Words matter. These are the best Lynn Good Quotes, and they’re great for sharing with your friends.
When you are in a situation or a crisis, you need to define, what is the unique role that I can play?
There weren’t many women ahead of me.
The closing of ash basins is really part of decommissioning a coal plant.
If you keep an open mind, you can learn so much from the people around you.
You’re well-spoken, or you’re very analytical, or you’re a great team-builder, or you’re great with relationships… Playing to your strengths is always something good to build on because you’re trying to develop a foundation to keep growing, as a professional and as a leader.
Anytime we make additional investment in a coal plant, we are really challenging whether that investment is economic.
M&A is always an opportunistic tool to grow a company.
For 2015, Duke Energy’s employees safety record received the top rank among large utilities as recognize by EEI.
I think about trust and confidence as something that you earn every day, and we will keep at it, earning it every day.
You see more women in the CFO ranks. It’s an evolution.
When you’re in a crisis, there’s really no playbook.
Our customers are at the center of everything we do.
The enthusiasm around carbon capture and sequestration was probably greater before the shale-gas discovery and the low prices were so prevalent.
The way we grow is, we make investments. We’ve been building a natural-gas platform within Duke that started with the pipelines.
The regulations keep on coming. And we are trying to make decisions that we will be happy with for decades.
Through Duke Energy’s strong balance sheet and electric generation expertise, and Piedmont’s understanding of natural gas markets and proficient operations, the combined company will be well-positioned for a future that may require additional natural gas infrastructure and services to meet the needs of our customers.
I’ll be the first one to tell you I burn coal… That fossil generation and the nuclear generation, frankly, is necessary in order for me to provide power.
Utilities fall in love with their assets, and that’s a danger we need to avoid.
I become the face of the company, and that’s a responsibility.
There’s nothing about Lynn Good at age 30 or age 35 that would have said, ‘I am setting my sights on being a CEO.’
Volatility is not something that is a great fit for Duke if you look at the level of dividend we pay.
I don’t see any new coal.
We support regional generation, particularly for nuclear. It’s just a large investment. We think it’s something a community comes around to make those investments work, and South Carolina is very committed to nuclear generation.
On two occasions, utility executives I’d never met had looked at me and said, ‘I thought you’d be bigger!’ In a way, I took that as a compliment!
I get energized around a plan – what’s it going to be like in three months? Six months? You’re not going to let it defeat you. You got to keep going.
If we’re going to be serious about decarbonizing the bulk-power system, nuclear has to be part of the conversation.
I believe that nuclear needs to be a part of the solution if the U.S. really wants to be aggressive about reducing carbon.
If I were to share with you the number of attacks that come into the Duke network every day, you would be astounded. And it’s not from people working out of their garage; it’s from nation-states that are trying to penetrate systems.
I am honored to be named chairman of Duke Energy’s board and privileged to lead our company forward for our customers, employees, and shareholders.
Over the long term, we should develop and implement new technologies to capture and store coal’s carbon emissions. We also must make our electric grid more resilient.
Our highest priorities are safe operations and the well-being of the people and communities we serve.
I had never seen a computer when I went to college.
It was exciting putting hundreds of millions of dollars to work buying and building wind farms in Texas.
I will work to ensure Duke Energy is positioned to continue its track record of outstanding customer service and operational and financial excellence.
I think we’ll still be operating coal in 2030. Whether we will be in 2040, I think, is a question, or in 2050.
Building new nuclear is something that is going to take a lot of commitment, not only from our company but from the communities we serve. It is a five-to-seven-year journey to build one, and they are expensive.
There is growing demand for renewable energy.
As you think about developing people through their careers, you’re looking for that transition from being the smartest person in the room – and caring so much about that – to being the most effective.
If you can, anticipate that life is going to be full of detours.
I find, at times, people underestimate me. That’s really an asset.
We don’t believe carbon capture is a proven, scalable, commercially available technology.
I respect passionate views.
Leadership is a journey – you never arrive.
I went to work in accounting at Arthur Andersen. At one point, it was the creme de la creme. I wanted to work there because it looked like the hardest thing I could find, and I loved being on a steep learning curve. I progressed quickly, and two years out of college, I was managing a small team of people.
