EPISODE #18: CORDIA HARRINGTON, CEO & FOUNDER AT CROWN BAKERIES - THE IMPACT OF SURROUNDING YOURSELF WITH EXTRAORDINARY PEOPLE

In today's episode of Leading Forward, Christie spoke with Cordia Harrington. Cordia Harrington is CEO and founder of Crown Bakeries, a highly-automated, high-speed baking company that bakes over 10 million baked goods daily and employs more than 800 people, serving elite customers in the United States, South America and the Caribbean. As CEO, Ms. Harrington guides the executive team to successful planning, business development, sales and marketing, and brand management.

Ms. Harrington serves on the Ascent Global Logistics Board of Directors and the Belmont University Board of Trustees. She is past chair of the Chief Executives Organization Board of Directors and a member of the American Bakers Association Board of Directors (President-Elect). She serves as a judge for the EY Entrepreneur of the Year National Award judging panel.

Connect with Cordia Harrington on Linkedin.

LEADING FORWARD with Christie Berger

Highlights: "The Impact of Surrounding yourself with Extraordinary People"

• “Every leader’s job is to give hope and see the possibilities.”
• Leaders need to be resourceful and open to change.
• “Great leaders are able to deliver the truth, even when it is painful, it is hard or it hurts. Authentic leaders are not afraid to be themselves.”
• If there is disagreement in the team, is the team able to disagree and commit? To continue working together, despite the potential conflict?
• Buy-in is necessary for leadership teams. Once the team has “bought” the vision, the more excited and hopeful they are. They will then present the opportunity to their team.
• Leaders must recognize that development includes career pathing, people can select out/opt-out and life stages change, people also reprioritize their life. It is okay if team members must leave the organization, in the name of development.
• Micromanaging team members gives an impression that their supervisor does not trust them and it can spiral quickly.
• Technical and functional expertise often are qualifiers for promotions and for team members to transition “up” in the organization. However, those skills do not translate to leadership.
• Who we surround ourselves with and what we read are two factors that play into a leader's success.
• When you are around people that do extraordinary things, you realize that YOU can do extraordinary things.
• “Making money is not the most important thing, but I think it is more about overcoming challenges and doing things that you think are absolutely impossible, and it makes it so much fun.”
• A grave mistake leaders tend to make is not thinking big enough. Instead, have hope and make one step in moving forward.