if not more destructive. Forget stumbling; the absolute nightmare is admitting that success comes with a side dish of pressure, and it's not the kind you can buy in a fancy restaurant. So, as we playfully dance around the conventional wisdom surrounding the fear of success, let's remember to embrace our inner clowns. Success, after all, is not just a severe affair but an opportunity for a grand spectacle. Let's throw on our jester hats, acknowledge that expectations are the confetti of triumph, and take a positive and proactive approach to achieve our highest potential – all while ensuring our comedic timing is spot on. Because in the end, it's not about succumbing to the fear of success; it's about realizing it's just another act in the circus of life.

PUBLISHER‘S NOTE: I took a flyer at an opportunity to have a bit of creative fun and see how many I could entertain without any work of my own. Well, a tiny bit of work. I noticed a piece in my inbox speaking about the fear of failure and thought I would enlist ChatGPT to create an alternative piece. Viola! I added the graphics, and touched up the grammar, but here you go; a 100% original piece of content worthy of publication. Tell me it’s not good. I dare you.

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continued from page 18 Connecting in the Digital Age:

Being a leader has always meant tackling the challenge of communication. We've all been there, waiting for the right moment to share our thoughts. But now, there's a more significant issue on the block: the shift in how we have genuine conversations. Back in the day, my morning routine included tuning in to this talk-show radio station during the school run. It used to be all about people calling in and sharing their thoughts on hot topics. But hold up, things have changed. Instead of phone-ins, we've got voice notes, group texts, and 6-second video clips taking over. Sure, they're efficient, but it's becoming a parade of monologues. In days gone by, people throw in their opinions, and the DJ drops their two cents in response, often wrapping it all up with the final word. Now it’s just blah, blah, blah, and we move on. How one-way! The relaxed vibe of real conversation seems to be fading, replaced by this sequence of backto-back monologues. You send in your viewpoint, the DJ throws in their perspective, and that's it. Concerning, right? We're losing the depth of engagement and accountability for our opinions –like what we see on social media. Even at work, we've ditched those good old phone calls. It's all about trading emails, texts, or voice notes to get things done or "discuss" an idea. And friendships? Well, those heart-toheart talks are turning into recorded monologues. Blame it on lockdowns, social distancing, and mask-wearing – they're making this shift even more intense. Now, this quote I stumbled upon on Twitter got me thinking: "Are we in danger of devaluing all human interaction into this form of monologue?" It's a real head-scratcher. It makes you wonder about the evolution of communication in this digital jungle. How can we keep the magic of a good conversation alive? In a world where easy wins over the connection, let's figure out how to boost our communication methods, not break down the true essence of talking it out. What do you think, folks? Let's keep the chat flowing!

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continued from page 21 Redefining Leadership

have those skills, they would know better and say, ‘Aha! I am going to prove it to him. I am going to show him.’” They created a culture of collaboration because Cal Turner invited them into that space. I remember one of the power leaders I coached on process and culture development and leadership. We are finishing a call, and this person said, “I have to go to my team now. There are some things that I don’t do well. What do I tell them?” I said, “Why don’t you tell them?” There was silence, and he said, “I can’t tell them that I have weaknesses.” I paused and responded, “And you think they don’t already know?” He said, “Thank you,” and hung up. On next week’s call, I came on the call, and he said, “You know what? I told people that these are things I don’t do well. Everyone filled up the space and said, ‘I can do that. I can do that.’” So I told him the story of Cal Turner and defining gaps. Leadership is defining our gaps. It is finding what we do and we must do, and we do that well, and finding other people to fill the gaps. Leadership is not about strengths and weaknesses but skills and gaps. We should be doing what only we can do and getting the other things off our plate. Leadership is getting things done. Everybody has ideas about what ought to be. 3% will do something. That is the law of averages. I remember hearing Jim Rohn in person. He gives these stunning principles. He says, “Only 3% of you will do it. Why? It’s the law of averages.”

In this first podcast, I would encourage you to consider your goals. What are your goals for your life? Write them down. Bob Proctor is famous for saying, “Write down 101 goals.” I say great. But write them down on index cards. Sit down at your dining room table. Get a fine marker, and write your goals down. Write as many as you can think about. By the way, what I have learned from studying the writings of Napoleon Hill is that the successful leaders he interviewed could see the future, define it in full detail, and then imagine and define it as already having happened. We write our goals in the present tense and define them as already happening. Then, we work backward for the process to get there. Define your goals in specific, measurable, present-tense, powerful language. I have $1,500,000 from sales of products and services in the year 2020. 2020. That is a specific, quantifiable outcome defined in the present tense. My company delivers products and services to people in 83 countries. I have a staff of 900 people who work with clients intensely every day, 24 hours a day, with somebody in every time zone in the world. Those are specific, measurable goals. First, write your goals for yourself. What does your life look like five years from now? Here is your assignment. Get some index cards, get a marker, sit at your dining room table, and imagine the future. This is called future visioning. Write down as many goals for your life as you can think of. Then, move the goals around and begin to cluster them.

