Change Leadership, General Manager PFA @ Batgroup & Member of the Board @ Putzfrauenagentur

Leadership isn’t about volume.
It’s about clarity, confidence and direction when the pressure is on.

I partner with HR leaders, GMs and Executive Teams across MENA & Asia to strengthen leadership capability from the ground up. My work sits where strategy, people and day-to-day execution meet in service-driven organisations.

Most performance issues in hospitality, retail and education aren’t about effort.
They come from three gaps:

❌ Leaders promoted before they’re ready to lead
❌ Executive Teams pulling in different directions
❌ No clear pipeline or succession to stabilise performance

So my work covers both sides of the leadership equation:

Strategy & alignment for senior teams
Facilitated Strategy Days that help GMs and Executive Teams:
✅ Agree a small set of must-win priorities
✅ Translate those into a 90-day execution plan
✅ Build the clarity and focus teams need to perform
✅ Name the leadership behaviours that sustain results

Leadership development for emerging & mid-level managers
Practical, human-centred programmes that build the skills to lead through others, communicate with clarity and coach across cultures.

Coaching & capability building
1:1 and group coaching, Train-the-Trainer, and tailored L&D that strengthen the pipeline and reduce turnover.

Across 25+ years with Apple Retail, Swissôtel, St. Regis and service organisations in Europe, the Middle East and Asia, one truth holds: engagement and commercial performance rise when leaders at every level know where they’re going and how to bring their people with them.

If you’re building your leadership pipeline or want stronger alignment at the top, I’m happy to explore how we can work together.

📞 Book a call: https://cal.com/jeffross

Jeff Ross

I’ve been quiet on LinkedIn for a few weeks.
Intentionally.

The end of 2025, especially early Q4, was demanding. Not just professionally, but mentally and emotionally too. So I chose to step back, spend time with family, and create some much-needed white space.

Here’s the thing we don’t talk about enough in leadership:

Growth doesn’t only happen in motion.
Sometimes it happens in pause.

Over the break, I did what I often encourage leaders to do, though many struggle to make time for:
• Reflect honestly on what worked (and what didn’t)
• Revisit priorities instead of blindly setting new goals
• Notice patterns in my own behaviour under pressure
• Ask better questions, rather than rushing to better answers

Self-awareness isn’t built in the middle of constant execution.
It’s built in moments of distance.

The leaders I see grow the most aren’t the ones who push hardest every quarter.
They’re the ones who regularly step back, recalibrate, and return with more clarity than noise.

As we step into 2026, my focus is simple:
Fewer reactions.
Clearer priorities.
More intentional leadership, starting with myself.

If you haven’t created space to reflect yet, consider this your reminder:
White space isn’t time lost.
It’s leadership work.

Here’s to a more conscious, grounded, and human year ahead.

Helping service brands align strategy, strengthen pipelines and deliver consistent performance | Strategy Days, L&D and coaching | MENA and Asia

People are not “human capital”.
And they are not “assets” either.

I keep seeing employees described this way in leadership, L&D, and wellbeing content.

I understand the origin of the term.
Historically, human capital described skills and capabilities built through investment, not the people themselves.

But the distinction has blurred.

Here is the line I think we need to redraw.

❌ People are not capital
❌ People are not assets

They are human beings who choose, every day, how much energy and judgement they bring to work.

Human capital is what grows through investment
Skills. Confidence. Capability. Leadership depth.

That growth comes from:
✅ training done properly, not tick-box
✅ coaching that changes behaviour
✅ managers who develop people, not just measure them
✅ time and safety to learn, practise, and think

That is where human capital lives.

Language shapes decisions.
Decisions shape culture.

If we want more human leadership, we should start by speaking like humans, not balance sheets.

Calling people “human capital” is already the problem.

If people are capital, then what are they?

Owned?
Optimised?
Written off when returns dip?

No serious leader believes this.
Yet the language sticks.

Here is a cleaner distinction.

People are not human capital.
People are not assets.

Human capital is the outcome of investment, not the object of it.

You build it when you:
✅ develop managers instead of promoting the best technician
✅ coach leaders instead of just reviewing them
✅ invest in learning instead of squeezing efficiency
✅ play the long game, not just the quarter

Strong organisations do not extract value from people.

They create conditions where capability compounds.

If your culture talks about people like inventory,
do not be surprised when engagement feels transactional.

Words are never “just semantics”.
They are shortcuts to how decisions get justified.

