This November, the most contentious presidential election in recent history will end and United States voters will elect a new leader. The 2016 election has much at stake, and the remaining presidential candidates should seek knowledge from all industries as they craft plans to solve the domestic and international issues that come with the White House. While the role of President is obviously different than that of private sector executives, all successful leaders find their skills challenged in the face of adversity. Whether that means terrorism, immigration, and economic downturn—or global warming, technological disruptions and rapid industry changes. Here are several lessons energy industry leaders learned by persevering through adversity that might benefit presidential hopefuls.

Think Long-Term
On issues like terrorism, voters want to see change immediately. For other issues, however, it’s important for the President to think beyond instant gratification and the first 100 days evaluation. While coal and oil seem easy and profitable, these are not sustainable, long-term solutions for energy companies, nor the American people. However, changing an entire industry can’t be done overnight.

David Crane, former CEO of NRG Energy, witnessed this firsthand and to the detriment of his job. Hoping to transform NRG into a firm focused on wind, solar, and nuclear power, he began implementing change the company simply couldn’t keep up with. Crane stated in an interview, “I was trying to turn a company from brown to green, from centralized to distributed, and wholesale to retail. I was trying to do three transformations at the same time. That was probably a couple of bridges too far.” It’s better to start small and master one project as opposed to spreading resources too thin while trying to succeed at everything.

Staff Your Team With Doers
Change is inevitable when a new President takes office. The President needs to ensure their cabinet is staffed not just with policy experts, but with members capable of the action required to enact change. Lynne Good, CEO of Duke Energy, said of creating effective teams, “You’re looking for that transition from being the smartest person in the room —and caring so much about that — to being the most effective…Effectiveness comes from those qualitative things that give you the ability to network, communicate and lead people toward an outcome they can’t see.”

Be Bold
American voters are looking to the 45th president to make real change, and real change can only come from bold new ideas. Inken Braunschmidt, Head of Innovation at RWE, works to change the energy industry by building new business models for her company that borrow ideas and strategies from many other industries.

Braunschmidt said, “Our task is to find and develop new business models. This doesn’t mean RWE is abandoning its traditional markets – indeed most of its revenue is still expected to come from the grid, trading and retail businesses in ten years time, and yes work on renewables and energy efficiency is continuing apace, but in addition to all that, expect to be wowed.”

U.S. citizens and world leaders everywhere are hoping the next President has the political acumen, strategy, cabinet and boldness needed to wow us all. This outcome seems more probable if the candidates are open to the learnings of those, like energy leaders, that go beyond strictly politics.