Each new election brings a sense of vitality and hope to Utahns. We relish the moment when we see the changing of the guard and want to believe that, indeed, it is a new day.

We want to believe in the goals and values our new governor has committed to bringing to the office: community-building, public good above self, embracing change and risk-taking. We applauded the civility and caring he demonstrated in conducting his campaign. He has expressed humility and asked for the public's understanding for mistakes he might make along the way. Utahns support their leaders and ask only that they work for the good of all and do it with integrity.

Gov. Jon Huntsman Jr. has raised the bar of expectations for his administration. And for that we are thankful. We have all seen that moment when leaders give new hope to organizations with their enthusiasm and "can-do" attitude and later run into the naysayers fearful of change. Some are career employees who, at one time, came to government with the same enthusiasm and desire to provide public service as the governor now is showing.

They, too, came to their jobs with high hopes and a belief that they could make a difference. Like any of us, they want to work in an environment where they can feel they are making a contribution. Each administration brings new hope to employees that things will change, that they will be respected and valued, but in many instances they end up disappointed. Often the rhetoric of the leaders does not match their action. Matter of fact, when government doesn't move fast or when employees make a mistake, they are blamed for the failure and punished in subtle ways. The message is: Don't risk, just do as you are told. The result is the strict adherence to process. They say to themselves, "We'll wait this bunch out because in four more years they'll be gone and we'll still be here."

Political leaders sometimes fail to appreciate that. As leaders they create the culture of an organization, not by rhetoric but rather by their actions. An organizational culture is based on how a leader acts and is carefully observed by employees who then respond accordingly. Leaders, if they are to be successful and respected, must demonstrate the values of the organization in their daily behavior. "Organizations go to seed when the people in them go to seed. And they awaken when the people awaken. The renewal of organizations and societies starts with people," John W. Gardner said.

The precipitous dismissal of 33 employees at the Department of Economic Development is an example. It has the potential of creating a chilling effect that would discourage employees from risking new ideas. Statements made by senior advisers could raise questions about trust when one states, "The changes were the result of an analysis of the state's economic development effort that began more than a year ago. É There's been some careful planning. This isn't something we made a hurried decision on in a couple of days." Then six days later the same adviser tells the department's policy board, "We're not going to have our entire strategic plan in place the second week that we're operating." (Deseret Morning News, Jan 1, 8 and 14).