I Am District Energy

Welcome to “I AM District Energy,” our latest initiative designed to introduce you to the people behind the systems and the impact they have on our industry and our planet.  

And we want to hear from you too! Share this blog on social media and tell us your story and of your experience working in district energy, with the hashtag #IAMDistrictEnergy. 

Latest Post

Built on Principles: Inside Con Edison’s
“Dick Morgan Leadership Program”

 

At Con Edison, leadership goes beyond titles or team structures. Instead, it centers on responsibility—uplifting others, serving the community, and leading with purpose, no matter your role. These principles form the foundation of the Dick Morgan Leadership Program, a homegrown initiative that has quietly transformed how hundreds of employees view themselves and their place in the company's future. 

“The program got me out of my shell, infused confidence within me, and silenced my self-doubt,” said one participant. “I’m forever grateful for this experience and the people who contributed to it.”

Launched in 2013 and named for one of ConEd’s most respected leaders, the program started as a modest pilot. Now, it’s an 18-month journey that evolves with each class. Graduates call the experience “life-changing.”


A Legacy of Service and Sacrifice 

For more than three decades, Richard “Dick” Morgan made ConEd his professional home, where he served as Vice President of Steam Operations.  Dick was keenly aware of the critical energy infrastructure in underground Manhattan, including steam, natural gas and electricity, and the importance of communications and training first responders how to safely handle utility services during events. 

He played a key role in establishing major departments, from Emergency Preparedness to the chemical and biological response teams for Con Edison. Colleagues knew him not only for his technical mastery of the world’s largest district steam system but also for steady leadership and genuine humility.

Although he had officially retired from Con Edison seven months earlier, in the immediate aftermath of the attack, Morgan drove to the Mayor’s Emergency Response Center in the World Trade Center on the morning of September 11, 2001, to help coordinate utility response.  He lost his life that day serving others.

Every year, ConEd employees recall not only the events of that tragic day but also the qualities that set Morgan apart. His preparedness, compassion, and deep belief that great leadership begins with caring for people continue to inspire.

“Dick believed in safety and preparation,” recalled one colleague. “He understood the complexities of New York City’s infrastructure—but mostly, he cared about people. He treated everyone with dignity, respect, and kindness.”


Putting Principles into Practice: From Seven to Hundreds 

It was Dick’s spirit that inspired two ConEd employees, Frank Cuomo and Sheria Stallings, to look to Morgan’s twelve guiding principles as a framework for rebuilding trust during a period of strained union-management relations.

“We looked at the 12 principles and thought—this could be the foundation,” Frank said. “They’re simple, but when you live them, they’re incredibly powerful.”

What began as a small experiment in 2014 with just seven participants has since grown into one of the company’s most transformative initiatives. The pilot’s early graduates spoke of renewed confidence, clearer communication, and a stronger sense of shared purpose.

Today, the Dick Morgan Leadership Program has nearly 300 graduates, and more than 90 percent of ConEd’s organizations are represented. Participants report specific outcomes such as improved public speaking skills, increased ability to mentor colleagues, and heightened readiness for emergency situations. The most recent cohort alone includes 168 participants, supported by a growing network of alumni who remain engaged as mentors, advisors, and special committee leads.

Leadership You Can Live By

The Dick Morgan Program sets itself apart from conventional training. Each of the twelve principles is applied through practical, real-world assignments, with Dick’s well-known philosophy of collaboration — “no one is as smart as all of us together” —woven throughout. Participants might lead safety briefings, mentor peers, support emergency-response efforts, or engage in community projects.

“The assignments are simple on paper,” Frank explained, “but over 18 months, they push you to stretch, to reflect, and to grow.”

Graduation rates hover around 65 percent, a testament to the program’s rigor. “No one gets carried to the finish line,” Frank added. “If you graduate, it means something.”

Despite its size and scope, the program remains entirely volunteer-led. Frank and a small core team manage all aspects, from application systems and digital infrastructure to scheduling and mentoring logistics. Each class cycle ends with a six-month recalibration period to update assignments, incorporate direct participant feedback, and align with evolving company priorities.

That adaptability reflects the same qualities Morgan himself modeled: responsiveness, humility, and a commitment to continuous improvement.

Transformation, Not Training

The program’s real impact shows in participant stories. Final presentations are often emotional and full of gratitude.

“You hear people say, ‘This changed my life. This made me a better person.’ That’s when you know it’s working,” Frank said.

Graduates emerge with more than professional growth. They leave with concrete skills like enhanced communication, better decision-making under pressure, and practical leadership habits. These outcomes equip them to lead others through empathy, purpose, and integrity.

•    Principles endure. Leadership grounded in clear values outlasts any policy or process. 
•    Empower from within. Volunteer-driven models build authenticity and shared ownership. 
•    Turn learning into doing. Real-world application cements leadership as behavior, not theory. 
•    Evolve with purpose. Continuous recalibration ensures alignment with changing missions. 
•    Lead with empathy. The best leaders care deeply about the people they serve. 

These lessons resonate throughout the industry. Progress depends not just on technology, but on people who lead when it matters. 

Lighting the Way Forward 

For Frank Cuomo, each new class serves as a living tribute to Dick Morgan’s example and sacrifice. “Learn to communicate. Find mentors. Get involved early,” he advised. “It’s one of the most powerful ways to grow your career, and yourself.”

As ConEd advances toward a sustainable and resilient energy future, its leadership culture stands as a living legacy to Dick Morgan. His life and the program remind us that strong principles—not just infrastructure—define enduring success.

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