When I was working at Stanford, a new colleague came rushing out of a meeting ready to start a big new initiative because our VP said something should get done.

When I was working at Stanford, a new colleague came rushing out of a meeting ready to start a big new initiative because our VP said something should get done. I had to explain that patience was important because no single person at the University could make a project happen, but hundreds of people at all levels of the org chart could stop a major initiative in it’s tracks if they felt threatened.