I do a little bit of hand-holding on the big cases. You know, like health care, I'll call over and say, Don't worry. We've got it under control. We have the best people working on it. We're on schedule. Stay calm. So, those kinds of things.

I do think that the instant nature of the reaction now, I do think it has an effect, that people's instant reactions to things are valid and valuable. But they're not always right, and they're not always capturing the full reality.

When we're not a party, we sometimes file as amicus, as friend of the court, 25, 30 times a term, sometimes more. And in each of those cases, we've got to decide what position the government's going to take. And that is the solicitor general's job to make that decision.

Very quickly the lawyers in the Justice Department pulled together a set of recommendations about how we ought to defend the law as a constitutional matter. And it was the lawyers in the Justice Department who thought that it was important to include the tax power argument as part of it.

The moot court process in our office when we get ready, we - everybody, including the SG, does two moot courts for each argument. And they are phenomenal, and they predict 90 percent of the questions that I get asked, at least 90 percent.

If you've ever been in the West Wing, it's like a little rabbit warren. Everybody's crammed in there on top of each other, and you're eating breakfast, lunch, and dinner at the mess with people. And so you really get to know each other very well. So, I think they just weren't worried.

I feel so blessed to have had the chance to do this job [ U.S. Solicitor General] in this moment in our history. It's been an incredible thing.

What we once thought of as necessary and proper reasons for ostracizing and marginalizing gay people, we now understand do not justify that kind of oppression.

If people can live openly and be equal, then you have to have a pretty strong reason to say they can't get married.

Watch what happens on Twitter. One thing leads to another very quickly. And in an ironic sense, even though it's such a democratic form of communication, there's a funny way in which it leads to a hardening of a conventional wisdom much more quickly than might happen if you were reflecting on it a little more.

My job was always to pull a vote over from somebody who was likely to be at least at the outset disinclined to agree with me on some things or at least disinclined to agree with the policy that I was defending.

The part that the public sees is the arguments up at the podium and the briefs that we file. But a significant part of the job - in fact, I'd say I spend more of my time on this part of the job, which is deciding what the position of the United States will be in the cases that we're going to be participating in before the court.

I'm arguing for progressive positions on behalf of a progressive administration in front of a court who, before Justice [Antonin] Scalia's death, had a conservative majority that was quite conservative, frankly.

Sometimes one of the justices, because they're, you know, they're brilliant lawyers themselves, can put the question in a particular way so that, even if you've prepared to talk about the topic, the question is put in such an excruciatingly difficult way that there's just no good way to handle it.

After a couple of years, I realized that this was actually true, that his gave me the ability to go to a different place and, hopefully, have a stronger impact.

In the past, presidents had been consulted about those kinds of decisions by SGs, and I thought it was the right thing to do.

I do think it's true that a huge amount of the oversight that the White House engages in with respect to the Executive Branch is out of fear that somebody's going to do something crazy and drive the president off a cliff.