Confidence vs. Competence: Why We Misread Each Other Across Generations

May 29

In today’s workforce, where Gen Z works alongside Millennials, Gen X, and Boomers, the question of credibility is more relevant and more complicated than ever.

One of the most misunderstood dynamics between younger and older professionals lies not in skills or ambition, but in how confidence and competence are perceived and signaled.

For younger professionals, especially those who look young or are transitioning into new roles, the challenge often isn’t a lack of ability. It’s that the way they present their abilities isn’t being received as credible.

Let’s explore what’s going on and what we can do about it.

The Credibility Gap: Same Value, Different Currency

Imagine this: A 25-year-old candidate walks into a room full of senior leaders. They speak with energy, show digital fluency, and use informal language to express bold ideas. Meanwhile, their résumé shows only 3 years of experience.

To their peers, they may come across as self-assured. But to a seasoned executive who climbed the ranks over decades, it may look like overconfidence or even arrogance.

This is the credibility gap. And it's not always about what is being said or done, but how it’s being interpreted.

Confidence Signaling vs. Competence Signaling

Each generation has developed different ways of signaling credibility:

Confidence Signals (often Gen Z / Millennials):

Speaking up early and often
Strong personal branding (LinkedIn, online)
Asking bold or challenging questions early
Showcasing learning agility

Competence Signals (often Gen X / Boomers):

Waiting to speak until fully informed
Reputation through experience and network
Observing first, then contributing
Highlighting tenure or deep expertise

These styles are shaped by vastly different economic, cultural, and technological environments:

Gen Z grew up with information at their fingertips and platforms that reward boldness and visibility.
Older generations were trained to “earn their seat at the table” and often value restraint, humility, and institutional knowledge.

Neither style is better. The issue arises when each side misreads the other’s signals.

When Misinterpretation Turns Into Missed Opportunity

For young professionals, this can mean:

Being overlooked for leadership roles because they’re “not ready,” despite high capability.
Being told to “slow down” when they’re actually trying to contribute or innovate.
Feeling like they have to “tone themselves down” to be taken seriously.

For older generations, it might feel like:

Younger colleagues lack respect for process or hierarchy.
They are being edged out in conversations dominated by trends they don’t yet fully grasp.
Their credibility is being questioned just because they don’t post on social media or speak the same “language.”

The cost? A breakdown in trust, communication, and collaboration, right when we need intergenerational innovation the most.

Reframing the Narrative: What the Research Says

1. Credibility Is Contextual

According to a study published in Journal of Applied Psychology, perceptions of credibility vary depending on the context and audience. Younger leaders, for instance, are rated more favorably when leading in fast-changing or creative environments, whereas older leaders may be preferred in high-stakes, risk-averse settings.

Reference: Hogue, M., & Lord, R. G. (2007). A multilevel, contingency model of leadership effectiveness. Journal of Applied Psychology.

2. Visibility ≠ Vanity

Personal branding, once considered self-promotional, is now a strategic career move, especially in the eyes of Gen Z. Research from Deloitte and LinkedIn shows that younger professionals are more likely to see online presence as a trust-building tool, not a distraction.

Further Reading:

Deloitte Global 2024 Gen Z and Millennial Survey
The Art of Personal Branding by Dan Schawbel

3. Reverse Mentoring Works

Programs where younger employees mentor older ones (on tech, trends, communication styles) have proven to increase trust, mutual understanding, and even retention rates.

Case Example: Johnson & Johnson’s reverse mentoring program helped close the generational divide by improving digital literacy and inclusive leadership among senior execs.

So, How Do We Bridge the Gap?

For Young Professionals:

Learn to translate your confidence into language others trust: back boldness with research, humility, and listening.
Ask for feedback on how you’re perceived, not just what you deliver.
Recognize that being underestimated is frustrating but it doesn’t define your ceiling.

For Senior Professionals:

Get curious before getting critical. Ask: “What are they really trying to say or do?”
Value learning agility as much as experience.
Share wisdom but also invite challenge. Leadership is no longer about “having all the answers.”

Shared Credibility Is the Future

In a world defined by change, no one generation holds all the keys. The most future-ready teams won’t just tolerate generational differences, they’ll leverage them.

If we can move beyond the superficial signals of confidence or age and start tuning into character, contribution, and curiosity, we’ll all be better for it.

Your Coach,

Jocelyne Lee

Founder & Gen Z Mindset Specialist