I recently went one on one with Robert Kraft, CEO of FirstPathway Partners.

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? 

Bob: It's been a very interesting career. I started out working for a publicly traded company with 100,000 plus people and worked my way up the chain there. And it was a really good company, and I enjoyed it. But I always knew that I wanted to eventually run my own organization. So I saw it as an opportunity to learn to get good training and to understand best practices. So while I was there, I did it. I worked hard for the company. And I made really solid contributions or I wouldn't have been promoted. But I always knew what I wanted to do was end up on my own.

In the early 90s, I was the president of a marketing company in Milwaukee. That's what brought me to Milwaukee for a number of years. And it was a 600-employee company, a good size for a marketing agency. We helped launch Lexus in the United States, which was a lot of fun. We did all of Nike's product launches worldwide, which was pretty cool. We did work with IBM. And so I had a lot of fun there, left, and then started my first company made some false starts, and went through a whole series of things and ended up with what I'm doing today. We had a software development company that went from 1 to 600 people in 10 years and sold it to an international company. And then started FirstPathway Partners in 2008, which is an EB-5 program raising capital from overseas. And I always like the international aspect of business. So this is purely international. We raise funds from overseas based on government restrictions, invest in American job creation and targeted employment areas, and create 10 jobs for each investor that gains them quick access to the United States through a permanent green card. And if they want to pursue citizenship, they can do so. They're chasing the American dream. We're creating American jobs - it's a really, really good immigration investment program. And I've really enjoyed my time meeting people from overseas and helping them achieve what they want to achieve.

In terms of setbacks, I certainly experienced a lot of false starts. Projects that were challenging. We had a couple a number of bumps, especially during the financial crisis. That was tough and then COVID was tough. The hotels that we've invested in are commercial buildings are weren't able to pay. Those were rough times for everybody in American business, but fortunately, we got through it because we've been conservative and careful with the money that had been invested with us.

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

Bob: The number one is people. Everything depends on the quality of the people that are in your organization. And having people that understand the vision of the organization and have the right values I was a college athlete. I played sports all through grade school, high school, and team sports. I learned that there's no one person more important than anybody else. If you're going to be successful, it's based on the team's success and team effort and a shared vision for what the goal is. And in the case of football, which was my love and passion - paying the price, putting the extra hours in, playing through pain, understanding that everybody on the team has to know their role. And nobody's more important than anybody else. And if you work together as a team, you'll have success. Businesses, same way really. I’ve been very fortunate. We spend a lot of time interviewing people. We call it the virtual interview, where we'll actually ask people if they're interested in doing almost like an internship program just to work for a period of time with limited pay without a commitment, but the idea is, and we've always presented it this way, it's a big decision. So when you join an organization, it's as important that you're as comfortable with us as we are with you. The only way you're going to find out is if you actually work with us for a period of time. And if you say the atmosphere is not right or the vision is not right or whatever, that's fine. But let's find that out early before we both make a mistake. And if you want to continue looking for something else, while you're working with us, that's okay. But then, if we've got a good match, it's a commitment to go forward and trust one another. And I've always believed that once you find good solid people, attitude is everything. Hard work is everything. And degrees aren't as important as attitude and commitment to the goal. So I take broken people - I mean, I've hired people out of the prison system that had been let go for manufacturing jobs when no one else would because I believed that they just wanted to get their lives back together - and I gave them the chance, as long as they follow the rules. And it worked. We had unbelievable success with that. So it was amazing to me, and always has been, how people can really grow and contribute beyond what they've maybe even thought they could do. If there's trust and respect and you treat them with dignity and you're providing an opportunity and they know that you really believe in them and you encourage them to be better than they ever thought they could be you kind of take the boxes off them.

I always thought of it like a football team or baseball team that maybe you got a shortstop playing first base. It doesn't mean that they're a bad talent or a bad person. You might have them out of position. So we would talk for many hours in management meetings about well, maybe Mary really is just out of position. Let's talk about her skills and let's give her another opportunity in a role in the company in the organization that better fits her skill set because she's got a great attitude. She shows up all the time and she's committed but she's failing right now and maybe that's on us. I've always believed you can create exponential growth if everyone in the organization is on the same page, believes in the mission, and feels like they're appreciated. And appreciation is really easy. It's just thanking people for doing a good job making them feel part of a family, if you will, and acknowledging the good work and the important role they play in the enterprise. And we've always paid well, but that's almost been more important - acknowledging contribution - than bonuses. 

