Ahead of the Curve: Lessons in Respect, Reality, and Relevance
Recently, I had a conversation with someone I once respected. That respect is long gone. Not because of a single incident, but because of an attitude—an attitude I now see in people of all ages. This piece is for those my age and older, and for those younger who might want to stop and think before they roll their eyes. Some will be upset by what I have to say. Others will nod in complete agreement and say, “I know exactly where you are coming from.”
I am sick and tired of people in their twenties through forties who think they know it all. I am equally tired of people my age and older who have the same attitude. Life is complex, it moves fast, and the world is evolving rapidly, with new challenges and opportunities reshaping the way we live and work. Yet the basics have not changed. The fundamentals of problem-solving, respect, and follow-through remain exactly the same.
About ten years ago, I worked with a prospective client who ran their entire life from their iPhone. No printer, no fax, no scanner—paper was “old school” and not needed. They laughed at the idea of doing anything that was not fully digital. This was the same person who, during COVID, began trading online and only wanted to discuss successes, never failures. They were not building real wealth, only chasing novelty. Professionally, they were replaceable—always a duck out of water, full of potential but in the wrong pond. Eventually, we parted ways, but the experience stayed with me. The sneering dismissal of anything “old school” is a short road to mediocrity.
That same smugness shows up today in clients and peers—young and old—who act like they have every answer. The eye rolls, the condescending comments, the “big man on campus” attitude…it gets old quickly. Here is my advice: do not do that.
I have sat in medical appointments where I engaged doctors about complex problems. I research, I read, I ask intelligent questions. But I always make it clear that I know they are the medical professional. I preface my comments with, “A little knowledge can be dangerous. Anyone can Google and think they are an expert.” The good physicians—especially those over fifty—get it. They engage in meaningful discussion. Some even say, “That’s a good point, maybe we should look into that.” Why? Because real professionals, in medicine or in business, know that problem-solving is collaborative.
Whether it is medicine, project management, or financial planning, the process and procedures that work have been the same since the dawn of time. Recently, someone I know—one of those cocky, technology-only types—admitted that for some projects, pen and paper still works best. That is the reality. The idea that we will completely eliminate manual tools is wrong. Technology has not replaced the need for clear thinking, record-keeping, and physical organization.
Many retirees I meet struggle with knowing when to keep something digital, when to keep it on paper, and how to organize both. Very few can clearly explain their system for maintaining records. My own business was exclusively office-based for decades. People came to me. But times changed. In the mid-1980s, it was normal to travel to a client’s home or office, because that was where their records were. Travel was manageable. Now, it is expensive and time-consuming. Technology allows remote meetings, yet many people resist them. Texts fly endlessly, emails are ignored, and the U.S. Postal Service sometimes has a better read rate than email. We have portals for communication, but most are poorly executed or misunderstood.
This shift reminds me of my time on a university-level public policy institute. We studied the digitization of medical records during the Clinton years, when Hillary Clinton was pushing for healthcare consolidation—a process that eventually took shape under President Obama. We analyzed how digitization could improve efficiency, but also how it could create massive gaps when done poorly. That same reality exists today in finance, law, and client communication. Capabilities are diverging—some firms are using technology to create scalable personalization and operational efficiency, while others are just creating more noise.
Artificial intelligence is the newest wave—machine learning on steroids, powered by advanced chips and massive data centers that consume staggering amounts of energy. But no matter the technology, the basics still apply: either you get along with people, provide value, and deliver results, or you do not. Top-performing professionals—whether in financial services, medicine, or construction—rely on proven strategies that meet evolving expectations while holding on to the fundamentals that work.
Now, to those in their twenties, thirties, forties, and even fifties who use “boomer” as a pejorative: you are being immature. Blaming the world’s problems on an entire generation is lazy thinking. We enjoy our music, and when we get up to dance to Led Zeppelin, Aerosmith, Steve Miller, ZZ Top, Alabama, Lynyrd Skynyrd, Donna Summer, or KC and the Sunshine Band, and you sneer…frankly, the hell with you. Every generation has its soundtrack, and some songs are timeless.
When I was young, I respected those who went through World War I, World War II, Korea, and Vietnam. Each war advanced technology and medicine, but also came with sacrifice. Many who served received no recognition. Understanding history—whether it is the “Boogie Woogie Bugle Boy” era, Glenn Miller, or the big bands—gives you context for the present. Vehicles still have four tires, mostly rubber. We still rely on petroleum. Electric vehicles are not new—they existed in the 1800s. But mention that to some younger politicians or activists, and they roll their eyes as if history does not matter.
Here is a newsflash: it matters. Knowing the history of communication—from Morse code to the telegraph, from smoke signals to balloons used in the Civil War—teaches that all communication requires a sender and a receiver. Without that understanding, technology becomes fragile. The same is true for programming: without fundamentals, all the talk in the world will not produce results.
Life is not one endless party. You need to get down to business, fulfill obligations, and deliver on promises. That is true in finance, music, and beyond. When I hear people criticize Mick Jagger or Keith Richards for still performing, I think, “Good for them.” The critics are the sad ones.
I have always said I run a lifestyle business, and my business is my lifestyle. This is not something I “give a break” from. It is as much a part of me as a minister is tied to their church. Traditions exist for a reason. Repetition and structure have value. Too many people are too simply unaware of how unaware they are.
The world is complex. Processes and methodologies may evolve, but the basics stay the same. One of those basics: a promise made should be a promise kept. If you cannot keep a promise, and you lie to yourself and others about it, failure is only a matter of time.
The same applies to respect between generations. If you are a boomer who disrespected your parents and grandparents, expect the same treatment from younger generations. If you are a boomer who values what came before, you are likely to appreciate what the next generation offers—and they will appreciate you back.
In financial services, in leadership, and in life, success comes from blending the best of the old with the best of the new. It is about understanding key trends and winning strategies, knowing how evolving client expectations are reshaping service models, and making smart choices about technology—what to adopt, what to question, and what to keep manual. The winners will be those who differentiate in a competitive environment, who can adapt without discarding the wisdom of what works.
As for those who sneer, roll their eyes, and dismiss entire generations—you are not ahead of the curve. You are falling behind it.