Oklahomans know how to deal with adversity. We overcame challenges on the Trail of Tears, during the Dust Bowl, through the Vietnamese refugee crisis, after the Murrah Building bombing, and in response to countless tornadoes.

What is it about government that seems to encourage inertia? In my nine months in office I've yet to find an answer to that question. Government is great at talking about issues and problems, but talk is like any other commodity—the more of it there is, the cheaper it gets. It's not a people problem. I see talent everywhere I look. Is there something about the institution of government that discourages the eagles from soaring? What I hear all too often is not what we can do, but rather what we can't do.

It's amazing what you hear when you really listen. I wrote in this space some 90 days ago about my ongoing efforts to meet with Oklahomans from all sectors to listen and learn about ways to work together to improve and increase the effectiveness of how government serves Oklahomans. Since taking office, I have logged more than five thousand miles at my own expense and participated in more than 90 meetings across the state, in addition to the regular daily public meetings the Commission holds. I consider it investing in good government.

My first 90 days in office have deepened my belief in the importance of this fundamental advice. As a corporation commissioner, I'm now involved in critical areas affecting Oklahoma's economy, including regulating oil and gas drilling, production, and environmental protection, as well as utilities, and aspects of trucking, gasoline pumps, fuel storage tanks, pipelines and railroad-crossings. Many of these involve everyday, pocketbook issues of critical importance to Oklahomans.