Top 82 Quotes & Sayings by Lynn Good

When I was growing up, we had a widow living next door to us. So the habit was that if we went to the grocery store, we called her first. If we cut our yard, we cut her yard, no questions asked.

Always play to your strengths, whether your strengths are gender-based or just natural aptitude.

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

I don't think of myself as a powerful woman.

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

Leadership is a journey - you never arrive.

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.

There weren't many women ahead of me.

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.

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

We should be building more nuclear today.

For 2015, Duke Energy's employees safety record received the top rank among large utilities as recognize by EEI.

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

I don't believe you can absolutely have it all.

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.

At a certain career level, it's no longer about whether you are the smartest subject-matter expert in the room.

I become the face of the company, and that's a responsibility.

Leaders play a unique role in periods of crisis and chaos. Because if you don't, you're not going to harness the power of all the people behind you.

Nuclear is an important part of the heritage of Duke. We operate the largest regulated nuclear fleet in the U.S. We love the diversity of the generation.

I think about trust and confidence as something that you earn every day, and we will keep at it, earning it every day.

Natural gas is an important part of delivering energy, whether you're producing power or other solutions for customers.

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.

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 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.

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

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.

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

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.

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.

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.

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.

As we look ahead, we see increasing opportunities for Duke in natural gas - not just for producing electricity, but in providing gas for our customers. We have been investing in renewables as well throughout the U.S.

If you feel like there is going to be an emotional reaction that won't be helpful to resolve the situation, anger or other things, disarm the situation in some way, and you can use different techniques to do that.

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

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.

We are accountable for what happened at Dan River and have learned from this event.

I hope nuclear becomes a part of the conversation, at the right time when we recognize the importance of that resource. I hope we can work that out as a country and figure out how we are going to put nuclear in the mix.

We are setting a new standard for coal ash management and implementing smart, sustainable solutions for all of our ash basins.

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

The enthusiasm around carbon capture and sequestration was probably greater before the shale-gas discovery and the low prices were so prevalent.

I don't see any new coal.

There is growing demand for renewable energy.

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

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

The closing of ash basins is really part of decommissioning a coal plant.

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

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.

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

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

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.'

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

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.

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.

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!

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

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.

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.