“ I found that at Goldman Sachs, to be effective as a leader, you had to build consensus when you’re managing smart people who’ve got other alternatives.… I’m in that situation today to a much greater extent than I ever was at Goldman Sachs, because the people I’m trying to bring together are truly independent. Oftentimes, they may even agree [with me] in private, but because of their constituencies or because of their parties or because of their committee chairmen or because of what the American people think, you know, won’t agree in public. So I have to get used to people saying, ‘Boy, that’s reasonable—I really think a trade agreement with Colombia is great, but I can’t be for it. ”