Tuesday, October 6, 2026

The Next 100 Starts Now: Lindsey Graves Leads Lincoln Rotary Forward

Lindsey Graves, Rotary President, and Stacy Rea Thomas, Past President, Soroptimist International of Lincoln 2024–2026 Coffee Conversation

For more than a century, the Rotary Club of Lincoln has been part of the fabric of this community. Now, as the club looks toward what comes next, President Lindsey Graves is asking members to think beyond the milestone.

Her theme is both a celebration and a challenge:

The Next 100 Starts Now
Honoring Our Legacy. Building Our Future.

For Graves, the next century of Rotary is not simply about continuing what has always been done. It is about strengthening relationships, creating meaningful opportunities for members to serve, and getting out into the community to ask an important question:

How can we help?

“Community doesn’t happen automatically,” Graves said. “We create it by showing up for each other.”

That philosophy reflects both her personal story and the path that brought her to Rotary.

From Volunteer to President

Graves is a wife and mother of two, daughter Ava and son Dillon, and has a professional background in project and program management. Her husband, Josh, has been a Rotarian for 18 years and is now President Elect, but Lindsey’s own path into Rotary developed through service.

She had already spent years volunteering, including work supporting domestic violence programs and shelters. When she became involved with Lincoln Rotary, she started where many volunteers do: she found a place where she could help.

She worked on the club’s website. Then fundraising. Then another opportunity came along.

And another.

Graves did not join Rotary intending to become its president. Her leadership journey developed much more organically. She kept saying yes. Yes to serving. Yes to taking responsibility. Yes to helping where she was needed. And eventually, yes to leading.

What kept drawing her in was the welcoming feeling she found within Rotary and the realization that the organization could turn a desire to help into tangible action.

That might mean distributing food at The Salt Mine. It could be placing a bicycle into the hands of a child, supporting Stand Up Placer, or simply asking what other organization in the community needs Rotary’s help.

Graves remembers hearing one particular story that transformed her passion for people into a desire for action. It reinforced something she now brings to her presidency: caring about people matters, but meaningful change happens when that caring moves us to do something.

Relationships Before Projects

Graves participated in the Leadership Lincoln Class of 2025–2026, an experience that reinforced for her the importance of relationships in building a strong community.

That lesson now shapes one of her priorities for Rotary.

Get into the community. Build relationships. Listen. Then determine how Rotary can help.

It is also reflected in another message guiding her leadership:

Connecting Hearts. Igniting Change.

For Graves, those ideas belong together.

“We can create change,” she said. “We can truly ignite change by connecting our hearts.”

And change, she believes, often begins with individual acts.

Hand a hot dog to a hungry child. Give a child a new bicycle. Pack food for a family. Support another nonprofit doing important work.

Those are the moments when Graves wants members to understand the significance of belonging to Rotary.

This happened because I am a Rotarian.

Making Membership Meaningful

With approximately 70 members, Lincoln Rotary is a strong club, but Graves is clear that the door is open. New members are welcome, and building membership is an important part of preparing for the next 100 years.

Her goal, however, is not growth simply for the sake of numbers.

She wants members to feel valued, connected and invested.

“When you belong to a service club, you want to know your time and talents are making a meaningful contribution,” she explained.

One way Lincoln Rotary is doing that is by strengthening the experience for new members. New Rotarians move through a mentor program as they progress from a red badge to a blue badge. As part of that journey, members learn about Rotary, become involved in service and begin developing what Graves calls their own Rotarian story.

New members also have an opportunity to select a service project they would like to see supported, giving them an early voice in how Rotary makes an impact.

It is a deliberate approach designed to move people from simply joining an organization to feeling that they belong to it.

A Different Kind of Rotary Meeting

That same philosophy is changing how members spend their time together.

Rather than structuring every Thursday gathering in exactly the same way, the club now creates different opportunities throughout the month.

Two meetings each month feature speakers. The second Thursday includes an evening mixer, creating a more social opportunity to build relationships and hear from local voices. A fourth meeting may become a business and committee work session or a hands on service day, such as working on Rotary’s Adopt a Road commitment along Lincoln Boulevard.

The idea is straightforward: Rotary should not only talk about service. Members should have opportunities to actually do it.

