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.

I am an executive coach who empowers high-achieving professionals to elevate their leadership, embrace transitions, and thrive through change.

Change is hard, especially for high achievers who hold themselves to exceptionally high standards and value stability while often grappling with fear of failure.  

However, transitions don’t have to be daunting. Coaching can provide the tools and mindset to confidently navigate change with purpose and joy.

As your coach, I will partner with you through life's twists and turns, transforming these transitions into opportunities for growth and fulfillment. Through one-on-one coaching and tailored leadership development programming, I foster personal and professional growth through every step of the journey.

--

My Story:

My story is filled with many unique chapters. In short, over the course of my career I’ve been a consultant, physician, military officer, healthcare leader, medical education leader, and professional coach -- often wearing three or more of these hats at the same time. Along the way, I’ve found the most joy in providing inspiring leadership through change and helping high-achieving individuals successfully navigate transitions and challenges. I look forward to utilizing my deep expertise in leadership, professional development, and coaching to help you elevate your leadership and thrive through change.

Gretchen Rickards

𝗬𝗼𝘂 𝗰𝗮𝗻 𝗼𝗳𝘁𝗲𝗻 𝘁𝗲𝗹𝗹 𝘄𝗶𝘁𝗵𝗶𝗻 𝘁𝗵𝗲 𝗳𝗶𝗿𝘀𝘁 𝗳𝗲𝘄 𝗺𝗶𝗻𝘂𝘁𝗲𝘀 𝘄𝗵𝗲𝘁𝗵𝗲𝗿 𝘆𝗼𝘂’𝗿𝗲 𝗶𝗻 𝘁𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝗿𝗼𝗼𝗺.

I attend a lot of networking events, and because of that, I’ve learned to trust that early instinct.

When I attended my first Next Level Networking event mid last year, I felt it immediately.

The vibe was warm and welcoming. We’re a diverse group of women who genuinely support and champion one another.

This week, I had the opportunity to give back to that community by presenting my talk, 𝘓𝘪𝘯𝘬𝘦𝘥𝘐𝘯 101: 𝘚𝘵𝘳𝘢𝘵𝘦𝘨𝘪𝘦𝘴 𝘵𝘰 𝘌𝘭𝘦𝘷𝘢𝘵𝘦 𝘠𝘰𝘶𝘳 𝘝𝘰𝘪𝘤𝘦, 𝘉𝘳𝘢𝘯𝘥, 𝘢𝘯𝘥 𝘐𝘮𝘱𝘢𝘤𝘵.

The conversation was thoughtful, engaged, and practical. It was a reminder of how powerful learning can be when it happens in the right room.

Thank you, Next Level Networking, for creating a space where connection feels natural and support is authentic. Communities like this are rare and invaluable.

Not all networking spaces are created equal. The right ones do more than help you expand your network. They make it easier to show up, contribute, and keep growing.

𝗛𝗼𝘄 𝗱𝗼 𝘆𝗼𝘂 𝗸𝗻𝗼𝘄 𝘄𝗵𝗲𝗻 𝘆𝗼𝘂’𝘃𝗲 𝗳𝗼𝘂𝗻𝗱 𝘁𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝘁𝘆?

#CommunityMatters #WomenSupportingWomen #LeadershipDevelopment #ProfessionalDevelopment

Leadership and Transitions Coach | Physician | Educator | Lifelong Learner

This morning, I went to the wrong gym.

I’m a member of Orangetheory Fitness and rotate between three studios depending on the instructor or convenience. I intentionally booked today’s class for a specific coach, but out of habit, I drove to the gym I usually attend on Tuesdays.

It wasn’t a big deal, but it was a great reminder of why change is so hard.

It’s often said that we humans are "creatures of habit,” but there’s a reason for that. Neurobiologically, we are wired to prefer stability. Because of this, even minor deviations in our routine can feel disorienting. 

This is one of the reasons leadership communication during change is so important. Clear, consistent communication matters, and repetition is essential.

Research suggests people need to hear about a change multiple times before it sticks, with a commonly cited rule of thumb being seven times. That means one meeting or one email is rarely enough, even when the change seems obvious to the leader.

Bottom line: change is hard, whether you’re navigating it personally or leading others through it.

What’s one change you’ve led that required more communication than you expected?

