I recently went one-on-one with Rob Price, Chief Customer Officer of Youth Enrichment Brands. Rob previously served as President and CEO of School of Rock, as President of Edible Arrangements, and as Chief Marketing Officer of CVS Health.

Adam: Thanks again for taking the time to share your advice. First things first, though, I am sure readers would love to learn more about you. How did you get here? What experiences, failures, setbacks, or challenges have been most instrumental to your growth? 

Rob: One of the most powerful lessons I’ve learned is the temptation to pursue roles for the wrong reasons—whether it's resume building, external validation, or prestige. There were moments where I found myself doing roles that I was capable of, but they weren’t driven by passion. I was simply going through the motions for the rewards that came with the position, rather than being truly motivated by the work itself. Those experiences, in hindsight, were some of the most significant setbacks because they led me down paths that weren’t aligned with what I genuinely cared about.

In contrast, the most consequential moments in my career have come from making unconventional choices that might not have made sense from the outside but were driven by a deeper purpose. A good example of this is when I graduated with my MBA from Harvard and decided to work at H-E-B, starting in a grocery store for six months. It wasn’t a risky move per se, but it was unconventional. Who goes from business school to work in a grocery store? It flew in the face of what most people would have expected someone with my background to do, but it was part of a development experience that gave me invaluable insights.

I’ve found that getting as close to frontline operations as possible has been one of the most important decisions in my career. Whether it was working in the grocery store post-MBA or my early days in consulting, I made it a point to involve myself in frontline-related projects. I wanted to understand the real mechanics of how things worked—how businesses ran, how people operated, and how company culture functioned at its core. That close-up experience with the micro-level details of business has been critical in shaping my ability to lead at the macro level.

My setbacks came when I followed convention and sought roles for the wrong reasons, but my growth and success came from taking risks, being driven by passion, and immersing myself in the nitty-gritty of organizations.

Adam: In your experience, what are the key steps to growing and scaling your business? 

Rob: One of the biggest challenges in scaling a business is culture. Culture can either propel you forward or create immense friction in growth. When scaling, it’s crucial to identify your non-negotiables—those core values that your organization stands for—and make sure they are communicated and protected at every level. At the same time, leaders need to allow flexibility in other areas to promote creativity and adaptability. 

Another key is financial discipline. I’m a big believer in frugality—only spending money on things that are mission-critical to growth. It’s easy to get distracted by “nice-to-haves” that don’t move the needle. Instead, focus on essentials and avoid the temptation to indulge in unnecessary expenses.

It's crucial to articulate a clear understanding of your organization’s purpose. This means not only defining what your business stands for but also effectively communicating this purpose to your team and stakeholders. For instance, if optimism is one of your core values, it should be reflected in every aspect of the company culture. This involves hiring individuals who embody that value and, if necessary, making difficult decisions about retaining high-performing individuals who do not align with this optimistic outlook. By embedding purpose and values into the fabric of the organization, you empower your team to make decisions independently. They can refer to these guiding principles as a toolkit for everyday interactions, fostering a sense of autonomy and alignment within the team.

When purpose and values are clearly defined and understood, they serve as a decision-making framework. Employees don’t need to constantly check in with leadership for approval; instead, they can refer back to the established values to guide their actions. This autonomy accelerates decision-making processes and enhances overall productivity, as employees feel trusted to make choices that align with the company’s mission.

Adam: What is your best advice on building, leading, and managing teams?

Rob: It all starts with hiring the right people. For me, it’s about hiring individuals who are optimistic, open to feedback, and committed to constant learning. I aim to create a culture of transparency where feedback flows in all directions. Teams need to feel safe giving and receiving feedback, knowing that it’s coming from a place of growth, not criticism. Curiosity is also key. Encouraging your team to ask questions, explore new ideas, and challenge the status quo fosters innovation. Trust is the foundation of it all—you need to trust your team to deliver, and they need to trust that you have their backs.

Adam: How can leaders build customer-centric organizations?

Rob: You have to start internally. I’ve found that the best way to ensure customer focus is by starting with the back-office teams—finance, HR, and IT. Often, these teams don’t have direct interaction with customers, but if you can instill in them a sense of ownership over customer service, that attitude will trickle down to the front-line employees. When every part of the business, even those behind the scenes, understands and values customer service, it becomes part of the company’s DNA. In my experience, this leads to better decision-making across the board because the customer’s needs are always at the forefront.

Another important aspect of this is loving your customers—even when they’re difficult to love. It’s easy to focus on the ideal customer, but the real growth comes when you engage with those who are harder to win over. In building a customer-centric culture, you have to teach your teams to continually “fall in love” with your customers, no matter the challenges. That passion for understanding and serving customers is what will differentiate your brand and make your marketing and sales efforts more authentic. Also, stay true to your brand’s core message. Consistency in your branding reinforces trust and loyalty with your audience.

Adam: What do you believe are the defining qualities of an effective leader? 

