Thursday, October 29, 2026

What Are You Missing Because You’re Already Thinking About What’s Next?

Grab your coffee. Mine is hot, which means there is at least a 50 percent chance I will actually drink it before it gets cold today.

I want to tell you about something I learned recently.

Well, technically, I had to learn it.

It was an assignment for my doctorate and coaching certification called BREATHe, from Charles Stone's book Holy Noticing.

You know how sometimes you do something because it is on the syllabus, and then somewhere along the way you think...

Oh.

I actually needed this.

That was BREATHe for me.

The practice is pretty simple. You slow down and pay attention to your Body, Relationships, Environment, Affect (your emotions), Thoughts, and Heart.

In other words, you notice.

And apparently, I am not always very good at that.

I am really good at doing.

I can teach a class, answer emails, work with a coaching client, serve on a board, write something, solve three problems, think about dinner, and mentally start tomorrow's list all before finishing the cup of coffee sitting next to me.

Maybe you know the feeling.

We are physically in one place while our brains are already three places ahead.

And here I am with present as my word for the year.

God has a sense of humor.

But there was one part of this practice that really stayed with me.

Instead of saying:

I am anxious.

Try:

I am experiencing anxiety.

Instead of:

I am overwhelmed.

Try:

I am feeling overwhelmed right now.

That tiny shift stopped me.

Because how often do we take something we are experiencing and turn it into something we are?

I am frustrated.

I am afraid.

I am angry.

I am overwhelmed.

I am not enough.

Wait.

Is that actually true?

Or is that simply what I am feeling or thinking in this particular moment?

There is a difference.

And sometimes that little bit of space gives us enough room to get curious instead of reactive.

What am I actually feeling?

Why did that bother me so much?

What story am I telling myself about this?

What do I actually know to be true?

And perhaps most importantly for me:

What do I need to notice here?

Not fix.

Not solve.

Not defend.

Not immediately respond.

Just...

notice.

That might be the part I'm carrying with me most.

I was trained as a journalist, so I learned to look for the story.

Becoming a coach has taught me to listen for the person inside the story.

And lately, I think God is teaching me to notice Him in the middle of all of it.

Maybe being present isn't about slowing our entire lives down.

Maybe it is simply learning to stop long enough, every once in a while, to realize we are actually living them.

So that's my Thursday Thought over coffee today.

Before you rush into whatever is next, pause.

Take one breath.

Look around.

Check your heart.

Notice what you're thinking.

Notice what you're feeling.

And maybe ask:

What am I missing because I'm already thinking about what's next?

I'll be practicing right along with you.

And hopefully drinking my coffee while it's still hot.

Happy Thursday Lovelies,

-srt

 

#ThursdayThoughts #CoffeeWithStacy #BREATHe #HolyNoticing #BePresent #FaithInEverydayLife #PauseAndNotice #ReaCoachingAndConsulting #LeadWithStrength #LiveWithPurpose

Monday, October 26, 2026

Maybe You Don’t Need to Do More. Maybe You Need to Notice.

I learned something recently because I had to.

Isn't that how some of the best lessons begin?

As part of my doctoral work and coaching certification, I was assigned a practice called BREATHe, from Charles Stone's Holy Noticing.

And yes, there was an academic paper involved.

Because apparently simply saying, "Wow, that was really helpful," doesn't quite meet doctoral level requirements.

But somewhere between completing the assignment and writing the reflection, something happened.

I realized I wasn't just learning a coaching technique.

I was learning how to notice.

BREATHe walks you through six areas:

Body
Relationships
Environment
Affect, or emotions
Thoughts
Heart

It sounds simple.

Until you actually stop long enough to do it.

I spend a lot of my life moving.

Teaching. Coaching. Writing. Serving. Leading. Planning. Solving. Thinking about what needs to happen next.

Maybe you do too.

We can become so good at managing our lives that we forget to actually experience them.

BREATHe asked me to stop.

What is happening in my body right now?

What relationships need my attention?