In fast growing organisations across the UAE, managers are often promoted quickly to keep pace with expansion.

What usually does not scale at the same speed is leadership capability.

New managers are suddenly expected to lead multicultural teams, absorb pressure from both sides, and deliver consistency under operational intensity.

With little preparation.

When that happens, managers compensate.

➡️ They over control.
➡️ They escalate everything.
➡️ They work longer hours instead of building capability.

❌ This is not a motivation issue.
❌ It is not a generational issue.
✅ It is a pipeline design issue.

Growth without leadership infrastructure creates silent pressure in the middle.
And silent pressure always leaks somewhere.

If you want scale without burnout, development cannot be assumed.
It has to be designed.

In the UAE and GCC, managers are expected to be decisive, inclusive, and steady, all at once.

When we don’t develop them for that reality,
pressure doesn’t disappear.

It concentrates.

Promoted for doing the job.
Stuck because you are still doing it.

The peer to manager transition is not a mindset problem.
It is a capacity design problem.

If nothing changes in how time, decisions, and responsibility are allocated, leadership never starts.

What I have seen work repeatedly is simple and structured:

✅ 30 percent doing the old tasks to stabilise
✅ 30 percent pairing and teaching to hand over
✅ 40 percent coaching, prioritising, removing blockers

For the first 60 days.

One rule makes or breaks it.
The handover must be scheduled.

If it stays informal, it does not happen.
Urgency will always win.

A promotion does not create leadership.
The moment you stop being the bottleneck does.

Question worth answering this week:
Which task will you stop doing by Friday, and who will learn it instead?

Training the peer-to-manager transition muscle

If a manager is still doing most of the work, you have not promoted a leader.
You have relabelled a high performer.

Leadership starts when decisions move down, accountability stays up, and capability is built deliberately.

Without that shift, organisations stay dependent on individuals instead of systems.

This is why middle management feels stretched in so many businesses.
The role changes, but the expectations do not.

❌ Titles do not create leverage.
✅ Design does.

✅ When leadership transitions are supported early, pressure reduces later.
❌ When they are ignored, problems surface quietly and expensively.

The question is not whether someone earned the promotion.
The question is whether the system changed enough to let them lead.

Coming up on one year since we moved back to the UAE.

So much has changed since we lived here nearly two decades ago, and a lot of that change has been really good.

I’ve seen owners of large companies walk the floor, greet employees by name, ask about their families, and mean it.

And then I’ve seen something else, in the same companies:
Middle managers who abuse power over the people under their care.

Not always loudly.
Sometimes it’s subtle:

❌ public shaming disguised as ‘standards’
❌ threats disguised as ‘performance’
❌ pressure passed down because ‘that’s how we do things here’

Here’s the part leaders don’t want to hear:

Culture doesn’t scale through the founder’s intent.
It scales through the manager’s habits.

And the numbers in MENA should make every owner pause:

Only 14% of employees are engaged, while 24% are actively disengaged.

46% are watching for or actively seeking a new job.

31% experienced anger ‘a lot of the day’ yesterday.

Only 25% are ‘thriving’ in life evaluation.

You can invest millions in brand, strategy, and service standards…

…but if a middle manager creates fear, distrust, and turnover, your business pays for it twice:

in retention + recruiting costs
in inconsistent service + customer experience

Gallup has a brutal line leaders should sit with:

Managers drive most of the variance in team engagement.

So the fix isn’t ‘hire faster’ when people resign.
The fix is slow down and build the capability that prevents the resignations in the first place:

✅ Train new managers before they ‘learn leadership’ by copying the worst examples.
✅ Coach existing managers on how to lead under pressure (without leaking it onto their teams).
✅ Make people metrics visible at leadership level (turnover, internal mobility, manager 360s, team climate).
Reward leaders who build trust, not just those who hit numbers.

Because in this region, trust is everything.

And owners should be able to trust their management teams to execute the vision, for the business and for the people.

Question for leaders in the Gulf:
Where is your culture breaking, in strategy, or in the middle layer where it gets executed?

In fast-growing organisations across the UAE and GCC, leadership gaps rarely show up at the top.
They show up in the middle.

High-performing specialists are promoted quickly to keep pace with growth.
Suddenly they’re expected to:

➡️ lead multicultural teams
➡️ balance global standards with local realities
➡️ deliver consistency under constant operational pressure

Without a leadership pipeline, this becomes improvisation.

That is not a talent issue.
It’s a development design issue.

