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Women look at things a little differently. And I'm just relating to myself. I look at things as being organized and functioning correctly. And if something's not going right,  

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you figure out what it is and how to fix it. And that's kind of what I had found that I seemed to be very good at. I could anticipate where something was going, 

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and I could jump on it. Or I could say, for instance, like we were talking about leave policy, "We need to do something about that." 

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So, I'd be like the, the noodge in the side of my boss, who was the staff director, and I'd say, "We really need to do something. I know you're busy, but. . . ." 

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And I know what he would—then what he would do is he'd turn to me and say, "Why don't you take a shot at it? Why don't you pull something together, and I'll look it over." 

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Ah, an entrée, right? So, you kind of ran with it. And the more you did, the more you were expected to do. And it felt good. It felt really good. 

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So, I was in that role, but I was also in the minority. There were so few of us that we got involved in somewhat of a legislative process too, 

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not drafting bills, but researching them and tracking them through the House and the Senate, and feeding that information back to our staff.