Life After Corporate America: Redefining Purpose in a New Chapter

Seven months ago, I walked away from Corporate America and into retirement, or so I thought. I promised myself I would finally take it easy. No more back-to-back meetings, constant deadlines, or endless flights. Just time to breathe.

But here’s the truth, I’ve never been very good at “taking it easy.” What I’ve discovered is that retirement isn’t about slowing down, it’s about redirecting energy into the things that light you up and give life meaning.

Teaching and Shaping the Next Generation

One of the most rewarding surprises has been stepping into higher education. I teach at William Jessup University (online, undergraduate, and graduate courses) within the School of Business. Preparing students for their careers, whether in the private or public sector, reminds me that leadership isn’t just about what we achieve ourselves, but how we prepare others to thrive. Watching students grow in confidence and competence has been a gift.

What makes this chapter even more meaningful is that I can bring my full self to work. At Jessup, that means being able to openly live my faith, to pray with and for people, to share my testimony, and to create space for authentic connection. For the first time in my career, I feel I can be completely myself, and that authenticity has been both freeing and fulfilling.

Life on the Property, Goose Meets Duck

Not all my adventures have been in the classroom. Last time I shared that we hatched a goose, CaliGrl. Well, she’s grown into her own personality and still rules the property. Recently, Daisy the rescued mallard arrived, and much to CaliGrl’s dismay (or delight), Daisy has decided she’s found her new best friend.

And they’re not alone. Forty-two chickens, twenty-eight guinea fowl, twenty-two quails, a goose, and a duck make for some “fowl weathered” friends who keep us busy with daily care. Add to that twenty fruit trees that demand attention but reward us with jams, jellies, and syrup, and a garden that produces year-round, and it’s safe to say that life on the property is full, fruitful, and anything but quiet.

Life lessons come from unexpected places, and this lively mix of animals and harvest reminds me daily of resilience, consistency, and the joy of reaping what you sow.

Just as the land requires daily tending and rewards us with abundance, life at home has entered a new season too.

Becoming an Empty Nester

As much as the property keeps us busy, the house feels different these days. Son number three recently “flew the coop,” officially making us empty nesters. Each of my boys is finding his own path, and I couldn’t be prouder. One son is moving to the University of Oregon to pursue his doctorate, another will be graduating this fall, and the youngest is brewing up coffees as he works toward joining the fire service.

Watching them chase their dreams has been both bittersweet and inspiring, a reminder that just like the seasons on our property, life keeps moving forward, and each stage brings its own growth and reward.

Leading and Serving with Purpose

Another passion of mine has always been service. I am humbled to be serving my second and final term as President of Soroptimist International of Lincoln. Our mission, helping women and girls dream big, keeps me grounded in what truly matters. Empowerment begins with opportunity, and it’s a privilege to help create those opportunities. If you live in the Lincoln area and want to know more about being a Soroptimist, shoot me an email at stacyreathomas@gmail.com.

I’ve also joined the board of a nonprofit focused on foster children (programs for all ages). This work is close to my heart, and I’ll share more in the months ahead. What I know already is that making a difference doesn’t require a corporate title, it requires commitment and compassion.

A New Venture, Rea’s Coaching and Consulting

Perhaps the most exciting step has been establishing my own company, Rea’s Coaching and Consulting. This new chapter allows me to pour years of experience into something deeply personal. Leadership, communication, and career development are more than professional skills, they are lifelines for growth, confidence, and impact. Guiding others through coaching feels less like work and more like purpose. And focusing on small to medium businesses, individually owned, melts my heart.

Admittedly, I have been slow on marketing and getting online, but know it is coming. In fact, I already have two clients! More to come here and a formal launch in the next few months.

The Lesson in All of This

Retirement doesn’t mean “the end.” It means choice. It’s the opportunity to design a chapter that reflects who you are, what you care about, and how you want to give back.

For me, it has meant stepping into roles that combine joy, challenge, service, and faith. I have learned that true fulfillment comes when we align our lives with our values and live authentically, not just in what we do, but in who we are. This season has also taught me that God doesn’t waste experiences. Every chapter, from Corporate America to classrooms and chicken coops, has prepared me for what’s next.

So, if you’re standing at the edge of retirement (or even just dreaming about it), I encourage you to see it not as closing a book, but as starting a new one. The title is yours to write, and when you write it with purpose, faith, and authenticity, it becomes a life well-lived.

What about you? What chapter are you ready to write? 

