From Defense to the Boardroom: Five Lessons in Leadership

From 1986 to 1990, I completed my training at the Royal Military Academy (KMA) in Breda. Four intensive years in which I was trained to become an officer in the Royal Netherlands Air Force. But even more than tactics, command structures and uniform discipline, I learned what leadership truly means. In practice. Under pressure. And in connection with others. Much of what I learned then still forms the foundation of how I work and how I view leadership in organizations today. Business is not warfare, even though it can sometimes feel that way, yet it does require leadership: providing direction, making decisions, building trust and guiding people toward something larger than their individual tasks.

Here I share five leadership lessons I gained at the KMA. Lessons that may be more relevant today than ever.

1. Camaraderie is not a soft concept but the foundation of trust

At the KMA, camaraderie is not just a word; it is a way of living and working together. You show up for one another. You get to know each other deeply. You entrust yourself to others, especially when things get tough. “I hold your back, will you hold mine?” In business, I often see teams that collaborate well as long as things go smoothly. But as soon as the pressure increases, it becomes every person for themselves. Trust proves fragile. Yet it is precisely under pressure that true collaboration becomes visible. If you want to build a high performance team, start by building camaraderie. Not only in the good moments, but especially when it gets uncomfortable.  

2. Healthy conflict and feedback make your team stronger

Leadership in defense means working in situations where mistakes can have serious consequences of people loosing their lives. That is why honest, direct conversations receive so much attention. Constructive conflict is part of that, just like open and direct feedback. In organizations, teams often struggle with this. We want to be nice, preserve the atmosphere. But avoiding or softening mistakes in order to maintain harmony means you learn nothing. You do not need to be in the military to understand that openness may not save lives in business, but it does prevent stagnation. Good leadership requires the courage to have the uncomfortable conversation. Not only when things go wrong, but before they do.

3. You never know everything but you still need to decide

As a leader, you rarely have complete information. Time is short, circumstances change. And yet you must make decisions. Waiting for certainty often means waiting too long. At the KMA we learned: when action is required, you make the best possible decision based on what you know at that moment and the assumptions that make the most sense. And once you decide, you commit fully. No hesitation. No endless analysis. Clarity and conviction create direction. I often see leaders who want to be certain before they choose. But the reality is: you only know afterwards whether it was truly the right choice. Leadership regularly requires making a choice instead of avoiding one. And it requires trust: in your people, in yourself and in the process. The lesson is simple: dare to choose rather than search for the perfect choice.

4. You can only lead others if you know yourself

Self-insight, reflection and mental resilience are just as important as physical training at the KMA. You are constantly challenged: Who are you under pressure? What drives you? What holds you back? And what does that say about your way of leading? Leadership begins with self-leadership. If you do not know your own patterns, fears or blind spots, you will inevitably encounter them in your team. Personal development is not a luxury, but a necessity. And yes, pushing your physical limits helps. Mental strength often appears precisely when your body wants to give up.

5. Practice what you preach

At the KMA, you are continuously reminded of your role as an example. Not only in what you say, but in how you move, look and act. How can you ask something of your people if you do not live it yourself? I carry that lesson with me every day. Leadership is always visible. People watch you, mirror you. So if you speak about trust, give it. If feedback matters to you, be open to receiving it. And if you are working on culture, start with your own behavior. Without leading by example, leadership remains just a story. With it, leadership becomes tangible. 

In closing

Leadership cannot be learned from a book. You learn it in practice, by making mistakes and learning from them. By falling and getting back up. By reflecting, choosing again and growing. My time at the KMA gave me a strong foundation, but applying those lessons in daily work is what anchored them in who I am, as a person and as a leader.

At COURIUS, we help leaders and teams put those lessons into practice. Not through military discipline, but through clarity, trust and ownership. Because every organization needs people who dare to lead, from character, from connection and with the courage to do what is needed.

Would you like to see what that looks like in practice?

Read how our coaches help Executive MBA students grow in their leadership: Case study business coaching

About the author

• 23 December 2025
/ by
• Marco Buschman

I am an energetic and challenging leadership expert, team and executive coach, international facilitator, speaker and author of the bestseller Verbindend Vermogen. I focus on the (further) development of the Connecting Ability (The Connection Quotient) of leaders, executives and management teams at home and abroad. In my performance I tackle questions in a practical and solution-oriented way. Clients describe my style as optimistic, decisive, empathetic, passionate, result-oriented and inspiring.Read more