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continued on page 25

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continued from page 24 Redefining Leadership

I am willing to bet that there is a financial track if you cluster all the ones about money. There are goals for systems. How do we live? What is a family like? What does our life look like? Do we take vacations? Do we work? Do we play? All of these are about how we function. The other ones might be about skills. What do we need to grow in ourselves? That is an example. Once you do that, you probably will end up with three or four categories. One might be physically fit, running a marathon, and here are the goals around being physically fit, nutritionally fit, losing weight, building muscle, being healthy, and being disease-free. You may have three or four categories. Four is the maximum, and three is ideal. If we have too many goals, we will lose control of them. Therefore, put them in a track, put them in sequence in the track, and then commit them to paper. Sleep on it, and come back. For every category, write a header that is the ultimate goal of where you will be. After you complete those, that is the five-year target. Only after you have done what your life looks like, make sure that you put the measures of satisfaction in there. What does success look like? What does satisfaction look like for you? How much is enough? How much is too much? Then, you do the same exercise for the enterprise that you lead. You might have a napkin idea. You might have been in business for years. You might be compromised in the income that you want to receive. It’s time to change that. Unlock that barrier. Remove that obstacle. Begin by envisioning the future for this business, this charity, and the religious institution you lead. Sit down and write as many goals for the future. Cluster them. I am pretty sure you will come up with a category of financial and a category of organization. What does the company or nonprofit look like? How many people? What are the systems?—and one of the products, services, programs, and offerings. Group them. Please put them in sequence. Commit them to paper. Sleep on it. Come back. Create a header for each category. This is what it looks like at the end of five years. After sleeping on it, you can decide if you are too tame or bold. Make sure that you have been bold enough. Make sure that you have created the measure of satisfaction. Now, look at your personal goals and your business goals. This enterprise you are starting will provide the life you have defined. Make sure that you are going into this in alignment. You will not create an enterprise that will consume you and destroy your quality of life. Goals written down are the primary starting point. Then, we will come back and write our vision and our mission. What is our vision and mission personally? What is our vision and mission for the enterprise? We will cover that in a different podcast. But first, let’s do this future visioning. Define what the future looks like because our thinking defines our results continued on page 26

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continued from page 25 Redefining Leadership

When Napoleon Hill interviewed Andrew Carnegie, Carnegie told him, “Any idea that is held in mind and emphasized, either feared or revered, will begin at once to manifest itself into the most convenient and appropriate physical form available.” That is powerful. He wrote it down. Napoleon Hill interviewed these great people: Emerson, Edison, Ford, Wanamaker, Woolworths, five presidents, and more. He interviewed successful people and created the laws of success. In chapter two, he summarizes the strategy he encourages people to read daily: 1) All people have a definiteness of purpose. They were apparent, and they could articulate the future. 2) They brought good to the world. They brought value to people. 3) They surrounded themselves with very competent people. We indeed become like the people who we hang around. If you want to be broke, hang around broke people. If you like to be successful, hang around successful people. Associate with those who will lift you up and put you in a different space. You will become like them, and you will support them. Keep the future in mind. The last of those principles is 4) Have a positive mental attitude. These successful people had a positive mental attitude. They knew what the future was and did not consider failure an option. Be the best leader you can be, no matter what you are doing. Leadership is the pathway to profit. We have infinite passion. It does no good if we don’t implement it. People have written many strategies, and those strategies become written documents that sit on desks. A friend of mine calls it credenza-ware. Remember, leaders are three things. 1) Leaders get things done. 2) This is an elusive piece for a lot of people. Leaders figure out how things get done. That is the secret. We must learn that. 3) We must become a person of influence. We attract people, not the people we need, as James Allen says, but we attract people like us. It is essential to attract the people who are going to empower us. Know what you want. Articulate your goals, and you will start moving right away toward those goals. You will begin attracting people that will bring you value. This is Hugh Ballou. Orchestrating success is about converting passion into profit. I’ll see you again on next week’s podcast.