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

Bob: Listening is probably the most important thing. And not jumping to conclusions and being open to different ways to do things. There are many different ways to get to the same place. A good leader, I believe, listens and understands that it's not just one way - my way or the highway - and it's not a sign of weakness if you change your mind. I think good leaders are open-minded. They're also very consistent in the values and the goals that they set and then how to get there. And they do have high expectations.

I remember one guy that I worked for that was particularly good at this. He was not a desk pounder, he just had this way about him, and nobody wanted to disappoint him because we admired him so much because he listened and he trusted. And it used to kill us when we missed sales numbers or whatever because we didn't want to disappoint John. And, to me, just being consistent in your demeanor, listening and appreciating as a leader is probably as motivational as anything you can do, and then believing and encouraging them, that they have much more potential than they give themselves credit for. And they can do anything they want. And I've always thought that if you have somebody that you work for, that encourages you to grow, even if it means leaving the organization, that's okay if they achieve success in their life. To me, that's the most important thing. It's like how you want your children to be exposed to all the good things and to grow and be successful. In a company, if somebody decides to leave, and they go on to be a CEO somewhere else, I think that's awesome. It's kind of like football coaches - your assistants, the really good ones, they'd like to see those guys develop and move on to even greater success. While they're with you, they're going to contribute to the growth of the organization, and if they outgrow the job they have because they've embraced everything, then they get to go lead something else and have a great life.

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

Bob: Read a lot and study great leaders. Humility is an important part of leadership. I have a problem with arrogant people who have been successful. There are a lot of very smart people who've been very successful, but they're arrogant people. To me, a good leader is humble and appreciates the people around them, and treats everybody with respect and dignity. To be a good leader, you have to understand that you have unlimited capabilities. Everyone’s potential is unlimited, but it's only truly achievable as a leader if you help the people you work with, and that requires a level of humility.

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

Bob: For entrepreneurs, you have to have a really thick skin and you have to be committed and you have to have a level of confidence that most people don't have because to be an entrepreneur you're stepping out into a role that you might not fully understand.

It's tough to take that first step, but just to do it. I always think of that old Nike advertising campaign. Just do it. It's not easy and it's daunting, but you just have to take the leap and have the confidence in yourself that you'll figure it out. When times get tough, don't back down, don't stop. You just got to push through it. 

Believe in yourself and in your vision. When I played sports, I wasn't the biggest guy and the most talented, but you were never gonna beat me on effort. I think the good entrepreneurs have that kind of spirit of competitiveness. They don't quit. They figure out a way. 

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

Bob: Marketing was my major in college and I'm really a sales guy at heart. Always be available for your clients. Know your product line or service better than anybody else. That takes time and commitment. Studying everything you can possibly study about the space that you're in. Understand your clients and try to get personal information. I was always asking questions. How many children? Have you been married? Do they like golf, tennis, the opera, etc.? Understanding them as individuals, listening to their stories, and making a connection based on what their interests are are key. I read a book a long time ago that talked about the definition of a great conversationalist. And it was really funny - the author talked about the people that are viewed as great conversationalists are actually the best listeners. Because when you engage with another human being, and that person walks away and says, ‘Man, that Bob Kraft was a great conversationalist.’ Usually what happened was, Bob Kraft, did 10% of the talking and the person who thinks you're a great conversationalist spoke most of the time. We all like to talk, so learning how to ask questions and then just shutting your mouth and listening. And then outwork your competition.

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

Bob: Just be yourself. You can't try to be something that you're not.

Adam: Is there anything else you’d like to share?

Bob: Have a legitimate interest in other people and in trying to help other people - customers, friends, partners, doesn't matter who it is. If you can somehow help them achieve what they want to achieve, and maybe be a little better, just through advice, listening, mentorship - that's really, really important. And I think if more of us did that, the world would be a better place.


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.

Follow Adam on Instagram and Twitter at @adammendler and on LinkedIn and listen and subscribe to Thirty Minute Mentors on your favorite podcasting app.