Organisations that scale sustainably here invest early in:

✅ leadership transitions, not just promotions
✅ manager development as ongoing infrastructure
✅ clarity, coaching, and judgement, not just skills

Middle management doesn’t fail loudly in this region.

It absorbs pressure quietly, until it can’t.

Many first time managers say the same thing, quietly.
“I do not want to get this wrong.”

So they hold on longer than they should.
They delay delegation.
They avoid conversations they know are coming.

Not because they lack confidence.
Because they lack support.

Leading former peers, older colleagues, or more experienced team members carries real emotional weight.

When organisations treat new managers as finished products, people protect themselves.
When they treat them as learners, behaviour changes.

❌ Confidence does not come from the title.
✅ It comes from practising leadership with permission to learn.

If you want managers who act calmly under pressure, give them room to build judgement before you test it.

You’re building a thriving business and are amazing at what you do.

But social media doesn’t seem to work for you. 
You struggle to communicate your impact and value online and attract the right clients. 

Wasting time and effort creating content and chasing prospects to only hear crickets. 

If this sounds familiar, I can help.

Through storytelling and content, I managed to turn my consulting side hustle into full-time from LinkedIn after only 3 months after starting.

Combining my experience working in marketing and sales within Meta and Pinterest with my passion for storytelling and content creation, I grew a community of 30,000 on social media 100% organically, built a consulting business on my own from scratch, and built authority.

💰Now I teach others how to get similar results and monetize their audience with proven systems.
💰With an average of 700K-1.1M monthly views, I help brands and products get more exposure and traffic through sponsored posts ➡️ DM “Partner” if interested

Some clients highlights:
🔥a Freelancer client started to attract inbound opportunities (including a job offer) within the first week of working together on their profile and marketing strategy.
🔥 Agency Founder brought 2 high-ticket clients from LinkedIn within the first two strategic sessions. 
🔥Business Strategist reduced their time on LinkedIn from +4 hours to +35 min daily while getting more results out of it following my systems.
🔥Bestseller author and Founder got new speaking gigs from LinkedIn within 3 weeks of working together on their networking and engagement strategies. 

Other facts about me:
✅ Featured and ranked 2# on LinkedIn Sales Stars 2021
✅ Ranking on Favikon, Spring 2023:
- 37th on Marketing & Sales LinkedIn Worldwide
- 57th Female LI Content Creator Worldwide
- 22nd Personal Branding & Audience Building Worldwide 
✅ Grown a community of 30K on LinkedIn in <10 months of intentional work
✅ Reached 700K-1M monthly content views and 1% SSI. 
✅ Monetised my online presence in < 4 months of creating content intentionally. Left my 9-5 to go full in with business after 6 months. 

If you want to start building a brand intentionally and drive impact and attract the RIGHT opportunities inbound

DM "Inbound" to learn more.

PS. I am a digital nomad, not in London right now

Debora Prossomariti

Executive Director & CEO @ Personal Branding Atelier | Helping you move from unknown to visible and credible online.

New bio coming soon. In the meantime, check out my content and follow me if my posts resonate ❤️

Personal Branding & Strategic Marketing Consultant | Content Creator | Influencer marketing

You don’t need to be a celebrity or an expert to build online.

Whether you’re a successful executive employed at a company or working for yourself establishing authority online and credibility will open up new doors and attract opportunities.

Having more options will give you more confidence and leverage, and with that, the freedom to choose and live the life on your own terms.

Get a more impactful personal brand. Here's why:
- You’ll attract your ideal clients inbound without chasing them
- You’ll save a ton of money on ads
- You’ll start getting life-changing opportunities coming directly to your Inbox
- You’ll stand out from the mass and get more credibility and authority
- You’ll stay top of mind and become the go-to person when they need the type of support you offer
- You’ll build leverage and with that you’ll have more options, more freedom and the possibility to charge more.

DM for strategic 1:1s or corporate training.

Debora Prossomariti, M.Sc.

6 thoughts to leave in 2025 (personal branding edition):

- “I’m not enough {adjective} to reach this goal”
You can still be a beginner and learn. But you need to drop your ego and freaking start somewhere.

- “the market is already saturated. My voice won’t be heard”
according to the internet everything is always already saturated or d3ad at least every other week, but you still see new people showing up and building successful online empires, so why not you? Your voice will never be heard if you keep silencing yourself. 

- “I’m scared of the competition”
having competition is a GOOD thing! It means there is interest and a market willing to pay. You can differentiate yourself without trying to reinvent the wheel. 

