In my final assignment before retiring from the Army, I was directed to ‘organize’ 18 United States federal law enforcement and intelligence agencies in Mexico.

I had no legal or fiscal authority to compel anyone to follow my lead, but the mission required results. So instead of relying on command or control, I focused on listening, persuasion and trust-building among agencies that were not used to working together.

Within months, we had built one of the most effective interagency coalitions of that size that I had ever seen.

What makes a leader?

That experience reinforced the way I thought about leadership. True leadership isn’t about giving orders; it’s about helping people see the mission as their own. That perspective has served me throughout and far beyond my time in uniform.

In the military, success depends on collaboration across units and clarity under pressure. In business, the challenges are similar. Leaders must align their teams, navigate uncertainty and move people toward a common goal. Whether in a combat zone or a boardroom, there’s one thing I’ve learned: Influence matters far more than rank.

Shifting perspective

Every year, around 200,000 service members transition into civilian life, many of them with decades of leadership experience forged in some of the most volatile, ambiguous and unpredictable environments imaginable. Yet too often, that experience is left underutilized.

Military accomplishments don’t always translate neatly into business language or job descriptions. As a result, many veterans struggle to find opportunities that reflect the depth of their skill sets.

That isn’t a talent problem; it’s a perception problem. Veterans represent one of the most valuable, untapped sources of leadership in America. They bring discipline, resilience and a bias for action – qualities that every organization needs, especially at the executive and board level.

Now, as Executive Director of Veteran Initiatives at Emory University, I have the privilege of helping others bridge that gap, making sure veterans are not just seen as capable team members but also as the strategic leaders they already are.

After 32 years in the Army, I can attest the skills veterans bring with them after years of service are the same skills that separate good leaders from great ones in any environment.

Here are just a few examples.

1. Mission alignment

Veterans have an unmatched ability to rally people around a purpose. They understand that people do their best work when they feel connected to a shared mission. They’re trained to unite people from different backgrounds behind a single goal and keep them focused, especially in high-pressure situations.

Every business wants team members who feel ownership over their role, not because they’re simply expected to care but because they believe in what they’re working toward. For leaders, this translates directly to higher engagement, stronger collaboration, improved retention and teams that perform because they want to, not because they have to.

2. Crisis management

Veterans excel in moments of uncertainty. As the Deputy Director of Global Operations for the Army, I was one of the first people in the Pentagon to flag a virus emerging in East Asia that would soon turn the world upside down. In the weeks that followed, we coordinated the Army’s global response to COVID-19, with the situation changing by the hour.

Veterans are trained to lead in these conditions, to stay calm, gather information quickly and make decisions before knowing all the facts. For business leaders, that ability to think clearly under pressure can make the difference between being proactive and being reactive.

3. Accountability

Ask any veteran and they’ll likely say that accountability is one of the most enduring values from our time in uniform. When I was a Lieutenant Colonel, I inherited a unit that had suffered from years of low morale and poor performance. Over the next 18 months, I made tough personnel decisions and rebuilt a culture grounded in integrity and excellence.

Accountability, I’ve repeatedly learned, isn’t about punishment. It’s about setting a standard and holding yourself to it first. Veterans understand that better than most. They know that credibility is earned by doing what you say you’ll do and expecting the same from others. In the corporate world, that level of integrity is what holds a team together when pressure builds.

4. Team building

Veterans understand how to bring people together, especially when under pressure. They know that progress takes listening as much as it takes leading. In the military, success comes from leaning on one another. Communication is often the difference between life and death.

Teamwork isn’t about control but about creating an environment where people truly trust each other and leave their egos at the door. When it comes to business, that translates into the ability to unite stakeholders and turn competing priorities into shared solutions and a culture where your team moves as one.

5. Global perspective

Veterans offer a worldview shaped by lived experience. They’ve seen how leadership may look different from place to place, but the fundamentals – including respect and empathy – are universal. Veterans carry this understanding with them. They know how to work with any team, adapt to different markets and navigate nuanced international challenges. For companies expanding globally, that cultural awareness is a strategic advantage.

When I left the Army, I didn’t stop serving. I simply began serving differently. The same is true for thousands of veterans across the United States. If you’re looking for your next great leader, whether on your team or on your board, start by hiring one who has already proven what it means to serve a mission greater than themselves.

Opinions expressed by The CEO Magazine contributors are their own.