#Leadership #ChangeManagement #ChangeIsHard #LeadingChange

Thank you to SoMeDocs(Doctors on Social Media) and everyone who joined last night’s 𝗪𝗼𝗺𝗲𝗻 𝗟𝗲𝗮𝗱𝗲𝗿𝘀 𝗶𝗻 𝗠𝗲𝗱𝗶𝗰𝗶𝗻𝗲 𝗖𝗼𝗻𝗳𝗲𝗿𝗲𝗻𝗰𝗲 session. It was a privilege to help kick off such a meaningful event.

In my talk, “𝘛𝘩𝘪𝘴 𝘞𝘢𝘴𝘯’𝘵 𝘪𝘯 𝘵𝘩𝘦 𝘑𝘰𝘣 𝘋𝘦𝘴𝘤𝘳𝘪𝘱𝘵𝘪𝘰𝘯: 𝘛𝘩𝘦 𝘜𝘯𝘴𝘱𝘰𝘬𝘦𝘯 𝘊𝘩𝘢𝘭𝘭𝘦𝘯𝘨𝘦𝘴 𝘰𝘧 𝘞𝘰𝘮𝘦𝘯 𝘓𝘦𝘢𝘥𝘦𝘳𝘴 𝘪𝘯 𝘔𝘦𝘥𝘪𝘤𝘪𝘯𝘦,” I explored something I see again and again in my work with women leaders across healthcare:

When challenges like responsibility without authority or change fatigue go unnamed, they’re often internalized as personal shortcomings. Once they’re named, they become leadership realities we can understand, address, and navigate.

Left unaddressed, these challenges contribute to a larger pattern. Women are leaving leadership, not because they lack ambition, skill, or resilience, but because leadership often asks them to compensate for structural gaps that were never theirs to fill, like shouldering invisible work or leading without adequate time or support.

Many of us respond the only way we know how – working harder, taking on more, and carrying it quietly. But over time, that pattern becomes unsustainable.

If you’re a woman leader in medicine who has ever thought, “Maybe it’s just me,” I hope this conversation can serve as a reminder: 𝗶𝘁’𝘀 𝗻𝗼𝘁.

The conference continues through the week and is free for live attendance, with a VIP option for recorded access to all sessions. 

I’ll share the agenda and registration link in the comments.

#WomenInMedicine #HealthcareLeadership #WomenLeaders
#LeadershipDevelopment #SustainableLeadership

I’ve been thinking a lot lately about superpowers.

One of mine is 𝗱𝗶𝗮𝗴𝗻𝗼𝘀𝗶𝗻𝗴 𝘁𝗵𝗲 𝗹𝗲𝗮𝗱𝗲𝗿.

As a physician, I was trained to look beyond surface symptoms to identify root causes quickly and accurately. Today, I apply that same diagnostic approach to help leaders understand what’s actually getting in their way before jumping to solutions.

Most leadership challenges aren’t about effort or capability. They’re the result of blind spots or skill gaps that haven’t yet been clearly identified.

Drawing on my background in medicine, adult education, and leadership development, I help leaders slow down, identify root challenges, and create a path forward that focuses their energy where it will have the greatest impact.

Because whether you’re treating a patient or leading an organization, the right diagnosis changes everything.

What’s a superpower you’ve developed over time, and how does it show up in your work?

#LeadershipDevelopment #ExecutiveCoaching #LeadershipCoaching #DiagnosetheLeader

Many leadership challenges don’t stem from bad intent.
They stem from a lack of clarity, often driven by avoidance.

Avoidance shows up as vagueness, delayed feedback, softened messages, or conversations that never quite happen. We often tell ourselves we’re being kind by holding back. In reality, that restraint creates confusion and slowly erodes trust.

When leaders are transparent and direct, they show respect through honesty, not ambiguity. Clear expectations and timely, constructive feedback don’t just improve performance. They reduce anxiety, build trust, and give team members a the best chance to succeed.

Clarity isn’t always comfortable.
But it is one of the most generous things we can offer the people we lead.

Where might avoiding a hard conversation be getting in the way of clarity right now?

#Leadership #LeadershipDevelopment #Communication

Anyone else still struggling to put together 2026 goals?

Every January, I start with the best of intentions. 
A fresh notebook. 
A hot cup of coffee. 
A genuine desire to set goals.

