The Last LinkedIn Coach You'll Ever Need | I Help You Get Fully Booked (simple as that) - 710+ Client Wins / $1.4M Inbound

Experts hire me to grow a 6 or 7-figure LinkedIn audience. 

Even when they’ve tried most things out there. 

(some of them, pretty much everything). 

I help them do that through advanced social selling and finding clients based on behaviour. 

Wait, instead of telling you who I help & what I do, let me pull back the curtain and show you: 


1️⃣ Recently, I coached and helped a Founder to scale his company to €1M in revenue through inbound. 

→ He had previously invested in a popular LI program that didn't work.


2️⃣ Three coaches I worked with recently built a 6-figure business off LinkedIn. 

→ Two of them are executive coaches, and one is a business coach. 


3️⃣ Currently working with a best-selling author trusted by the biggest brands on earth (100K people trained).

→ She has been in rooms with the biggest LI experts, but nothing worked. 


4️⃣ I helped Maria Malik (241K followers) to scale from $5K/mo to $30K/mo in 60 days. 


5️⃣ Recently coached a top LinkedIn creator with 111K followers to monetize her visibility 


Other clients include people with 12M books sold and serial entrepreneurs with multiple companies.

But also new or quiet LinkedIn creators who want to get fully booked and enjoy la vida. 

[This was written on the 7th January 2026] 


Hey there, I am Xhoni Mimillari. 

I apologize for the long introduction, but it’s quite hard to tell who is an expert and who is pretending nowadays. 

So I had to share some behind-the-scenes work instead of putting together some compelling copy. 

Other than a LinkedIn coach, I am a conversion specialist. 

And there are 2 ways to work with me: 

1. 4-month Private 1-on-1 Experience 
2. 3-Hour VIP Coaching Session 

More info in the featured section. 

Thanks for reading, speak soon. 


A bit about me; 

• I was born in Albania (grew up in Greece) and have been living in Italy for 20 years.
• I have a deep passion for psychology 
• I used to play football - Under-17 Monaco team 
• I love family time, and Bud Spencer's movies
• When I am not working, you'll find me playing Tennis somewhere.

Xhoni Mimillari

0 Books written
0 Ted-talks given  
0 Forbes features
1 Favikon ranking 
0 Industry awards  
0 Engagement groups

I started here with circa 220 followers. 

No help, no connections. No personal brand.

It’s nice to be a beautiful example for anyone who comes to me for help.

Most can relate to it. 

When you have 500K followers, 5 VAs, a marketing team, and who knows what else behind the scenes, 

You can lose sight of how difficult it can be for the average creator here. 

How lonely and quiet it can feel.

Yesterday, I got this message from a private client: 

“2nd client signed today 🥳🥳🥳🥳🥳 I will buy and send you good wine as a thank you 🙏” 

It made my day yesterday because I know how important it was for her. 

• I could relate to the struggle
• I could relate to people ghosting 
• I could relate to not feeling like it 
• I could relate to getting 800 impressions on a post
  
And I could relate to winning regardless of all that! 

When I say “I’ll see you at the top”, 
not saying it from a pedestal.  

Saying it from somewhere further ahead, ready to grab your hand when you pass by. 

I am rooting for you, keep at it.

The Last LinkedIn Expert You’ll Ever Need - Trusted by 200+ Experts Globally, Including CEOs and 7/8-Figure Founders

If your business gives you the freedom to:

• Do work you like
• Travel more 
• Provide a good lifestyle for your family 
• Take long walks on a random Monday

Then, you are more successful than you think. 

As for me, I didn't start my business to work harder forever and burn out.

I did start it, so I can:

1. Try new things & hobbies 
2. Take more time off to travel 
3. Work with cool and skilled folks  
4. Wire my parents €5K for no reason
5. Earn enough so I can invest early on

1 year ago, I promised myself I’d prioritize these. 


1️⃣ Since then, I haven’t tried any new hobby (shiet). 

But I tried a few new things. Recent one: Live workshops (103 people showed up for the latest one).


2️⃣ I travelled to Crete (Geneva in 2 weeks).


3️⃣ I signed up my biggest clients ever - helped 10 founders build 6-figure businesses off LinkedIn.