- “I’m too old/young to start”
That’s a lie. There’s no fixed timeline. You can always change your life and your career. And even upgrade your identity. 

- “they are ahead of me” 
It’s not a race, stop comparing yourself to a manufactured version of someone else. You know 1% of others’ life and you don’t even know if what is shared on social is real (>90% of it is not).

- “what if I am seen and.. I am exposed and I stop being safe and liked?” 
This has to do more with your limiting beliefs and fears than the actual truth. Being liked doesn’t equal being respected. Owing your voice and bringing the power back to yourself is in fact safer than outsourcing your authority and being miserable doing what you’re supposed to do but didn’t choose. 

Any of these resonating with you?

I spot the patterns and invisible loops affecting your brand and performance so you can move forward faster | Featured on Business Insider

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Business is a game so you might as well play your cards too. 
Use your strengths and “unfair advantages”. 

Because here's the truth:
Life is not fair. If you are not resilient enough the world will eat you alive. 

You have a network from your previous job?
Use it.

You were born in a city full of opportunities?
Don’t take it for granted.

You have a pretty face people are naturally drawn to? 
Take advantage of it.

Look at successful people around you.
They're not waiting for permission to use their advantages.
They're not feeling guilty about their privileges.
They're not apologizing for their connections.
They're not downplaying their natural talents.

And you know what?
That's exactly what you should do too.

You don’t need to make things harder for yourself.
Stop believing success only counts if you struggle.
(Spoiler: it’s probably a limiting belief you inherited from your childhood) 

Your advantages are part of who you are.
They're your tools. Your stepping stones.

People will call you lucky regardless if you succeed and they are not putting in the work (they will project) but you know the truth and what it took, even with your privileges.

6 LinkedIn rules I am following in 2026: 

- protect my energy 
unfollow, mute and block accounts that drain my energy and don’t add any real value, chronic liars and “I make X and I am better than you” posts and pod users

- protect my time 
irrelevant cold outreaches from strangers don’t need my energy and time. No time wasters. Greater pre-qualification filters.  

- create more than I consume 
less time on the feed (not hard to do lately as the content is 90% AI, boring and soulless). No doomscrolling. 

- be way more selective with whom I work with 
No job or client is worth my mental health. Good money is not enough to justify an unhealthy work relationship.

- avoid comparisons
Everyone shares highlights and according to the feed it looks like your career and growth should be linear. Well, it’s not. Entrepreneurship is messy and there are nuances. 

- allow breaks
Hard to do as a high performer. this feels wrong but it’s right. Period. 

What are yours?

♻️repost if this resonates

The other day I had a conversation with a business owner who told me they want to be more visible online and build authority.

“I want to be a thought leader online and drive impact” they said.

But when I looked at their behavior, there was a gap: no original posting, a few reposts of quotes, "safe" comments without a real POV shown. 
 
"They lacked strategy" you might think.
Nope, strategy is the easiest part.

There was a mismatch between who they claim they are and who they internally believe they are (unconsciously or consciously).
 
When the two versions don't fully match there is cognitive dissonance and our self trust drops.

From a neuroscience perspective, behavior is driven by the brain’s internal model of “who I am” and “what someone like me does.”

The brain doesn't care about our success, it wants to keep us "safe"
It favors actions that are consistent with that model and resists those that contradict it.

This is why relying on motivation or inspiration is a gamble. 

Without an internal belief system that supports being seen, visibility remains a concept that can be performed for some time but it's often not sustainable as the foundations are missing. 

Your identity gets to upgrade.

A simple LinkedIn DM got me in front of the VP of a $1.76 billion American company as a student in my early 20s. 

I was a European postgraduate student with less than 1000 followers on social. No network in the US or Canada yet.

But I had a mission and I believed I could get whatever I wanted in life if I was delusional enough. 

So I sent a total of 3 DMs to the executive board of a business I respected oversea.
One of them landed. The VP replied. 

She suggested getting on the phone 1:1.

I run a 1-hour interview with them, virtually from Lisbon to their Toronto HQ, and got a strong case study for my Masters’ thesis out of it. 

How did I get a reply? 

I was a total stranger and looking just a little girl (some things never change😆) I was just a student. Why should a VP care and spend time with a random 20-something year girl from oversea?

Here’s why my outreach got a reply anyway. 

