Competence Is Not an Age Trait. It Is Built Through Exposure
Why preparedness comes from lived experience, not years on a résumé
Over the past several months, I have heard a recurring observation after meetings and professional engagements: I am well prepared. While I appreciate the recognition, it prompted deeper reflection. My preparedness is not the result of time alone. It is the result of experience—particularly the kind that shapes judgment, communication, and presence long before titles or industries come into focus.
I have spent twenty years working in technology and twenty-four years as a professional overall. Those years in tech refined my technical skills and expanded my understanding of systems, risk, and accountability. However, the four years preceding my entry into the technology sector were among the most formative of my career. They shaped how I navigate professional spaces, how I communicate, and how I prepare.
Those early professional years taught me lessons that are often overlooked when we equate competence with tenure. I learned how to take responsibility in environments without safety nets. I learned how to communicate across differences in authority and experience. I learned how to observe dynamics before asserting ideas. Most importantly, I learned how to prepare for people, not just for tasks.
Technology sharpened those skills, but it did not create them. The foundation had already been built.
This distinction matters because many professional environments continue to conflate age with readiness. There is an implicit belief that maturity and competence naturally increase with years, while adaptability and preparedness belong to younger professionals or those earlier in their careers. These assumptions flatten the complexity of how people actually develop professional judgment.
Competence does not emerge on a timeline. It emerges through exposure—exposure to decision-making under pressure, to accountability without recognition, to environments where listening mattered more than speaking, and to moments where reflection was necessary for growth.
These experiences can occur at any age and at any stage. They often happen early, before a résumé appears impressive or linear. When we overlook this, we risk misjudging capability and reinforcing age-based assumptions that serve neither individuals nor organizations.
Ageism, in this context, is not always explicit. It often appears as subtle skepticism. Older professionals may be viewed as resistant to change or misaligned with evolving spaces. Younger professionals may be seen as unprepared or lacking depth. Both narratives miss the reality that preparedness is not determined by age, but by how much real experience someone has absorbed and learned from.
Prepared professionals share common behaviors regardless of age or background. They prepare with intention, focusing on the purpose of the engagement rather than simply the content. They understand the dynamics of the room and the roles people play within it. They listen carefully, ask clarifying questions, and engage with awareness rather than urgency. They recognize when to contribute and when to support the structure that allows collaboration to succeed.
These are learned skills. They are transferable. They are developed through repeated exposure and thoughtful reflection—not through time alone.
If we want stronger leadership, more inclusive workplaces, and better collaboration across generations, we must move beyond age as a proxy for competence. Years matter, but only when paired with meaningful experience and learning. The most impactful preparation often begins long before professional labels define us.
Competence is not an age trait. It is built through exposure, reflection, and a willingness to learn from every environment we enter. That understanding allows us to recognize readiness where it truly exists and to create space for talent to be seen on its merits.