What is happening around me that I haven't even noticed?

What am I feeling?

What am I thinking?

And what is happening in my heart?

Not fixing.

Not judging.

Not immediately developing a five point action plan.

Just noticing.

That last part may be the hardest for those of us who are used to getting things done.

I was trained as a journalist, so I learned years ago to look for the story.

As a coach, I am learning to listen for the person within the story.

And through BREATHe, I am learning something else:

Sometimes we need to become quiet enough to notice what God may already be doing in the middle of it all.

Maybe today's Monday Motivation isn't about doing one more thing.

Maybe it is about noticing the life you are already living.

Take a breath.

Notice your body.

Think about your relationships.

Look around you.

Name what you're feeling.

Listen to your thoughts.

Then ask one simple question:

What do You want me to notice today?

You may be surprised by the answer.

Hoping you take time to notice today,

-srt



#MondayMotivation #BREATHe #HolyNoticing #BePresent #PurposefulLiving #FaithAndLeadership #LeadershipDevelopment #ReaCoachingAndConsulting #LeadWithStrength #LiveWithPurpose

Thursday, October 22, 2026

The Stories We Live By

I've been thinking about our conversation on Monday.

A few weeks back, I wrapped up another semester teaching graduate Project Management at Jessup University.

As I was meeting with students about their final projects, I found myself wondering...

Years from now, what will they actually remember?

Will it be the project charter?

The Gantt chart?

The executive status report?

Maybe.

But I have a feeling they'll remember something else.

The stories.

The story about the project that failed before it succeeded.

The story about a leader who admitted they didn't have all the answers.

The story about taking a risk.

Making a mistake.

Learning the lesson.

Trying again.

One statement from a recent leadership course has stayed with me all week.

The brain is wired for stories.

The more I thought about it, the more I realized storytelling isn't just something authors or speakers do.

It's one of the greatest gifts we can give another person.

Think about it.

When someone shares a story about overcoming failure...

    You borrow courage.

When they talk honestly about grief...

    You borrow hope.

When they describe starting over...

    You borrow possibility.

Stories help us believe that if someone else found a way forward...

    Maybe we can, too.

As a coach, I've noticed something else.

The most powerful stories aren't always the ones we tell other people.

They're the ones we tell ourselves.

"I'll never be good at this."

"I'm too old."

"I've missed my chance."

"I'm not enough."

Those stories shape our decisions long before anyone else hears them.

But here's the beautiful part.

Stories can be rewritten.

Instead of saying...

"I failed."

What if the story became...

"I'm learning."

Instead of...

"I'll never figure this out."

What if it became...

"I haven't figured it out yet."

The facts haven't changed.

But the story has.

And sometimes that's enough to change the future.

Coffee Conversation

Before we finish our coffee together...

Can I leave you with one question?

What story have you been telling yourself that no longer deserves a leading role in your life?

Don't rush to answer.

Sometimes we don't realize we've been living inside an old story until someone gently invites us to imagine a new one.

This Week's Reminder

The stories you tell yourself become the life you build.

Choose them carefully.

Until next time, keep leading with strength and living with purpose.

-srt



#ThursdayThoughts #Storytelling #LeadershipDevelopment #Coaching #Mentorship #Learning #GrowthMindset #LeadWithStories #ProfessionalDevelopment #Purpose #ReaCoachingandConsulting

Monday, October 19, 2026

Everyone Has a Story. Keep Writing Yours.


As I wrapped up another semester teaching graduate Project Management at Jessup University, I found myself wondering what my students will actually remember years from now.

Will it be the project charter?

The Gantt chart?

The executive status report?

Maybe.

But if my years of teaching have taught me anything, it's this...

People may forget the lesson.

They rarely forget the story.

The story about the project that went sideways.

The leader who admitted they didn't have all the answers.

The moment everything changed because someone had the courage to try something different.

Stories stay with us because they help us see ourselves.

That's true in the classroom.

It's true in leadership.

And it's true in life.

The interesting thing is...

Your story isn't just shaping you.