Happy Thursday all,

-srt

#Leadership #Coaching #CareerGrowth #FaithAtWork #WomenEmpowerment #Authenticity #LifeAfterCorporateAmerica #ReaCoaching&Consulting

Surviving the Two-Face: How to Stay Sane When a Coworker or Volunteer Teammate Is Privately Cruel but Publicly Charming

Let’s talk about one of the most disorienting and emotionally exhausting experiences, working or volunteering with someone who clearly doesn’t like you, yet wears a mask of kindness in front of everyone else.

They smile sweetly in meetings, laugh with the team, and project warmth to the world. But behind closed doors? Passive-aggressive comments. Cold shoulders. Undermining. Maybe even manipulation.

It’s like dealing with two different people: publicly perfect, privately punishing. And it can make you question your sanity, your worth, and your sense of belonging.

So, whether this person is in your office or on your nonprofit board, how do you survive? Here's how.

1. Validate Your Experience (You're Not Imagining It)

The first step is simple but powerful: trust yourself.

People like this often gaslight by omission. Because they're so charming to others, no one believes they could act the way they do behind closed doors. This can make you second-guess yourself:
“Maybe it’s not that bad.”
“Maybe I’m too sensitive.”

You’re not.

Cruelty wrapped in politeness is still cruelty. Just because it’s subtle or strategic doesn’t make it any less harmful.

2. Document Everything

If this person is undermining you—through backhanded emails, sabotaged work, or private put-downs—keep a record. Document the date, time, what was said or done, and who was present.

This isn’t about revenge. It’s about protection. If things escalate or you need to report their behavior, you’ll have a factual trail to back you up.

If you’re in a volunteer setting, this becomes even more critical since there’s likely no formal “manager” to whom you can report the behavior. The documentation will be your safeguard if things get worse and you need to speak up or step away.

Keep your notes objective, clear, and professional.

3. Don’t Take the Bait

People like this often thrive on reaction. They want you to look defensive or unstable in front of others—so they can keep their halo while you look like the problem.

Here’s your mantra:
“I will not be pulled into their drama.”

Stay calm. Stay factual. Don’t try to expose them in the heat of the moment. It won’t work—and it may backfire.

Your strength lies in your composure.

4. Set Boundaries Without Playing Their Game

You don’t need to be best friends. You don’t even need to pretend everything is fine. But you can keep your communication:

• Professional

• Short

• Clear

• Polite, but firm

Examples:

• “Let’s stick to the agenda.”

• “I’ll follow up by email.”

• “I’d prefer to keep this in writing.”

Distance doesn’t mean weakness—it means you’re choosing not to engage on their toxic terms.

In a volunteer setting, where there might not be a direct superior to manage dynamics, boundary-setting becomes even more essential. Be polite, but don’t let anyone trample on your time, energy, or respect.

5. Find Allies—Quietly

You’re probably not the only person who’s noticed this behavior. Often, people like Beatrice have a pattern. Be observant. Over time, others may start to see the cracks in the façade.

Build relationships with coworkers or fellow volunteers who are emotionally safe. You don’t need to gossip or complain—just surround yourself with people who energize you, not drain you.

Having even one ally can make a toxic environment feel survivable.

In a volunteer role, allies may not always be obvious—so make sure to form a quiet, supportive network with others who value respect and positivity. They can help you regain perspective, especially if there's no official HR or manager to back you up.

6. Talk to HR, or Speak to Leadership (When It’s Time)

If the behavior becomes unbearable or affects your ability to do your job, it’s appropriate to escalate—especially if it crosses into bullying, harassment, or targeted sabotage.

When you do, be calm, specific, and prepared with documentation. Stick to facts, not feelings:

• “On X date, she said Y.”

• “This has affected Z project.”

• “I’d like to find a way to create a healthier work environment.”

In an office setting, there are clear channels for escalation—like HR or your manager. However, in a volunteer situation, things may not be as straightforward. You might not have formal leadership to report to, or the board may be made up of volunteers who are trying to balance their commitment with their personal lives.

In this case, consider finding an appropriate way to express your concerns. It might be more about having a direct conversation with the person in charge, whether that’s a fellow board member, the group’s president, or a trusted advisor. If you’re in a volunteer role without an official manager, this step is about finding leadership that can create a safe, productive space for everyone.

7. Care for Your Mental Health

Working with someone who plays mind games is emotionally draining. It can lead to burnout, self-doubt, and even depression.

