Lynn Good Quotes

Fracking has been a real technological change that has caused great innovation in our business, and we’ve had the benefit of very low gas prices for our customers as a result of that.

I actually had someone say to me, ‘Lynn, you’re going to have very good days, and you’re going to have very bad days. But It’s rare that things are as good as they look, and it’s rare that things are as bad as they seem.’ So having perspective, and challenging perspective, is important to making good decisions.

If you keep an open mind, you can learn so much from the people around you.

I had never seen a computer when I went to college.

The regulations keep on coming. And we are trying to make decisions that we will be happy with for decades.

You see more women in the CFO ranks. It’s an evolution.

If we just isolate distributed solar all by itself, it does not work without the utility around it. And so the utility needs to be paid for the services it provides.

What we are investing in, from a generation standpoint, are renewables and natural gas.

I am deeply honored by the trust the board has placed in me to lead Duke Energy. I have a high degree of confidence in the strength of our company’s leadership and dedicated employees.

Our customers are at the center of everything we do.

I respect passionate views.

Utilities fall in love with their assets, and that’s a danger we need to avoid.

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.

We don’t believe carbon capture is a proven, scalable, commercially available technology.

People who love what they do get after it every day.

I can be incredibly focused, and I can appear impatient. So I’ve learned to slow down, get to know people, and provide more context. There’s nothing wrong with getting to the point pretty quickly, but it’s also helpful to give people an opportunity to talk about their work.

Our highest priorities are safe operations and the well-being of the people and communities we serve.

My father was a World War II Marine who became a high school principal. He always had a heart for students who maybe were underprivileged or had difficulty of some sort.

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.’

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.

Our nation’s power plant fleet must include a mix of solar, wind, hydro, natural gas and nuclear plants.

All options to produce, transmit, and store electricity should be considered, driven by clear price signals and constructive government policy.

I don’t see any new coal.

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.

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 don’t see a sea change by 2020, but I see migration in the direction of modernization and more flexibility in the generating system going forward.

There are no coal plants on the drawing board for Duke, which leaves us with gas, renewables, and nuclear.

Reliable and competitively priced electricity is fundamental to growing our economy and creating jobs. Our customers expect nothing less.

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.

It’s important to keep your long term perspective and communicate well both externally and internally.

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.

You move an organization when they understand where you want them to go.

An investor in Duke Energy is expecting a dividend payment. That’s roughly 70 to 75 percent of the earnings I produce. The business that goes with that level of dividend is a business that has more predictability, more stability.

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.

When you’re in a crisis, there’s really no playbook.

I think we’ll still be operating coal in 2030. Whether we will be in 2040, I think, is a question, or in 2050.

Effectiveness comes from those qualitative things that give you the ability to network, communicate, and lead people toward an outcome they can’t see.

Leadership is a journey – you never arrive.

2013 was a year of great accomplishment for Duke: our first full year as a combined company.

The way we grow is, we make investments. We’ve been building a natural-gas platform within Duke that started with the pipelines.