Membership dues support the administrative operation of the club, while Rotary’s larger structure also provides opportunities to pursue regional grants that can multiply the impact of local efforts.

Service From Lincoln to the World

The scope of Rotary service stretches from Lincoln neighborhoods to communities around the world.

Locally, members support organizations and projects addressing food insecurity, children, families and community needs. Through World Community Service, Lincoln Rotary supports initiatives such as ShelterBox and Rotary’s longstanding international effort to eradicate polio.

Youth are also an important part of the club’s future.

Interact programs at Lincoln High School and Twelve Bridges High School give students opportunities to experience service and leadership themselves. Graves hopes to strengthen connections between the high school clubs as they help deliver One Day, 100 Ways, Rotary’s community wide service effort in April.

The club’s major fundraising events also make much of that service possible. Tour de Lincoln returns October 17, followed by Lincoln Wine Fest on April 24.

Behind all of it is an organizational structure that keeps service moving. Lincoln Rotary’s board includes leadership for fundraising and community service, youth service, administrative services, world community service, membership and the Rotary Foundation, along with the President, President Elect and Past President.

Honoring the Past While Building What Comes Next

Lincoln Rotary’s history runs deep.

The club has met at the Woman’s Club of Lincoln throughout its existence, a tradition connecting generations of Rotarians. Even Rotary’s familiar wheel is rooted in its early connection to business and professional life.

But Rotary itself has evolved.

Women began joining Rotary clubs in the United States in the late 1980s, with Rotary International formally opening membership to women worldwide in 1989. In Lincoln, Kris Wyatt became the club’s first female president, helping pave the way for women like Graves to lead today.

That combination of history and evolution may be the best way to understand Graves’ vision for the future.

The traditions matter. The history matters. But organizations remain relevant when they continue asking what their communities need now.

After 100 years, Lincoln Rotary is still asking that question.

And under Lindsey Graves’ leadership, the answer begins not with a fundraiser, a committee or even a project.

It begins with a relationship.

Show up. Listen. Connect. Find out where you can help. Then do something.

Because, as Graves sees it, community is something we create together.

One relationship. One bicycle. One meal. One project. One act of service at a time.

The first 100 years created a legacy.

The Next 100 Starts Now.

//End

Monday, October 5, 2026

Coach Them. Don’t Carry Them.



Being helpful and being responsible for someone else's responsibilities are not the same thing.

That's a boundary many high performers struggle with.

A coworker misses a deadline.

    You jump in.

Someone forgets an important task.

    You take care of it.

A teammate drops the ball.

    You pick it up because you know the work still has to get done.

Once?

That's teamwork.

But when it happens over and over again, something changes.

Their responsibility quietly becomes yours.

And because you're dependable, you keep doing it.

Because you care about the team.

Because you don't want the customer affected.

Because explaining the problem sometimes takes longer than just fixing it yourself.

I get it.

But here's your Monday challenge:

Stop automatically rescuing people from problems they are capable of solving themselves.

Help them find the answer.

Coach them through the problem.

Clarify expectations.

Give them the tools they need to succeed.

But don't automatically take ownership of the work simply because you're capable of doing it.

Sometimes people need to feel the weight of their own commitments.

Sometimes the missed deadline needs to belong to the person who missed it.

Sometimes accountability is the very thing that helps someone grow.

So, this week, before automatically saying:

“I'll take care of it.”

Pause.

Ask yourself:

Am I helping this person become more capable ... or am I simply making it easier for them to remain dependent on me?

There's a big difference.

Support people. Coach people. Help people.

But don't confuse carrying someone else's responsibilities with being a great teammate.

Sometimes the most helpful thing you can do…

        is hand the ball back.

Remember, lead with strength and live on purpose.

Have a great Monday lovelies. 

-srt

#MondayMotivation #Leadership #Accountability #ProfessionalGrowth #WorkplaceCulture #DevelopPeople #ReaCoachingandConsulting

Thursday, October 1, 2026

Who Are You Readying to Take Your Chair?

Grab your coffee.

I want to talk about something we often celebrate in the workplace that might actually be holding some very talented people back.

Being indispensable.

    You know the person.

        Maybe you are the person.

            Everyone comes to you.

                Something breaks?

