No. You see immediately what your next task will be. I’ve been asked all kinds of silly questions, like “Aren’t you proud? Aren’t you this? Aren’t you that?” I have no time for that, because the next project is upon me.

That’s easy, my trainees. In my field, receptor biology, the field is dominated by people that I trained. Kobilka is one example. I would say I have, for years — in all due modesty — I led the field. I passed that mantle to Kobilka. He has the newest technologies and this and that. But he’s just the limit case. There are dozens and dozens of people who trained with me that, if you go to any meeting on receptor biology and you look at the program, I don’t know, 30 to 40 percent of all the speakers will have either trained with me or trained with people who trained with me. They’re in the lineage. So that’s what I’m most proud of.

This may sound like a cliché, but I’ll put it this way. The proudest thing in my life is that my children came home. The proudest moment of my presidency, domestically, was when I signed a piece of civil rights legislation known as the ADA, doing something for the disabled. A massive piece of civil rights legislation that put disabled people, 50 million of them, into the mainstream, or at least removed legal obstacles to their being in the mainstream.

Well, I’m very proud, this is true, I mean. But, you know, it’s also being with the right people, in the right place, at the right moment. And, you know, it’s a team work too.

They were the great architects who have gone before. So they were architects like Le Corbusier, Frank Lloyd Wright. Of course, they were alive at the time that I was studying. But there were also, for me, not just buildings.

I think it’s a combination of being a good listener, trying to understand what lies beneath the surface. And I mean that in the most literal sense.  It could be a cultural institution. It could be an enterprise. It could be a site. It could be the culture of feng shui in an Asian society. The things that you can measure and the things that you can’t measure. And it’s about drawing on the best of diverse skills, the reality that an architect cannot design and realize a building independent of engineers, skilled engineers, structural engineers, environmental engineers. So for me, it’s about harnessing the creative energies. It’s not about designing a building and handing it out and saying, “You make it stand up. You make it warm. You make it cool.” It’s about getting those skills in unison.  The analogy is perhaps a round table, which is non-hierarchical. That doesn’t mean to say that you don’t have strong leadership. Obviously, you have to have that; otherwise, it’s designed by committee. So it’s answering the material needs and providing an element of surprise, something that perhaps nobody believed might be possible to add. And it’s not about money. Quality is an attitude of mind. It’s not about how much you spend. It’s about how wisely you spend. You’ve really got three ingredients. You’ve got material resources, money; you’ve got time, and in many cases, time is money; and you’ve got creative energy. And it’s the creative energy that is going to make the difference in terms of those other ingredients.