4️⃣ Mama and Papa are taken care of. 


5️⃣ And I made my first real estate investment. A beautiful apartment in Sanremo (no banks were asked to lend, they can go f themselves  😁). 


And LinkedIn is the sole reason all this was possible. 

I believed in the platform from day one. 

And the community I built here makes all work & consistency worth it.

Thank you for being on this journey of mine, and it’s a pleasure to follow the journey of many people here. 

Many of you inspire me. 

As you may already know, I am always rooting for you ♥️

Follow me Xhoni for what’s to come.

Career, Business & Executive Coach | Mindset & Mental Fitness Coach | DISC® Certified | Mentor

On paper, things are going well.
Day to day, it feels harder.

Revenue is coming in.
The team is bigger than it used to be. 
The business is clearly working.

But decisions feel heavier. 
Everything still lands on you. And it is harder to stay out of the weeds.

You have the same job title. Founder. Business owner. CEO.
But the job itself has quietly changed.

What used to work does not work in the same way anymore.

• operations are more complex 
• people issues take up more space 
• decisions are more interconnected

So you keep jumping in and sorting things out the way you always have.
It takes more time. More energy. More of you than it used to.

At the same time, the business is no longer a small startup. 
And it now needs something different from you.

This is a phase many founders hit as the business grows.

It shows up when the business grows, but decisions, ownership, and responsibility still sit with you.

I have seen this pattern repeatedly across my career. 
In startups. In large organisations. And in my own business.

Each time the team grew, the role demanded more.

That transition is where my work focuses:

- how decisions are being made day to day, and why they keep landing back with you
- where ownership really sits in the team (not just on paper)
- what deserves your time now - and what no longer should

Every business at this stage looks different.

The team, the context, the pressures, and the founder’s role are never the same.

That’s why this work is always one to one. 
No cohorts, templates, or fixed programmes.

We work on what is actually happening in your business, and what leadership needs to look like at this stage.

Outcomes my clients experience include:

• simplified operations and clearer priorities 
• avoided or corrected costly team decisions 
• fewer decisions landing back with the founder 
• stronger ownership and accountability in the team 
• stepping out of firefighting and regaining thinking time 
• highly reduced stress at work and at home

Clients often tell me I make complex situations feel simpler and create the space they need to think clearly and make decisions they trust.

My background:

-	30 plus years in leadership roles 
-	Experience across startups and large organisations 
-	Responsibility for people, HR, operations, and sales 

> CIPD in HR Management
> Certified, ICF accredited coach
> Performance & Neuroscience Coaching
> Positive Intelligence Coaching & DISC

☎️ If you are ready to regain control of your business, you can DM or book a 30-minute consultation via the link in my profile.

Monica Federico

Free snacks don't build culture.
Neither does a mission statement on the wall.

Culture is what happens when someone makes a mistake. 
When there's conflict. 
When a tough decision needs to be made and no one's looking. 

As leaders we set that tone every single day 
(whether we mean to or not).

The turning point for me was realising that the moment I walked into work, I was making the weather for my team.

My mood. 
My energy. 
How I responded to problems. 
Whether I was approachable or distracted.

All of it landed on them - even if I didn't mean it.

Here's what makes this tricky.

Most leaders have a theory about how they want to operate. Maybe even some policies. Values on a slide somewhere.

But theory and practice are two different things.

- You might say you want people to take ownership 
↳ but then jump in and fix things yourself the moment something goes wrong.

- You might say you value open feedback 
↳ but shut down the conversation when someone challenges your idea.

- You might say you want innovation 
↳ but only reward the safe, predictable wins.

The gap between what you say and what you do? 
That's where culture actually gets built.

And it's not about being perfect. 
We all have off days. 
We all fall short of our own standards sometimes.

But it's worth asking ourselves honestly:

 • Am I actually clear on the behaviours I want to see - not in theory, but in specific, daily terms?

 • Do I put them into practice myself, consistently, even under pressure?

 • What am I modelling when I'm stressed or stretched thin?

Because your team isn't listening to your policies.
They're watching what you do.

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Founders & business owners (10-100) → regain clarity & control as the team grows | 1:1 Leadership & Performance Coach | ICF Accredited Neuroscience Coach

I used to think managing emotions at work meant not losing your temper. That was it. 
Keep a lid on it and you're fine.