Rob: I believe curiosity, resilience, and transparency are essential qualities of an effective leader. Curiosity keeps you asking questions and staying open to new ideas. It’s what drives innovation and helps you stay ahead of the curve. Resilience, on the other hand, is about how you handle setbacks and challenges. Leadership isn’t a straight path, and you need to be able to weather the storms while staying focused on the bigger picture. Transparency is crucial in building trust with your team and your customers. Being clear about your intentions, your values, and even your mistakes shows that you’re grounded and honest, which inspires loyalty and confidence from those you lead.

Adam: How can leaders and aspiring leaders take their leadership skills to the next level? 

Rob: I've found that rediscovering reading can be incredibly impactful. I’ve become a huge consumer of audiobooks, which is perfect for someone with a busy career. Whether I'm driving, walking, or exercising, I can still absorb valuable insights. Interestingly, I’ve found that my biggest inspirations come from reading about topics unrelated to business. Books about history, personal struggles, or innovations help broaden your perspective, giving you a wider understanding of the world.

One of the most powerful things about reading is the realization that no matter how tough things may seem, there’s always a story about someone who faces even greater challenges. Whether it's reading about the life of Lincoln or the history of technological breakthroughs like the microchip, reading opens your mind and allows you to look at your own challenges in a new way. For any leader, this expanded vantage point can fuel better decision-making, empathy, and resilience.

Adam: What are your three best tips applicable to entrepreneurs, executives, and civic leaders? 

Rob: 

• Interrogate Your Intentions: Before diving into any venture, get input from people who know you well. Have them challenge your motivations to ensure that what you’re pursuing aligns with your true values. If your intentions aren’t clear or genuine, it’s much harder to succeed.

• Anticipate Challenges and Enjoy Overcoming Them: Write down the challenges you expect to face and figure out how to find satisfaction in overcoming them. Challenges are inevitable, but if you can learn to enjoy the process of tackling them, you’ll maintain momentum.

• Work-Life Integration, Not Balance: Don’t strive for perfect balance because it’s unrealistic. Instead, focus on integrating your personal life with your professional one. This might mean bringing your passions into your work or ensuring you take time for personal moments, even during busy times. It’s about harmony, not separation.

Adam: What are your best tips on the topics of sales, marketing, and branding?

Rob: My approach has always revolved around building resilience and relying less on conventional advertising methods. In today's landscape, where traditional marketing channels have become increasingly complex with tech, I’ve found it essential to cultivate a strength that allows us to thrive without depending on paid promotions.

First and foremost, I believe in being completely un-reliant on conventional marketing. The advertising world has shifted dramatically; gone are the days when a brand could simply pay for exposure and expect clear results. I’ve seen firsthand how the straightforward transactional relationships we once had with media channels have dissolved. It used to be simple—you bought a slot on a TV network, and you could directly observe your advertisement's impact. Now, however, we’re in a chaotic environment where platforms like Google and Meta obscure their functionalities, making it hard to determine which strategies genuinely drive engagement and conversions.

This complexity has led me to prioritize a focus on the living identity of our brand and leverage our existing customer base. Your current customers are your most valuable asset and the most effective marketing tool at your disposal. I’ve always emphasized the importance of understanding the customer journey—from awareness and consideration to conversion and retention. When customers feel connected to the brand and have a positive experience, they naturally become advocates, generating authentic word-of-mouth marketing that is powerful and effective.

Unlocking our owned assets—those elements of our business that we control completely—is crucial. For me, this means optimizing platforms like our website, social media channels, and customer relationship management systems. I’ve found that encouraging customer feedback and interaction allows them to share their stories and experiences, enhancing our brand's visibility and building trust.

Adam: What is the single best piece of advice you have ever received? 

Rob: “Be the question, not the answer.” It may sound counterintuitive, especially as leaders, we’re often looked to for ideas and solutions. But I’ve learned that real power lies in asking the right questions and truly listening to the answers. When you focus on understanding others' perspectives rather than just relying on your own experiences, you tap into a much broader range of ideas and insights.

You don’t need to be the expert on everything—no one is. Leading through inquiry also invites collaboration and creates an environment where people feel heard and valued. This has been a game-changer for me, shaping not only how I lead but also how I approach decision-making. It helps build trust, fosters creativity, and brings out the best in the team.


Adam Mendler is an entrepreneur, writer, speaker, educator, and nationally recognized authority on leadership. Adam is the creator and host of the business and leadership podcast Thirty Minute Mentors, where he goes one-on-one with America's most successful people - Fortune 500 CEOs, founders of household name companies, Hall of Fame and Olympic gold medal-winning athletes, political and military leaders - for intimate half-hour conversations each week. A top leadership speaker, Adam draws upon his insights building and leading businesses and interviewing hundreds of America's top leaders as a top keynote speaker to businesses, universities, and non-profit organizations. Adam has written extensively on leadership and related topics, having authored over 70 articles published in major media outlets including Forbes, Inc. and HuffPost, and has conducted more than 500 one on one interviews with America’s top leaders through his collective media projects. Adam teaches graduate-level courses on leadership at UCLA and is an advisor to numerous companies and leaders. A Los Angeles native, Adam is a lifelong Angels fan and an avid backgammon player.

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