And then... nothing.
Followed by avoidance.
Sometimes for months on end.

For many high achievers, goal setting doesn't spark motivation. It sparks discomfort.

Not because we lack discipline or ambition, but because something about the process feels unexpectedly threatening.

I wrote a new blog exploring why so many capable people quietly dread this process, and how shifting from achievement-based goals to identity-based ones can change everything.

If you've ever found yourself procrastinating on goals you 𝘬𝘯𝘰𝘸 matter, this one's for you.

(𝘓𝘪𝘯𝘬 𝘵𝘰 𝘣𝘭𝘰𝘨 𝘪𝘯 𝘤𝘰𝘮𝘮𝘦𝘯𝘵𝘴).

No alternative text description for this image

𝗢𝗻𝗲 𝗼𝗳 𝘁𝗵𝗲 𝗺𝗼𝘀𝘁 𝘀𝘂𝗿𝗽𝗿𝗶𝘀𝗶𝗻𝗴 𝗽𝗮𝗿𝘁𝘀 𝗼𝗳 𝗴𝗿𝗼𝘄𝘁𝗵 𝗶𝘀 𝗵𝗼𝘄 𝘂𝗻𝗰𝗼𝗺𝗳𝗼𝗿𝘁𝗮𝗯𝗹𝗲 𝗶𝘁 𝗰𝗮𝗻 𝗺𝗮𝗸𝗲 𝗼𝘁𝗵𝗲𝗿 𝗽𝗲𝗼𝗽𝗹𝗲.

That discomfort often shows up the moment you decide to go after something new.

A role.
A goal.
A different way of working.
Or maybe a new direction altogether.

But instead of encouragement, you may notice:
• Subtle discouragement
• Skeptical questions
• Less support than you expected

There’s a term for this dynamic: 𝘵𝘩𝘦 𝘤𝘳𝘢𝘣𝘴 𝘪𝘯 𝘢 𝘣𝘶𝘤𝘬𝘦𝘵 𝘱𝘩𝘦𝘯𝘰𝘮𝘦𝘯𝘰𝘯.

When crabs are placed in a bucket, any crab that tries to climb out is pulled back down by the others. Over time, none escape, so no lid is needed.

Humans aren’t crabs, of course. But during times of change, similar patterns can show up, often without intention or awareness.

I wrote a blog post about why this happens, why it shows up so often during transitions, and how to protect your momentum when it does.

If you’re in a season of growth and finding it harder than expected, this may resonate.

𝘓𝘪𝘯𝘬 𝘪𝘯 𝘤𝘰𝘮𝘮𝘦𝘯𝘵𝘴.

#Leadership #Transitions #Mindset

𝗠𝗼𝘀𝘁 𝗵𝗮𝗯𝗶𝘁𝘀 𝗳𝗮𝗶𝗹 𝗻𝗼𝘁 𝗯𝗲𝗰𝗮𝘂𝘀𝗲 𝘄𝗲 𝗹𝗮𝗰𝗸 𝗱𝗶𝘀𝗰𝗶𝗽𝗹𝗶𝗻𝗲, 𝗯𝘂𝘁 𝗯𝗲𝗰𝗮𝘂𝘀𝗲 𝘄𝗲 𝗺𝗮𝗸𝗲 𝘁𝗵𝗲𝗺 𝘁𝗼𝗼 𝗵𝗮𝗿𝗱.

One of the most effective rules of habit-building is simple: 𝗺𝗮𝗸𝗲 𝗶𝘁 𝗲𝗮𝘀𝘆.

A Christmas gift for my daughters recently brought this to life in an unexpected way.

When they opened the piano keyboard, we had no idea how much joy it would bring or how it would change our days. After some experimenting, it now lives on a built-in desk in our kitchen, a space that had previously been a landing zone for mail and paper piles.

Placement mattered more than we expected.

Because the keyboard sits in a space we all pass multiple times daily, it gets used constantly. My daughters play before and after school. I play during lunch or when I drop my keys directly underneath it. My husband will sit down while closing up the kitchen for the night.

I see this pattern in my coaching work. People rarely struggle to build new habits because of lack of motivation. They struggle because their systems create too much friction.