Make sure you’re regularly:

• Venting to someone safe (friend, therapist, coach)

• Taking breaks from work when needed

• Reminding yourself: This is not about me. This is about her.

You don’t need to internalize Beatrice’s cruelty to be professional. You can stay kind without being a doormat.

In a volunteer setting, where the stakes may feel different, it’s even easier to overlook your own well-being. But the same rules apply: Your mental health matters just as much as any project or cause you’re working on. Protect your peace first, and everything else will fall into place.

8. When They Say, “Well, That’s Just Beatrice…”

One of the most demoralizing things you can hear when you speak up about this kind of behavior is:
“Oh, that’s just Beatrice being Beatrice.”

This phrase might sound harmless, even dismissively humorous—but it’s actually a subtle form of gaslighting. It tells you that Beatrice’s behavior is somehow normal, inevitable, or even your problem for not being able to handle it.

Here’s the truth:

When a workplace or volunteer organization excuses someone’s poor behavior with a shrug, they’re silently telling everyone else to just deal with it.

You don’t have to. You shouldn't have to.

“Yes, that’s just Beatrice” might explain her behavior, but it does not excuse it—and it certainly doesn't mean you need to absorb it. You have every right to expect professionalism, mutual respect, and a safe environment—whether it’s a corporate office or a volunteer organization.

And if leadership is brushing off real concerns with clichés and eye-rolls? That’s not just a Beatrice problem. That’s a culture problem. Whether it’s at work or in a volunteer capacity, toxic behavior shouldn’t be tolerated just because “it’s always been like that.”

9. When Volunteering on Boards or Nonprofits, Don’t Let This Behavior Sneak In

Sometimes, Beatrice-like behavior doesn’t just happen in the office. Whether you're serving on a nonprofit board, volunteering for a community organization, or working with a volunteer team, toxic behavior can creep in there too.

People like Beatrice may use their charm to climb the social ladder in the volunteer world, where their toxic tendencies often get overlooked. "Oh, that's just Beatrice" may be uttered by board members or fellow volunteers who, unwilling to rock the boat, let her cruelty slide.

But here's the deal: whether you're in a corporate job or volunteering for a cause you care about, you still deserve respect.

If you find yourself working with someone who consistently undermines you, creates a toxic dynamic, or disrupts your mental peace, you have the right to:

• Speak up about the behavior

• Set clear boundaries

• Find supportive allies within the group

• Protect your energy, even in a volunteer role

Volunteer positions can be just as emotionally taxing as paid roles, so don’t let anyone, even in the name of "good causes," treat you as if your needs don’t matter.

Final Thoughts: Protect Your Peace, Not Their Image

Dealing with a two-faced coworker or volunteer teammate is like walking through a maze of fake smiles and sharp edges. It’s exhausting. But it’s survivable—especially when you stand in your truth, stay grounded, and stop trying to win someone over who’s committed to misunderstanding you.

You don’t have to play her game. You don’t have to fix her.
You just have to protect your peace, do your job well, and hold your head high.

And remember: the people who matter most will eventually see what’s real.

Happy Thursday all,

-srt

P.S. Whether you're dealing with "Beatrice" in the office or in a volunteer setting, protecting your peace and maintaining boundaries is essential. If you're unsure how to handle a specific situation or need help drafting a professional boundary email, I’m here to help. Don’t let anyone’s toxic behavior derail your success

Why Every Project Needs a Change Management Log—And What It Must Include

Change is inevitable in any project. Whether it’s a shift in scope, a new stakeholder requirement, or an unexpected constraint, change can derail progress, or drive improvement, depending on how it’s managed.

That’s why every successful project manager relies on a Change Management Log: a structured, transparent tool to track, evaluate, and document change from initiation to resolution. It ensures that no change slips through the cracks and that each one is handled with intention, clarity, and alignment.

Let’s explore what a Change Management Log is, why it matters, and what components it must include according to the PMBOK® Guide.

What Is a Change Management Log?

The Change Management Log (also called a Change Log) is a centralized document or system that records every change request made during a project, whether the request is approved, denied, or still under review. It provides a historical record of changes and serves as a tool for communication, accountability, and transparency.

According to the PMBOK® Guide (7th Edition), change requests are a core part of Project Integration Management and should be carefully documented, reviewed, and controlled. The Change Log supports the Change Control Process, helping project teams maintain alignment while adapting effectively to new conditions.