But that's not where emotions do the most damage.

The real cost comes from the ones you don't notice.

⊙ Being helpful to the point of overload.
↳ That's not generosity. It's a need to be liked.

⊙ The need to stay involved in everything.
↳ That's not a personality trait. It's fear - fear of losing control, or fear of judgement if something isn't perfect.

⊙ Avoiding a difficult conversation with someone who's creating problems.
↳ That's not being measured. It's discomfort dressed up as patience.

These aren't character flaws.
They're emotional responses that became habits.

And habits feel normal.
That's the problem.

Most of us don't struggle with the obvious emotional moments.
We struggle with the ones that look like work style, leadership preference, or "just how I operate."

Winning isn't just about staying calm when things blow up.

It's knowing which of your daily habits are actually emotions in disguise.

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School teaches us WHAT to think.
It almost never teaches us HOW to think.

That’s why many smart people still make bad decisions.

Clear thinking isn’t IQ.

It’s trained mental habits.

Here are 6 that I personally use and will change how you make decisions:

1️⃣ Pause Training

Most bad decisions come from emotional reactions.
Smart thinkers pause first.

Pause → Observe → Respond.

2️⃣ Mental Subtraction

Clear thinking usually comes from removing noise.
Ask yourself: "What can I eliminate?"

Clarity appears when complexity disappears.

3️⃣ Compression

If you can’t explain something simply, you probably don’t understand it yet.

Use the 3–1 rule:

3 bullet points →
1 core idea.

4️⃣ Cognitive Flexibility

Avoid mental ruts.

Ask:
• What would a beginner think?
• What would an expert do?
• What if the opposite were true?

Better thinking comes from new angles.

5️⃣ Pattern Recognition

Smart thinkers notice signals others miss.

Look for:
• repeating problems
• repeated successes
• cause → effect patterns

Patterns help you predict outcomes faster.

6️⃣ Environment Design

Your environment shapes how clearly you think.

Design spaces for:
• deep focus
• fewer distractions
• better mental states

Better environment → better decisions.

Thinking smarter isn’t about IQ.
It’s about training how you think.

When you build these habits:
• decisions become clearer
• stress drops
• you stop overthinking

And you start making better decisions, faster.

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Your brain runs your business. 
Not your strategy. Not your systems. 
Your brain.

I had a week full of life admin, the kind that clutters your head and leaves little space for anything else.

It reminded me of something worth sharing.

When our brain chemistry takes a hit, everything else follows.

Low dopamine and our drive goes flat.
Low serotonin and decisions get murky.
Low oxytocin and our team relationships start to fray.
Low endorphins and stress just compounds.

The problem is that modern founder life quietly attacks all four.

Constant phone use. 
Working alone. 
Rarely moving. 
Not enough sleep.

None of it seems much of a problem. 
All of it is cumulative.

The fix isn't complicated. 
But it does require you to treat your brain like the operational asset it actually is.

This weekend I'm making a point of walking outside, putting the phone down, and sleeping more.

What are you up to this weekend?
(Image credit: Tj Power)
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"I never saw it coming."
But looking back, I wasn't really looking.

I had a high-performing sales manager. 
Numbers were strong. 
The team was running well. 

So I focused my attention elsewhere - on the departments that needed me more.

What I didn't know was that he'd already done the maths.
To reach the salary he wanted, staying would have taken years. Moving industry would get him there faster. 

By the time I found out, the decision was made.
I couldn't have stopped it.

But I might have seen it coming, if only I'd stayed in the conversation.

That's the part I got wrong. 
The silence I mistook for satisfaction.

In corporate, losing a high performer is painful but manageable. There are pipelines, succession plans, and structures that absorb the hit.

In an SME, there's none of that. 
The impact is immediate.

And you have fewer tools to keep people. 
No quick promotion ladder to offer. 
No big brand to lean on.

What you do have is the relationship. 
The conversations. 
The attention you pay to the people who are quietly holding things together.

When you stop, they notice. 
Even if they never say it.

You don't always lose them because you're doing something wrong.

Sometimes you lose them because you stopped doing something right.