It's quietly becoming part of someone else's.

    The challenge you overcame.

        The mistake you learned from.

            The conversation that changed your perspective.

                The season you thought would break you...but instead built you.

Someone, somewhere, will need that chapter one day.

This Week's Reminder

Never underestimate the power of your story. It may become someone else's turning point.

Happy Monday, friends.

Until next time, keep leading with strength and living with purpose.

-srt

#MotivationalMonday #Leadership #Storytelling #GrowthMindset #PersonalGrowth #LeadershipDevelopment #ReaCoachingandConsulting

Thursday, October 15, 2026

Your Career Needs More than Compliments. It Needs Clarity.

Got your coffee (or tea?)

I want to talk about four words that can keep talented people waiting much longer than they probably should:

“You're on the right track.”

It sounds good, doesn't it?

Especially when you've been working toward a promotion.

    You're taking on more responsibility.

        You're delivering results.

            You're helping the team.

                You're doing work that may already look a lot like the next-level job.

Then comes the conversation.

You ask about advancement.

And you hear:

  • “Next cycle.”
  • “Let's revisit this after year-end.”
  • “We definitely see leadership potential in you.”
  • “Just keep doing what you're doing.”

So you do.

    You work harder.

        You take on another project.

            You mentor someone.

                You solve another problem.

Six months later, you sit down again.

And somehow…

the conversation sounds almost exactly the same.

That's when I think we need to stop listening only to the encouragement and start looking for the clarity.

Because compliments are wonderful.

But compliments don't change your title.

Compliments don't increase your responsibility formally.

Compliments don't create a development plan.

And, let's just say it:

Compliments don't show up in your paycheck.

Take another sip.

This isn't about walking into your manager's office and demanding a promotion.

And it certainly isn't about assuming you're entitled to one simply because you've worked hard.

Promotions aren't participation trophies.

    There may be legitimate reasons you're not ready yet.

        There may be skills you still need to develop.

            There may not be an available position.

                Budgets may be tight.

                    The organization may genuinely need more time.

                        All of those things can be true.

But here's what I believe good leadership owes people:

Clarity.

If someone isn't ready, tell them why.

If they're missing a skill, identify it.

If they need a particular result, define it.

If there's no position available, say that.

If the timeline is realistically 12–18 months, don't keep implying it might happen next quarter.

People can make surprisingly good decisions when they're given honest information.

What wears people down isn't always hearing no.

Sometimes it's never being given an answer at all.

So if you're pursuing advancement, I think there are three things you should eventually be able to identify:

The criteria.

What specifically must you demonstrate to be considered ready?

Not “keep doing great work.”

What does ready actually look like?

The timeline.

    When will this realistically be evaluated?

        Not someday.

            Not eventually.

                What's the next meaningful decision point?

And finally:

The decision-maker.

    Who actually has the authority to make this happen?

        Because sometimes the person encouraging you isn't the person who can promote you.

That's important information.

And here's where this conversation gets uncomfortable.

If you've asked those questions once and the answers are fuzzy, maybe that's understandable.

Organizations aren't perfect.

Managers don't always have every answer immediately.

But if you keep asking…

and nobody can define the criteria…

nobody can give you a realistic timeline…

and nobody seems willing to own the decision…

the ambiguity itself is information.

That doesn't necessarily mean quit tomorrow.

It doesn't mean become bitter.

It doesn't mean stop doing good work.

It means stop treating a vague possibility like a guaranteed future.

There's a difference between being patient and being parked.

And talented people can spend years parked because someone keeps reminding them how much “potential” they have.

There's another side of this conversation for leaders.

If you manage people, please be careful with promises you don't have the authority, or intention, to keep.

Don't use a future promotion to motivate someone today if you don't know whether that promotion is possible.

Don't keep moving the finish line.

And don't tell someone:

“Just keep doing what you're doing.”

if what they're currently doing isn't actually enough to get them where they want to go.

Give them something useful.