PMBOK®-Recommended Components of a Change Management Log

To be effective, your Change Management Log should include the following key elements, as outlined in PMBOK and standard project management best practices:

1. Change ID or Tracking Number

Assign a unique identifier to each change request for easy reference and traceability.

2. Date Submitted

Record when the change was requested (critical for tracking timelines, trends, and responsiveness).

3. Requester Name and Role

Who submitted the request? Understanding their role helps assess impact and stakeholder perspective.

4. Change Description

Provide a clear, concise summary of the change being proposed. Include both what the change is and why it is being suggested.

5. Change Category

Classify the type of change (e.g., Scope, Schedule, Cost, Quality, Resources, or Risk. This helps analyze trends and impacts across project dimensions).

6. Impact Assessment

Summarize the impact of the proposed change on project objectives, timelines, budgets, and risks. This may be prepared by the project manager or a designated evaluator.

7. Status of the Change Request

Clearly indicate whether the change is:

• Pending review

• Under evaluation

• Approved

• Rejected

• Deferred

8. Decision Date

Document when a decision was made on the request to establish a timeline of responsiveness and governance.

9. Decision Authority

Note who approved or rejected the change (e.g., Project Manager, Change Control Board). This enforces accountability and auditability.

10. Implementation Details

If approved, detail how and when the change will be implemented, who’s responsible, and how it affects downstream tasks or deliverables.

11. Comments or Notes

Optional section for further context, stakeholder concerns, links to supporting documents, or meeting outcomes.

Bonus: Use Visual Tools to Track Change Trends

Consider using dashboards or charts to track change frequency, approval rates, and category breakdowns over time. This can help identify scope creep, resource strain, or recurring process gaps—insights that PMBOK encourages as part of continuous improvement in project delivery.

Why It Matters

Without a centralized log, change becomes chaotic. Team members may act on outdated information, stakeholders may feel excluded, and risks may escalate without visibility.

A well-maintained Change Management Log helps:

• Maintain transparency with stakeholders

• Ensure decisions are documented and defensible

• Prevent unapproved changes from creeping into scope

• Support audits and compliance

• Reinforce project discipline and control

Final Thoughts

Projects don’t fail because change happens ... they fail because change isn’t managed. A clear, up-to-date Change Management Log puts structure around the unexpected. It transforms uncertainty into decision-making, and disruption into direction.

Whether your team uses a spreadsheet, a project management tool like Jira or Smartsheet, or a formal change request system, the key is consistency. Use the PMBOK-aligned structure above to guide your process and revisit your log regularly to ensure it remains accurate and useful.

Happy Thursday lovelies

- srt

P.S. Want a plug-and-play Change Log template? I’m happy to share one or help you build it into your workflow.

Project Management: It’s Not About If Obstacles Happen—It’s About What You Do Next

In project management, the unexpected isn’t an if…it’s a when. No matter how detailed your Gantt charts, how clear your stakeholder communication, or how strong your scope management, every project eventually hits bumps. These might show up as risks you didn’t see coming, issues that explode midstream, or obstacles that feel like brick walls.

Here’s the truth: obstacles are not project killers—inaction is.

The most successful project managers aren’t the ones who avoid problems entirely. They’re the ones who respond well when things go sideways. They adapt. They communicate. They reevaluate. Most importantly, they lead.

Obstacles, Risks, and Issues—What’s the Difference?

• Risks are potential problems. They haven’t happened yet, but you know they could. Good project managers plan for them.
• Issues are problems that have already occurred. Now it’s about response, not prediction.
• Obstacles are anything that slows down or blocks progress—maybe a resource gap, a misaligned stakeholder, or a last-minute scope change.

Each one demands a different response, but they all have one thing in common: they test your ability to manage more than just tasks. They test your ability to manage uncertainty, people, and priorities.

What You Do Next Matters

When obstacles arise, you have two choices:

1. React emotionally, scrambling to patch holes and assign blame.
2. Respond strategically, diagnosing the root cause, communicating effectively, and course-correcting with purpose.

As a project manager, your team watches how you handle adversity. If you stay focused, solutions-focused, and transparent, they will too. But if you lose control, the project can unravel quickly regardless of your original plan.

Tools in the Toolbox

Great PMs use the tools and techniques at their disposal to navigate challenges:

• Risk Registers to log and monitor emerging threats
• Issue Logs to track resolution paths
• Change Control Processes to manage shifting scope
• Communication Plans to keep everyone aligned
• Retrospectives to turn obstacles into learning opportunities

It’s less about perfection—and more about process.

Happy Thursday all,

-srt