1. I was deeply delusional and I believed everything was possible 

2. The message was:
- Clear
- Relevant
- With context

3. And even as a student I built credibility and positioned myself as a top performer in marketing and strategy backing up my message (the topic was business strategy)

I focused more on the quality of the message and the targeting vs copy pasted low quality template to lots of people 

It was pre-AI but the rules are still the same today. 

People are going to ignore you if they don’t have any reason not to.

Do you give them a reason to reply to your DMs? But even more important, are you delusional enough to believe you can make it? 

-

Hi I’m Debbie, follow me for more stories about my entrepreneurial journey and marketing insights

Silence is leverage. Use it strategically

Build a brand that reflects the real you | neuroscience driven frameworks | Featured on Business Insider

I used to think money was evil because there are so many men in power doing terrible things for humanity. I changed my mind.

Last year I moved my business to Dubai and met extremely wealthy people who were also genuinely kind, real, and generous. Building legit businesses, taking a slow but sustainable and honest approach.

At the same time, I watched “colleagues” in the personal branding space hit seven figures by lying, faking friendships to exploit others, buying features, engagement and followers pretending they were earned.  

Using their fake social proof to become “big players” and sell more lies. 
Here’s what I realised: 
Money is not evil. Money is an amplifier.

It doesn’t change people. It reveals them.

People with low integrity often grow faster because they are willing to cut corners and exploit others. 

Their lack of ethics accelerates results in the short term. Money simply makes that visible.

On the other side, there are people who build wealth slowly, ethically, and honestly. When they get rich, their values scale too. Their generosity, fairness, and responsibility expand with their resources.

Money doesn’t make you a bad person.
It makes the mask fall.

It amplifies who you already are.

I opened doors for people who slammed them in my face.
And you know what? 

I don’t regret it. I did what I could with the information I had at that time.

I rise by lifting others. 

I don’t want to assume people always have opportunistic motives by default because if I start doing it, I cannot keep an open heart at the same time. 

If last year taught me anything, it is that nobody is coming to save you.

If you’re a giver, takers will take.

That’s how their operating system works. 

The solution is not to become like them or to close your heart.

It’s to keep your values and change your filters.

Not assuming bad intent by default does not require giving everyone the same level of access, energy, or benefit of the doubt. 
An open heart and strong boundaries are not opposites. 
They are different systems.

You can stay a giver and still:

- Give selectively, not reflexively
- Let people earn depth, access, and support over time
- Help without overextending
- Notice patterns instead of isolated stories
- Exit earlier when reciprocity is missing

So here’s the biggest lesson I learned the hard way: 
Not everyone deserves the same level of access to you

There's a cognitive bias that you need to be aware of (and once you see it you cannot unsee it):

It's called confirmation bias:

According to neuroscience, your brain does not process reality neutrally.

When you hold a belief, whether you are aware of it or not, your attention system prioritizes information that fits that belief and filters out much of what does not. 

As a result, you notice more evidence that confirms what you already think and miss or downplay evidence that challenges it.

In simple terms: your brain looks for proof of what it expects to be true, then treats that proof as reality.

So if you believe: "I cannot share my voice online, it's not safe."

Your brain will scan for anything confirming your belief.

Every troll. Every criticism. Every person who got canceled.

Ignoring the thousands who are thriving, dismissing the opportunities, overlooking the connections you could be making.

And six months later, you're still invisible online while complaining that "it doesn't work for people like me."

Your belief becomes your reality.

So if you want to change your reality, you get to reframe the narrative and the stories you’re telling yourself about who you are. 

PS. I don’t have capacity for new retainer projects (normally in the 5 figures) at the moment but I am reopening my calendar with 1:1 power sessions for a fraction of it for a small number of professionals who are ready to break through their limiting beliefs and finally show up online in 2026, after years of “I want to do this, but… ” and self sabotage. 
Check it out here:
https://lnkd.in/dSPsVvdJ

I went from selling €200 sessions on 1-hour calls to closing €42K deals in 20-minute casual conversations.

It took me about 6 months to learn this. These are the 8 rules I follow:

1. Disengage fast when needed
If your non-negotiables are not met, it’s okay to move on. Sometimes it’s simply not a match. Bad deals are often more harmful than no deals at all.

2. Cut the noise
Unsupportive people. Energy vampires. Dismissive friends. Anyone who laughs at your goals or subtly pulls you down.

3. Build a strong personal brand and clear positioning
Higher brand equity → higher trust → higher rates

4. Put in the real work
Not the aesthetic version. There will be trade-offs you need to accept. 

5. Be delusional AF
If you lack conviction and self-belief, it shows. People feel your energy before they analyze your offer.
If you doubt your value, the market will mirror that doubt back to you.