The Gospel is not about being nice; it is about being honest and just, and the world doesn’t like those two things very much. Our job is to learn how to be honest, but with love and respect. Dr. Martin Luther King, Jr. taught us that before we go out to witness for justice, we have to make sure that we can love and respect those with whom we disagree. - Richard Rohr THE OFFICIAL SYNERVISION LEADERSHIP FOUNDATION

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The true story of St Valentine, his legend and legacy of love Courtesy: Country Life February 13, 2023 Whatever the truth of the real St Valentine, the middle of February has been a favourite time for lovers since records began. We take a look at the curious history of St Valentine, and how an ancient martyr came to be remembered as a champion of romantic love. In modern times, St Valentine’s Day is more closely associated with cards, chocolates and commercial gain, but it has not always been the case. Although the story of the saint and the origins of the feast day are clouded by myth, February 14 has long been celebrated as the day of lovers. The earliest version of the story dates back to ancient Rome and the pagan festival of Lupercalia. Shepherds outside the city walls waged a constant battle against hungry wolves

Saint Valentine, depicted in an 1853 engraving by Cibera. Credit: Alamy

and prayed to the god Lupercus to watch over their flocks. Every year in February, the Romans would repay the god’s vigilance with a festival, which doubled as a celebration of fertility and the onset of Spring. Newlywed women would be whipped by februa (strips of goat skin and the derivation of our word February) to purify their bodies in preparation for childbirth. One of the highlights of Lupercalia came on February 14 with an erotic tribute to Juno Februata, the goddess of feverish love (the equivalent of Cilla Black). The names of maidens were drawn at random by young men and the resultant couple would become partners at the feast and even for life. The festival was extremely popular and lasted for centuries. After Constantine had christianised Rome, the Church tried to clamp down on pagan activities and Lupercalia, with its lurid temptations, was an obvious target. Pope Galasius, in the 5th Century, needed to find a suitable replacement for the wolf god Lupercus and chose a bishop who had been martyred 200 years previously: Valentine.

“The bishop was executed on February 14…. On the eve of his death, he sent a passionate letter to his beloved, signed simply ‘your Valentine’.” continued on page 28 THE OFFICIAL SYNERVISION LEADERSHIP FOUNDATION

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continued from page 27 The True Story of St. Valentine

The emperor Aurelius had imprisoned Valentine in 272 AD for continuing to marry Christian soldiers, despite royal decree (Aurelius needed them to fight his wars). In prison, the bishop cured his jailer’s daughter of blindness and the pair fell head over heels in love (quite literally ‘love at first sight’.) Ultimately, their desires were frustrated as the bishop was executed on February 14 the following year. On the eve of his death, the condemned man sent a passionate letter to his beloved, signed simply ‘your Valentine’. Whatever the truth, the intention of the Church to curb Lupercalia only served to extend the tradition of celebrating true love in the middle of February and any later attempts to take away the romantic angle proved unsuccessful. It was the mediaeval English who would take the saint’s day to a new level and guaranteed its future. One theory is that the word ‘valentine’ comes from the Normanga latin, meaning gallant or lover of women, which further enriched the romance of Valentine’s Day. (According to etymologists, the letters v and g were once used interchangeably.) Young ladies in England would write the names of prospective lovers on slips of paper, before rolling them in clay and placing them in a bowl of water. Whichever name rose to the surface first, would be their Valentine. In Scotland, names were drawn from a hat three times and if the same name appeared each time then marriage would follow. Of course, it was possible to increase your chances of finding the right name. The name of your Valentine was then worn on your sleeve for the remainder of the day. It was not just a day for humans, either. In the Middle Ages, it was believed that birds chose their partners on St Valentine’s Day and poets often rejoiced in the link between lovebirds and lovers. According to the historian Peggy Robbins, many superstitions were related to birds seen by maidens on Valentine’s Day. If she saw a blackbird, she would marry a clergyman; a goldfinch, a millionaire; a redbreast, a sailor; a crossbill, a quarrelsome man. A wryneck would condemn the poor lady to the fate of an old maid. To improve their chances of finding true love, single girls could run round a church twelve times without stopping; lay bay leaves sprinkled in rosewater on their pillow; or even eat a hard-boiled egg at midnight, shell and all. A lady approaching old-maid status was advised to try all of the above. The popular act of handing a red rose to your lover was made famous by Robert Burns’ poem ‘My love is like a red red rose’ although the Scot, who was well-versed in the ways of love, was not talking about Valentine’s Day. Indeed, true lovers will wear the yellow crocus over their heart, in dedication to St Valentine. It is thought he once drew two strangers together with a single crocus and they never parted again.