As the book 𝘈𝘵𝘰𝘮𝘪𝘤 𝘏𝘢𝘣𝘪𝘵𝘴 explains, humans are wired to conserve energy. When a habit requires extra steps or decisions, it becomes far less likely to stick, whether that's getting to an out-of-the-way gym, making thoughtful food choices in a house full of snacks, or choosing presence over scrolling when you're tired.

By placing the keyboard in a space we regularly move through, we removed the friction.

The result has been many hours of music in our home, more moments of presence, and a surprising amount of time spent creating rather than passively consuming.

𝗪𝗵𝗮𝘁 𝘄𝗼𝘂𝗹𝗱 𝗰𝗵𝗮𝗻𝗴𝗲 𝗶𝗳 𝘆𝗼𝘂 𝗺𝗮𝗱𝗲 𝘁𝗵𝗲 𝗵𝗮𝗯𝗶𝘁 𝘆𝗼𝘂’𝗿𝗲 𝘁𝗿𝘆𝗶𝗻𝗴 𝘁𝗼 𝗯𝘂𝗶𝗹𝗱 𝘁𝗵𝗲 𝗲𝗮𝘀𝘆 𝗰𝗵𝗼𝗶𝗰𝗲?

𝗗𝗲𝗳𝗹𝗲𝗰𝘁𝗶𝗻𝗴 𝗰𝗼𝗺𝗽𝗹𝗶𝗺𝗲𝗻𝘁𝘀 𝗺𝗮𝘆 𝗯𝗲 𝗰𝗼𝘀𝘁𝗶𝗻𝗴 𝘆𝗼𝘂 𝗺𝗼𝗿𝗲 𝘁𝗵𝗮𝗻 𝘆𝗼𝘂 𝘁𝗵𝗶𝗻𝗸.

When someone recognizes your work, do you immediately downplay it?

“Oh, it was nothing.”
“Anyone could have done that.”
“I just got lucky.”

These responses might feel humble in the moment, but they quietly diminish your achievements and your leadership presence.

This habit, known as 𝗺𝗶𝗻𝗶𝗺𝗶𝘇𝗶𝗻𝗴, is often tied to playing small and avoiding the spotlight.

Here’s what happens when you consistently deflect praise:
• You train others to undervalue your contributions
• You reinforce your own self-doubt
• You make it easier for others to overlook you when decisions are being made

How you receive recognition shapes how others see your potential.

Consider trying this instead:
The next time someone offers you a compliment, pause and simply say 𝘁𝗵𝗮𝗻𝗸 𝘆𝗼𝘂 — and let it land.

You may be surprised by how powerful that one small shift can be.

#LeadershipDevelopment #LeadershipPresence #StopPlayingSmall #Mindset

Military medicine shapes how we lead, often long after we take off the uniform.

I’m excited to share a new 𝗼𝗻𝗲-𝗵𝗼𝘂𝗿 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝘁𝘆 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻 𝗳𝗼𝗿 𝘄𝗼𝗺𝗲𝗻 𝗽𝗵𝘆𝘀𝗶𝗰𝗶𝗮𝗻𝘀 𝘄𝗶𝘁𝗵 𝗮𝗻𝘆 𝗰𝗼𝗻𝗻𝗲𝗰𝘁𝗶𝗼𝗻 𝘁𝗼 𝗺𝗶𝗹𝗶𝘁𝗮𝗿𝘆 𝗺𝗲𝗱𝗶𝗰𝗶𝗻𝗲 – past, present, or future.

This is a space for connection and honest conversation about leadership challenges and shared experiences across career stages.

✔ One hour
✔ No prep
✔ All career stages welcome
✔ Hosted by Women in Medicine®; membership not required

If military medicine has been part of your story, we'd love for you to join us.

𝘚𝘪𝘨𝘯-𝘶𝘱 𝘭𝘪𝘯𝘬 𝘪𝘯 𝘵𝘩𝘦 𝘤𝘰𝘮𝘮𝘦𝘯𝘵𝘴.

#WomenInMedicine #MilitaryMedicine #WomenPhysicians #PhysicianLeadership

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The Battle

Jeff Ross

Gretchen Rickards

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taplio

The Battle

Jeff Ross

Gretchen Rickards

Followers

Posts

Engagements

Likes

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

Performance ScoreGretchen Rickards's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreJeff Ross's LinkedIn Performance