  • “You're strong here.”
  • “You need development here.”
  • “This is the result I need to see.”
  • “This is the experience you're missing.”
  • “This is when we'll review it.”

And sometimes the most respectful thing you can say is:

“I don't see that opportunity becoming available here in the timeframe you're hoping for.”

That's a hard conversation.

But it's an honest one.

And honesty allows people to make decisions about their own careers.

False hope doesn't.

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

Your career needs more than compliments. It needs clarity.

If you've been promised “next time” once, keep developing.

If you've heard it again, start asking better questions.

What are the criteria?

What's the timeline?

Who makes the decision?

And what, specifically, needs to happen between where I am today and where I want to be?

Then listen carefully to the answers.

Or the lack of them.

Because sometimes the answer isn't hidden in what people tell you.

It's hidden in what nobody is willing to tell you.

Know your value.

Keep growing.

Keep delivering.

Be patient when patience makes sense.

But don't put your career indefinitely on hold waiting for someone else to eventually decide it's your turn.

Potential doesn't pay you.

And at some point, “someday” needs to become a plan—or you may need to start considering what else is possible.

That's what's on my mind over coffee today. 

Keep leading with strength and living on purpose friends.

-srt

#ThursdayThoughts #CoffeeAndConversation #CareerGrowth #Leadership #ProfessionalDevelopment #KnowYourValue #WorkplaceWisdom

Monday, October 12, 2026

When the Finish Line Keeps Moving

 


“You’re on the right track” is encouragement. It is not a career plan.

If you're working toward a promotion, don't be afraid to ask for clarity.

  1. What specifically do I need to demonstrate?
  2. What results or competencies are required?
  3. Who ultimately makes the decision?
  4. And what is the realistic timeline?

Those aren't demanding questions.

They're professional questions.

Because there's a big difference between:

“We see a future for you here.”

and

“Here is what you need to accomplish, here is who will make the decision, and here is when we'll evaluate it.”

One gives you hope.

The other gives you a path.

And you deserve to know which one you're being offered.

This week, if you've been waiting on a “next cycle,” a “let's revisit this later,” or a “you're definitely on the right track,” don't become frustrated in silence.

Ask for specifics.

    Get the criteria.

        Understand the timeline.

            Know who owns the decision.

                Then do your part.

                    Deliver.

                        Grow.

                            Document your results.

                                Demonstrate you're ready.

But if you keep meeting the expectations and the finish line keeps moving?

Pay attention.

Sometimes career growth requires patience.

But patience and indefinite waiting are not the same thing.

Cop a Squat and Grab your Coffee ... 

Don't build your career around vague promises.

    Ask for clarity.

        Do the work.

            Know your value.

And remember:

Potential is wonderful, but eventually, potential needs an opportunity.

Have a great Monday. Go create some clarity, lead with strength and live on purpose. 💪

Happy Monday all,

-srt


#MondayMotivation #CareerGrowth #Leadership #Promotion #ProfessionalDevelopment #CareerAdvice #ReaCoachingandConsulting

Thursday, October 8, 2026

Maybe Being a Good Leader isn't Always Catching the Ball

Grab your coffee... this one is for the rescuers.

You know who you are.  

You're the person people call when something isn't getting done.

Someone misses a deadline?

    You figure it out.

Someone forgets something important?

    You handle it.

Someone is overwhelmed?

    You take something off their plate.

Something is about to fall through the cracks?

    You catch it.

And if we're being honest over coffee…

There's something rewarding about being the person who saves the day.

People know they can count on you.

    You're dependable.

        You're capable.

            You care.

                Those are good qualities.

But I've been thinking about something:

What happens when helping someone becomes protecting them from the consequences of their own performance?

That's where leadership gets complicated.

Because covering for someone once is kindness.

Maybe twice is teamwork.

But when you're covering for the same person every week?

It's no longer an exception.

You've created a system.

    They drop it.

        You catch it.

            They miss it.

                You fix it.

                    They forget.

                        You remember.

                            They don't finish.

                                You stay late.