Roses such as Constance Spry - -David Austin’s first-ever “English” rose Have long been the flower of choice for Valentine’s Day. Picture: Charles Quest-Ritson. THE OFFICIAL SYNERVISION LEADERSHIP FOUNDATION

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Yellow Crocus The Other Flower of Love The Europeans are not the only ones to celebrate love, fertility and purification at this time of year. Since 767 BC, the Japanese city of Inazawa has held the Shintu ritual Hadaka Matsuri, the Naked Festival, in February to purify its people for the year ahead. It is a great honour to be chosen as the naked man, but he has his work cut out. He is shaved from head to toe and sent to the Kounomiya

Shrine at the other end of the city. But 9,000 sweaty men in loin-clothes try to stop him, as each competes to touch and grab the naked man. In doing so he will absorb their bad luck and evil deeds. When the naked man does finally arrive at the shrine, having endured a whole day at the mercy of the crowd, he is dressed in robes and chased out of the town to rid the town of all its evil. Further west, on February 15 this year, (the first Full Moon of the Chinese New Year) young couples in Hong Kong will meet to celebrate Yuen Siu, the Spring Lantern Festival. Everyone holds lanterns to avoid being snatched by ghosts and spirits swooping down and snatching them away. The lanterns carry riddles and sweet nothings, similar to Valentine messages, and the young men and women play games to find out who will be their partner. In the past, it was the one day of the year when a woman could come out, with a chaperone, and be seen by eligible men. In the days when women’s feet were bound, it was often the one time when she could appear in public with unbound feet. On the other side of the world, in the island paradise of Tahiti, the Love Marathon is run every year on the Ile de Moorea. One thousand athletes race round crystal blue lagoons and tropical forests, receiving pineapples, papayas, mangos and coconuts en route to speed their way. That evening the party begins and with the sweet scent of the tiare flower in the air, Vahinedancers, wearing the traditionalmore (grass skirts) and cache-titi (strategically-placed coconuts) sway to the beat of Tahitian drums. The legacy of St Valentine has survived long after his death. There was such an uproar over his execution among the Christian community in Rome, that the authorities had to bury his body quickly to avoid a riot. But three of his followers found his body and took him to Terni in Umbria, where he is perfectly embalmed in the Basilico de S Valentino. Young lovers still travel to the tomb to ask his blessing and the city throws a month long festival in his honour every year in February. Nowadays, his memory has been hijacked by card sharks and florists, but the ancient tradition of proclaiming love on February 14 remains. This article was first published in Country Life in 2004. THE OFFICIAL SYNERVISION LEADERSHIP FOUNDATION

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Finding Prayer Prayer is not a transaction that somehow pleases God but a transformation of the consciousness of the one doing the praying. Prayer is the awakening of an inner dialogue that, from God’s side, has never ceased. When we put on a different mind, heaven takes care of itself. In fact, it begins now. If we resort too exclusively to verbal, wordy prayers, we’ll remain stuck in our rational, dualistic minds and will not experience deep change at the level of consciousness. Prayer is sitting in the silence until it silences us, choosing gratitude until we are grateful, and praising God until we ourselves are an act of praise. - Richard Rohr

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Hugh’s Favorite Recipes: Butternut Squash Soup* RECIPE PREP Servings: 8 Prep Time: 10 Minutes Crock Pot: 3-4 Hours Cook Time: 25 Minutes Total Time: 35 Minutes

INGREDIENTS I butternut squash Salt & Pepper

Butternut Squash Soup

16 oz Chicken or Veggie Broth Unsalted Veggies: carrots, ginger, garlic, small onion, celery, potato

DIRECTIONS 1. Cook squash in a crock pot with 1/2 cup water on high for 3-4 hours or longer 2. Slice in half 3. Remove seeds with a spoon 4. Scoop out cooked meat with a spoon 5. Sauté veggies: carrots, ginger, garlic, small onion, celery, potato, until soft 6. Put squash into veggies 7. Add broth to cover 8. Boil until cooked to 20+ minutes 9. Blend with an immersion blender 10. Season with S & P to taste 11. Add a touch of red pepper flakes

NOTES Potential add-ons: Curry Powder, Nutmeg, more Ginger, Cinnamon, Apple, Lentils Garnishes: pumpkin seeds, pumpkin seed oil, scallions, croutons, parsley, cilantro *This recipe is from my wife, Leigh Anne Taylor

HUGH BALLOU: hughballou.com THE OFFICIAL SYNERVISION LEADERSHIP FOUNDATION

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