I’m 65 and the advice I’d give my 40-year-old self isn’t “slow down” or “enjoy it more” — it’s “stop performing competence for people who are only watching because they want something from you”
You know what hit me recently?
At 65 years old (okay, I might be exaggerating just a tad for effect), I’ve watched countless people chase their tails trying to impress folks who couldn’t care less about them once they’ve gotten what they needed.
But seriously, looking back from my actual age to when I was 40, there’s one piece of advice I wish I could tattoo on my younger self’s forehead.
Last week, I ran into someone from my old office. This person used to hang on my every word during meetings, nodding enthusiastically whenever I spoke, always asking for my input on their projects. After I retired? Radio silence. Not even a Christmas card. And you know what? That interaction crystallized something I’ve been thinking about for years.
We spend so much of our lives putting on shows for audiences who are there for the popcorn, not for us. At 40, I was deep in the throes of this performance, desperately trying to appear competent, collected, and worthy of respect from people who were essentially using me as a stepping stone.
1. The exhausting theater of workplace competence
Remember that feeling of preparing for a big presentation? Not just preparing the content, but rehearsing how you’d stand, how you’d modulate your voice, which jokes you’d tell to seem relatable but still professional? I spent 35 years in middle management at an insurance company, and let me tell you, at least 60% of my energy went into maintaining this facade of having everything under control.
The truth? Most of the people watching your performance are calculating what they can extract from you. They’re not admiring your competence; they’re figuring out if you’re useful to them. Once you’re not? Poof. You become invisible.
I remember spending entire weekends crafting the perfect email responses to seem thoughtful yet decisive. Looking back, those executives I was trying to impress probably deleted my messages after skimming the first line. The real kicker? In 35 years, I won Employee of the Month exactly once. Once! All that performing, all that stress, for a certificate that’s probably lining someone’s bird cage by now.
2. Who’s really in your audience?
Here’s a question worth asking yourself: If you stopped performing tomorrow, who would still be sitting in the seats? Not the colleagues angling for your position. Not the boss who only remembers your name during budget meetings. Not the networking contacts who message you when they need an introduction.
The people who matter don’t need you to perform. They need you to be real. Your family doesn’t care if you fumbled a quarterly report. Your true friends don’t need you to have all the answers. They just need you to show up as yourself.
When I got laid off unexpectedly at 45, it was like someone turned on the lights in the theater. Suddenly, I could see how many empty seats there were. The people who reached out with genuine concern versus those who disappeared? That ratio was more sobering than any performance review I’d ever received.
3. The hidden cost of constant performance
Every moment you spend crafting your competent persona is a moment stolen from actual competence. Think about it. While you’re wordsmithing that email to sound impressively strategic, you could be learning something new. While you’re rehearsing your talking points to sound authoritative, you could be having a genuine conversation that leads to real insights.
The perfectionism that drove my performances nearly drove me into the ground. Every project became a Broadway production where I was the writer, director, and lead actor. The exhaustion was real, but worse was the creeping realization that I was becoming a character instead of a person.
4. Recognizing the takers in your life
You want to know who’s there for you versus who’s there for what you can do for them? Stop performing for a week. Watch who gets frustrated when you don’t immediately solve their problems. Notice who gets annoyed when you admit you don’t know something. Pay attention to who drifts away when you’re no longer useful.
I had to end a friendship in my 50s that I’d maintained for decades. This person only called when they needed advice, connections, or an ego boost. When I stopped providing these services on demand, they accused me of changing, of not being supportive. The truth? I’d just stopped performing the role of “always available problem solver” that they’d cast me in.
5. The liberation of selective incompetence
Here’s something revolutionary: You’re allowed to not know things. You’re allowed to say “I’m not sure” without following it up with a performance of deep contemplation. You’re allowed to be mediocre at things that don’t matter to you.
Once I embraced “good enough” instead of perfect, my work actually improved. Why? Because I had energy left over for the things that genuinely mattered. Instead of spreading myself thin trying to excel at everything to impress everyone, I could focus on doing a few things well for people who actually valued the work, not just the show.
6. Building genuine connections without the mask
The relationships you build when you drop the performance are infinitely more valuable than the ones maintained by it. These people like you even when you’re confused, uncertain, or having an off day. They’re there during your failures, not just your curtain calls.
My closest friendships now are with people who’ve seen me at my most incompetent and stuck around anyway. We laugh about our mistakes, share our uncertainties, and nobody’s keeping score. Compare that to the workplace relationships where every interaction felt like an audition.
Final thoughts
If I could go back and shake my 40-year-old self, I’d say this: Stop dancing for people who are only watching because they want to see if you’ll trip. Stop memorizing lines for critics who won’t remember your name next season. The people worth impressing are already impressed by your humanity, not your performance of it.
Life’s too short to spend it on stage for an audience that’s only there for what they can take. Save your energy for the people who’d sit in those seats even if you forgot all your lines.

