Having said that, when it comes to getting stakeholders to buy-in to the plan so they commit to clear the way for the recovery, patience has its place. The time invested will pay dividends as stakeholders remove roadblocks to a plan that they are aware of and buy-into. Not only that, but when a program is just starting (i.e. not in need of a recovery, or turnaround, effort), patience is required while in pursuit of the win/win. However, even then, inside, I am impatiently applying patience.
So, is impatience a secret to success or do you have to be careful to not apply "too much of a good thing"? Is it the balance between patience and impatience that is the secret? They are just two tools in the program manager’s toolbox. It’s using knowledge in the light of experience to determine which of the two to apply in the given situation. The constructive application of impatience with the cross-functional team to keep the team productive is the essence of the role of a program manager.