01/29/2026
Ageism remains one of the most socially acceptable—and least confronted—forms of bias in public life.
Despite strong character, a proven work ethic, and years of consistent service, younger leaders are often required to “prove readiness” far longer than others. Research confirms this pattern across public service, nonprofit leadership, and government institutions. Too often, competence is discounted simply because it comes wrapped in youth rather than age.
To be a younger man and a Black man in American society remains especially challenging—often functioning as a dual minority. The expectation to excel is paired with fewer assumptions of readiness, and the margin for error is slimmer. Historically, Black men were instructed to “pull themselves up by their own bootstraps,” even when boots—and the straps themselves—were never equally provided. That narrative ignored structural advantage while demanding extraordinary resilience from some.
I celebrate—and understand—why many young people leave their hometowns to begin their professional careers elsewhere. In many cases, they are accepted sooner, trusted earlier, and given room to lead. Ironically, it often takes their success outside of the very communities that benefited from them and watched them grow to finally convince others that they are prepared and viable leaders.
What is especially troubling is that ageism—and its intersection with race—is frequently reinforced by people who understand discrimination firsthand, yet still participate in systems that suppress emerging leadership in order to preserve comfort or influence. Even more alarming is the denial—or inability to see—that one may be consciously or subconsciously participating in or perpetuating this bias. Only honest confrontation brings it to light.
Thurgood Marshall once reminded us, “In recognizing the humanity of our fellow beings, we pay ourselves the highest tribute.”
Ageism, particularly when intertwined with race, is ultimately a failure of recognition.
Leadership ability is not a function of age—it is a function of integrity, diligence, vision, and consistency. When leadership is delayed because of bias rather than merit, communities lose momentum and opportunity.
To those navigating these realities: continue sharpening your skills, building your capacity, and thriving in your own lanes—despite obvious biases. Progress does not require permission, and preparation is never wasted.
