Potential Needs an Opportunity Before It Becomes Experience

One of the most thought-provoking moments during the recent centennial celebration honoring the birth of one of St. Maarten's founding fathers, Dr. Claude A.C. Wathey, did not come from the recognition of his accomplishments alone. It came from hearing stories about the opportunities he was given early in his life—opportunities that allowed him to grow into the leader history now remembers.

As I listened, I found myself reflecting not only on the remarkable legacy he left behind, but also on the journey that made that legacy possible. Every great leader begins somewhere, and every legacy starts with someone willing to believe in another person's potential. It prompted me to ask a question that remains just as relevant today as it was decades ago. Have we made it harder for people with potential to become people with experience?

There was a time when individuals were entrusted with significant responsibilities because someone saw something in them. Potential mattered. Character mattered. Commitment mattered. Loyalty mattered. Above all, someone was willing to believe in a person before there was proof. While experience was certainly valued, it was not always the deciding factor. Someone was willing to take a chance, offer guidance, and trust that the individual would rise to the occasion.

Today, that same decision would likely be met with immediate scrutiny. Questions would be asked about qualifications, years of experience, favoritism, nepotism, and integrity. In today's environment, those are legitimate questions. Public institutions, private organizations, and businesses alike have a responsibility to uphold transparency, accountability, and fairness. Those principles should never be compromised.

However, there is another question we must also be willing to ask ourselves. At what point does protecting the system begin preventing the next generation from entering it?

Far too many young professionals know what it feels like to hear the same sentence repeated over and over again. "You don't have enough experience." It sounds reasonable. Until you stop and think about it. How does anyone gain experience if no one is willing to give them the opportunity to earn it?

Experience is not inherited. It cannot be purchased. It cannot be learned solely from books or classrooms. Experience is earned through responsibility. It is developed through mentorship. It grows because someone was willing to say, "I believe you can do this."

Some of the brightest minds do not fall short because they lack talent or ability. They fall short because no one ever opened the first door. Potential means very little if it never has the opportunity to prove itself.

Every experienced teacher once stood in front of a classroom for the very first time. Every respected doctor once treated a first patient. Every successful entrepreneur once launched a first business. Every accomplished public servant, executive, manager, or community leader was once someone with little or no experience. The difference was that someone gave them a chance.

That reality has not changed. What has changed is that we have become increasingly comfortable identifying why someone is not yet ready instead of investing the time, mentorship, and confidence needed to help them become ready.

This is not an argument for lowering standards. Nor is it an invitation to ignore qualifications or excuse incompetence. Rather, it is a reminder that qualifications and potential should never be viewed as opposing ideas. They should complement one another. Standards should remain high, but opportunities to develop future leaders should remain open.

Like many others, I know what it feels like to have to prove yourself repeatedly before someone is willing to trust your abilities. I also know the value of those individuals who looked beyond my years of experience and chose instead to invest in my potential. Many talented people across St. Maarten continue to face that same uphill climb. Their challenge has never been a lack of ability. More often than not, it has been a lack of opportunity.

As we reflect on the extraordinary legacy of Dr. Claude A.C. Wathey, perhaps one of the greatest lessons we can draw from his life is that leadership is not measured only by what we accomplish ourselves. It is also measured by the opportunities we create for others. The people we mentor. The confidence we place in those who are still finding their footing. The doors we choose to open rather than keep closed.

Our pioneers built this nation because someone believed in their ability to lead. Our responsibility is to ensure that the next generation is given the same opportunity.

After all, every accomplished leader was once someone's first risk, someone's first investment, and someone's first act of faith. If we stop giving people their first opportunity, we should not be surprised when we struggle to find the next generation of leaders.

Potential will never become experience until someone is willing to open the first door.

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