                                    And eventually everyone adjusts to the arrangement.

                                        Including you.

Here's the uncomfortable part.

The rescuer often pays the highest price.

The other person leaves at 5:00.

You're still working.

They aren't stressed about the deadline because somewhere in the back of their mind they know you'll make sure it gets done.

You're frustrated.

    They're comfortable.

        And then resentment starts creeping in.

            “Why am I always the one doing this?”

                “Why doesn't anyone hold them accountable?”

                    “Doesn't anyone see what's happening?”

Those are fair questions.

But eventually there's another question we have to be willing to ask:

Why do I keep rescuing them?

    Ouch.

        Take another sip. 

Because this isn't only about the person dropping the ball.

Sometimes we need to examine why we're always so willing to pick it up.

Maybe we hate conflict.

Maybe we don't want someone to be upset with us.

Maybe we're worried the team will look bad.

Maybe we believe good leaders protect their people from failure.

Maybe we like being needed.

Or maybe we're so accustomed to being the responsible one that stepping in has become automatic.

But here's something I've learned about leadership:

Accountability and compassion are not opposites.

You can care about someone and still expect them to do their job.

You can understand that someone is struggling and still have a conversation about performance.

You can give someone another chance without pretending the first problem never happened.

And you can allow someone to experience a consequence without being cruel.

In fact, sometimes the consequence is where the learning happens.

Think about it.

If I miss every deadline but someone quietly fixes everything before anyone notices…

What exactly have I learned?

    That deadlines don't matter?

        That somebody else will handle it?

            That my work eventually becomes someone else's problem?

We've protected the person from failure.

But we may also have protected them from growth.

That's the part I think leaders especially need to wrestle with.

Our job isn't to make sure the people around us never struggle.

Our job is to help them become capable of handling the struggle.

There's a difference between:

“I'll do it for you.”

and

“I'll help you figure out how you're going to do it.”

The first solves today's problem.

The second develops tomorrow's employee.

That's coaching.

Ask questions.

  • “What happened?”
  • “What got in the way?”
  • “What are you going to do differently?”
  • “What support do you need?”
  • “How are you going to get this back on track?”

Notice what's missing?

“Don't worry. I'll take care of it.”

And here's another uncomfortable truth for leaders:

When you repeatedly cover for poor performance, the rest of the team notices.

Your strongest performers especially notice.

    They're meeting deadlines.

        They're carrying their responsibilities.

            They're solving their problems.

                And they're watching someone else repeatedly drop the ball without consequences.

Eventually they stop asking:

“Why isn't that person performing?”

And start asking:

“Why is our leader allowing it?”

That's when an individual performance problem becomes a culture problem.

Because what leaders repeatedly tolerate eventually becomes part of the standard.

That doesn't mean we stop helping people.

Far from it.

People have bad weeks.

Life happens.

Emergencies happen.

Good employees stumble.

Teams should absolutely support one another.

But there's a difference between someone who needs help and someone who has learned that help will always arrive before accountability does.

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

Maybe being a good leader isn't always catching the ball.

Sometimes it's letting the person who dropped it pick it back up.

Stand beside them.

    Coach them.

        Give them the tools.

            Help them understand what went wrong.

                But let the responsibility stay where it belongs.

Because there's something worse than allowing someone to experience a small failure:

Teaching them that someone else will always prevent it.

Support people.

    Believe in people.

        Give people grace.

            But don't confuse grace with removing accountability.

And if you're the person who's always rescuing everyone else, ask yourself one question before you pick up the next ball:

Am I helping them succeed... or am I helping them avoid learning how to succeed without me?

Sometimes leadership means stepping in.

And sometimes…

leadership means resisting the urge to rescue. 

Leadership is leading with strength and showing your team that you believe in living on purpose. 

Happy Monday all,

-srt


#ThursdayThoughts #CoffeeAndConversation #Leadership #Accountability #DevelopPeople #WorkplaceCulture #ProfessionalDevelopment #ReaCoachingandConsulting

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