Quotes of All Topics . Occasions . Authors
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.
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.
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 will work to ensure Duke Energy is positioned to continue its track record of outstanding customer service and operational and financial excellence.
Effectiveness comes from those qualitative things that give you the ability to network, communicate, and lead people toward an outcome they can't see.
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'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.
If we are not more efficient, we put ourselves in a position where prices need to rise or profits deteriorate in a way that makes us less attractive to investors.
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.
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.
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.
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 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.
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.
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.
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.
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.
As we continue to move to a lower-carbon future, we will also continue to work constructively with states to identify customer solutions that preserve the reliability and affordability that our communities expect.
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.
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 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.
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.
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 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.
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.
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.
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.
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.