There's no question almost press secretaries talk about the sense of serving two masters. On the one hand you want to protect the president's interests, and you represent his interests to the press. And the press is a proxy for the American people.

Many differences are rooted in biology and reinforced through culture, so it's important to acknowledge that. Because if you say men and women are the same and if male behaviour is the norm, and women are always expected to act like men, we will never be as good at being men as men are.

Throughout his presidency, Clinton made a point of getting close - physically and emotionally - to the people whose problems his administration was working to solve.

Campaigns often make standing on principle the highest of virtues - and listening to your opponents a sure sign of weakness. It's the virtual opposite of what it takes to succeed in office. Squaring the circle takes a powerful combination of skills. But presidents who can campaign and compromise are generally the most successful.

Every press secretary faces an enormous amount of information. Events move really fast. You're responsible for a tremendous amount of information, and again, a tremendous amount on competing agendas. Not everybody grease in the White House.

President Clinton intentionally created a structure that was a little loose. And one that kept him a little in the center. He didn't want one person filtering all the information that went to him. He had always operated with a lot of information coming in and a lot of stuff going out.

There are people in the public sector with a range of experiences that have no equivalent in business, but are essential to governing, like keeping a kid in school or helping someone get and hold a job. The value of those skills can't easily be measured against a bottom line.