                    They call you.

Nobody knows how a process works?

Ask you.

A customer has an unusual problem?

You know what to do.

Someone can't find the file, remember the password, understand the spreadsheet, navigate the system, or figure out why something was done a certain way five years ago?

You know.

And if we're being truthful over coffee…

It feels pretty good to be needed.

There's validation in hearing:

“I don't know what we'd do without you.”

That's supposed to be one of the greatest compliments you can receive at work.

But lately I've been thinking…

What if it isn't?

What if “we couldn't survive without you” is actually a warning?

Because if the organization truly can't function without you doing your current job, what incentive does anyone have to move you out of it?

That's where this gets uncomfortable.

Sometimes we believe we're demonstrating our readiness for promotion by becoming incredibly good at our current role.

And yes, competence matters.

Results matter.

Expertise matters.

But eventually, leadership requires something different.

You have to prove that the work can continue without you.

Take another sip because this is where I think it gets deeper.

Sometimes our inability to delegate isn't really about other people's abilities.

    It's about our identity.

        We like being the expert.

            We like being the person with the answer.

                We like knowing people need us.

                    And sometimes, without even realizing it, we protect that position.

                        We don't document everything.

                            We don't teach every shortcut.

We take back work because someone else doesn't do it exactly the way we would.

We say:

“It's just faster if I do it myself.”

And sometimes that's true.

Today.

But what happens tomorrow?

Or next year?

  • What happens when you want the promotion?
  • What happens when you want to take a two-week vacation?
  • What happens when you want to move into leadership?

What happens when an incredible opportunity appears and suddenly everyone realizes:

Nobody else knows how to do your job.

You've created job security.

Unfortunately, you've created it for your current job.

That's a very different thing from creating career mobility.

I've come to believe one of the biggest shifts we make as leaders is moving from:

“Look what I can do.”

to:

“Look what I can help other people do.”

That's leadership.

The best leaders I've known aren't walking encyclopedias guarding everything they've learned.

    They multiply knowledge.

        They teach.

            They coach.

                They document.

                    They delegate.

They create opportunities for someone else to struggle a little, learn, and eventually become capable.

And yes, sometimes that means watching someone do something differently than you would.

That's hard.

Because delegation requires giving up something many high performers love:

Control.

If I do it, I know it'll be right.

    If I give it to someone else, they might make a mistake.

        They might take longer.

            They might ask questions.

                They might even discover a better way.

                    And maybe that last possibility bothers us more than we'd like to admit.

Because there's another uncomfortable question hiding underneath all of this:

What happens if I teach someone everything I know…and they become really good at it?

Good.

That's the point.

Their competence doesn't diminish your value.

Their growth demonstrates it.

That's worth sitting with.

We sometimes think our value comes from possessing knowledge other people don't have.

But the higher you move in leadership, the less your value should come from what only you can do.

Your value increasingly comes from what happens because you were there.

    Did people grow?

        Did you make the team stronger?

            Did you create systems?

                Did you develop someone who could eventually take your seat?

                    Did you leave things better than you found them?

And here's one of my favorite questions for leaders:

If you were promoted tomorrow, who could do your job?

If your answer is:

“Nobody.”

That might not be the flex you think it is.

It might be the work you need to start doing.

So here's what I'm thinking about over coffee this Thursday:

Stop measuring your value by how many things fall apart when you're gone.

Measure it by how many things keep working because of what you built.

  • Teach someone.
  • Document the process.
  • Share what you know.
  • Give someone else a chance to become the expert.
  • Let them make a few mistakes.
  • Coach them through it.
  • And while they're learning what you know, start learning what you'll need for wherever you're going next.

Because the goal shouldn't be:

“They can't possibly replace me.”

The goal should be:

“I've prepared someone to replace me because I'm ready for what's next.”

Be valuable.

Be trusted.

Be excellent at what you do.

But don't confuse being needed with being ready to lead.

Sometimes the greatest evidence that you're ready for the next chair…

is that you've prepared someone else to sit in yours. 

Happy Thursday all,

-srt

#ThursdayThoughts #CoffeeAndConversation #CareerGrowth #Leadership #ProfessionalDevelopment #WorkplaceWisdom #ReaCoachingandConsulting