New possibilities rarely announce themselves as opportunities. For leaders, they usually arrive as friction, misalignment, fatigue, or the quiet sense that the way things used to work no longer does. We're conditioned to push through that discomfort. To optimize, restructure, or power forward. But effective leadership requires discernment, not just endurance. Discomfort isn't always a problem to solve; sometimes it's data asking to be examined. New possibilities don't emerge from doing more of the same, just better. They emerge when leaders are willing to question long-held assumptions , outdated measures of success , and decisions driven by familiarity rather than relevance. Leadership isn't proven by how long you can tolerate what no longer fits. It's demonstrated by what you're willing to re-evaluate, even when the answers aren't convenient. Before asking what's next for your team or organization, ask this: What are you continuing to def...