6. Do the math and create a no-brainer offer
ROI matters. It’s an exchange of value. Stop overexposing and justifying your standards 

7. Talk to the right people
You’ll always feel like “too much” with the wrong audience.
This rule applies to business and life.

8. Leverage relevant proof
Previous wins with a similar audience beat random awards every time.

Bonus rule: Treat rejection as data, not a personal attack
Feedback, not identity.

♻️repost if you found it helpful

- 

Hi I’m Debbie and I help executives and founders build a brand that stands out and drives real impact and revenue.

Let me deinfluencing you on how your life and business are “supposed” to look at your age.

We internalise beliefs about where we should be by now. 
That we should be having more, reaching certain milestones, scaling faster by some specific age.
The world we live now is not the same as it was 30 years ago. Not even 10 years ago. 

Success is not linear and I am tired of people pretending it is.

Because social media is an ongoing highlight but it doesn't show everything. 

Take some celebrities and public figures as an example.
Kristy Sarah, big influencer with 9M followers. Until a few months she looked like having the best family and life. 
This month, her divorce was all over the news. 

Liz Wizard before her. 
The Beckham family drama now. 

I don't care about celebrity drama and avoid the news but social media doesn't let me (lol) but these are clear examples. 

Everyone wants to protect their image and their reputation so we get into this comparison loop because we only see what is shown to us. 

Forgetting about the fact that we also do the same.
We hide our struggles. We curate our wins. We unknowingly feed the same cycle we feel trapped in.

And we end up chasing an invisible, unrealistic timeline and beating ourselves up for not matching it.

This is your friendly reminder to stop doing this to yourself.

Life is not fair and success is not linear.
Ups and downs are normal. 
Failures are part of the game.

Live your life your way. 

♻️repost if this resonates

How you can manifest luck and abundance in 2026 (you might want to save this):

Luck happens when preparation meets opportunity.
Here’s how I train myself to get lucky:
-I prepare like the opportunities are already on their way
- I rewire my thoughts to filter for possibilities
- I focus on what most people overlook

Why does this work?
→ Most people wait for opportunities to show up
 → They’re not mentally ready when a chance appears
 → They miss signals because their brain isn’t trained to look for them
But when you expect opportunities, your perception changes.

You start seeing them everywhere:
→ In conversations others dismiss as irrelevant
 → In problems others complain about
 → In people others underestimate

The difference between “lucky” and “unlucky” people?

Lucky people prepare before they need to.

They condition their minds to notice what’s possible.
They place themselves where opportunities naturally circulate.
So when the moment arrives, they don’t freeze.

They step into it because they’ve already become the person who can hold it.

That's how you get “lucky.”

Some time ago I had a new ghostwriting client who was hesitant to start working together.

Here’s why: 

He was burned in the past by an agency that made clear that they couldn’t care less about his results and reputation.

His story was disheartening. 

He wasted thousands of dollars for a mediocre job: 

- Soulless posts which were clearly copy-pasted templates written by AI without personality and even worse, without a strategy behind

- An increased engagement… coming from (probably fake) accounts in low income countries not filling his Ideal Client criteria

- An increased following base.. from other irrelevant accounts attracted to his profile as a result of the increase (irrelevant) traffic 

It turned out they were put in an engagement pod without them knowing about it (being relatively new on LinkedIn) 

Their reputation became at risk.

And their only fault was trusting a scammer, a very popular LinkedIn creator, with a lot of engagement and whose name was on the most popular “top 1%” lists.

And this client’ results? 
On the surface, they were doing great.

They had more followers, more likes, but the few inbound enquiries that came in where only from people who would never afford their services. 

They saw the red flags and canceled the contract, limiting the damage. 

But the lack of overall confidence remained. 

So I offered them my entry-level, low commitment offer first so they could have an idea of what it looked like working with me and have first-hand experience first before committing long-term. 

Reassured, they signed off on the core program and we continued working together. 

Sometimes it’s okay to take a step back and offer flexibility.

Show empathy and that you get them. 

In most cases, it’s not about you. 

But more about their history and experiences.

~

Ever been burned in the past? How did you overcome your skepticism?

taplio

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Jeff Ross

Debora Prossomariti, M.Sc.

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taplio

The Battle

Jeff Ross

Debora Prossomariti, M.Sc.

Followers

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Jeff Ross's LinkedIn Performance

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