Lately, I've noticed a theme in many of my conversations with CEOs and business leaders.

"We can't find enough leaders." It's a real challenge, but I'm not convinced it's because there's a shortage of talent. I think we're often defining leadership too narrowly. For years, we've measured leadership by titles, years of management experience, or the size of someone's team. Those are useful indicators, but they don't always tell us how someone will perform when the pressure is on. The leaders who make the biggest impact are usually the ones who can make sound decisions with incomplete information, adapt when circumstances change, earn trust quickly, and keep their teams focused through uncertainty. Those are the skills organizations need now more than ever. It's also one of the reasons Special Operations veterans often transition so effectively into business leadership. Their experience has been built in environments where change is constant, accountability is expected, and waiting for perfect information isn't an option. They learn to assess risk, communicate clearly, empower their teams, and execute when the stakes are high. Industry knowledge can be taught. Strong leadership habits are much harder to develop. As organizations continue searching for exceptional leaders, it may be time to ask a different question. Instead of asking, "Who has done this exact job before?" ask, "Who has consistently demonstrated the ability to lead when the outcome wasn't guaranteed?" That simple shift can open the door to remarkable talent that might otherwise be overlooked. Broaden your definition of leadership experience. Exceptional leaders are often found outside traditional career paths, and organizations that recognize this reality gain a significant competitive advantage. What's one quality your best leader had that couldn't be captured on a resume? Kerry Black Director Of Corporate Engagement Phase III Coach