When did you last give them a reason to stay?
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I once had a manager who coached me not to micromanage. They were one of the worst micromanagers I'd ever worked for.

Here's the thing about micromanaging:

Most people who do it don't realise they're doing it.

They're not power-hungry. 
They're not bad leaders.
They just never had a good example of what it looks like to actually empower a team.

When I look back at my early career, almost every manager I had was a micromanager in some form. 

The only reason they quickly eased off me was because I was proactive. 
I communicated before they had to chase. 
I stood my ground and delivered.

But the ones that really stuck with me?
The managers who genuinely believed they weren't micromanaging (and actively coached others not to do it) while doing it themselves the whole time.

Those are the hardest to spot. 
And the most frustrating to work under.

The truth is, most of us have picked up habits from leaders who didn't know any better either.

So this isn't about pointing fingers.
It's about checking in with yourself.

Are any of these 7 behaviours showing up in how you lead,without you noticing?

Because the gap between "I trust my team" and what your team actually experiences can be wider than you think.

Worth a quiet look. 👇
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Helping founders regain control as their business grows and leadership becomes more demanding | Performance Coaching | ICF Accredited Neuroscience Coach

Your team might read your company values once.
But they watch you every day.

They notice when the 1-2-1 gets cancelled.
Again.

They notice when we say "my door is always open"...
then rush every conversation.

They notice when deadlines slip for us but not for them.

We can write "integrity" on the wall.
We can open every meeting talking about our values.
It won't matter if our behaviour tells a different story.

Because our teams are already collecting evidence.
Every small action either confirms or contradicts what we've said.

Here's two things worth checking this week:

1) Pick one value you talk about. 
↳What would your team have seen from you in the last month that proves it?

2) Look at your calendar. 
↳ Does how you spend your time match what you say matters?
That's where culture actually lives.

The good news is that behaviour can change.
And when it does, your team notices that too.

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If you run a business and have a team…
This is what will make you a great leader 👇

When people talk about EQ, emotional intelligence, they usually mean one thing:

Be nicer. Show more empathy. Stop being so tough.

And for some leaders, that's exactly right.

I work with leaders where EQ is about becoming more curious, listening better, and yes, being a bit... nicer.☺️

But here's what nobody talks about:
EQ works both ways.

If you're naturally empathic, the problem isn't a lack of empathy.
It can be too much of it in the wrong places.

Too much empathy can look like:
→ Saying yes when you should say no
→ Absorbing everyone's stress
→ Dodging difficult conversations to keep the peace
→ Taking work back because it feels easier than giving honest feedback

Over time, that quietly turns into:
↳ People-pleasing disguised as leadership
↳ Poor boundaries disguised as being supportive
↳ Low team accountability disguised as being understanding

It means you care.
But caring without boundaries isn't leadership.
It's self-sacrifice.

Real EQ is also:
→ Saying no without guilt
→ Letting someone struggle instead of rescuing them
→ Protecting your own capacity so you can actually lead
→ Holding the hard conversation because you respect someone enough to be honest

The tough leader needs to develop empathy.
The empathic leader needs to develop boundaries.

Both are emotional intelligence.

The one we need to work on is the one that doesn't come naturally.
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Your performance review process should be consistent. 
Your approach should not.

Six reviews in one week.

When you'd rather just get on with it, it's easy to have the same conversation with everyone and get through the list.

And if some of those conversations feel awkward, it's probably because feedback hasn't been happening along the way. 

A performance review shouldn't be the first time someone hears something important.

Before you walk into any of those rooms, stop and ask: 
where does this person actually sit right now?

Not "good" or "not good." 
Not "performer" or "underperformer." 
More precise than that.

 • Capable but disengaged
 • High potential, high impact
 • Reliable and steady
 • Engaged but underperforming
 • Disengaged and underperforming

Most people won't sit neatly in one place, but this is a useful starting point before the conversation.

Each pattern needs something different from you.

The one that's easiest to get wrong? 
Your reliable, steady performer. 

They deliver, they don't make noise, so "keep doing what you're doing" becomes the default. 

We tend to spend our energy on high performers and underperformers. 
The steady ones get left alone. 

And that's often where quiet disengagement starts.

The framework in the graphic gives you a starting point for each one.

They all need your leadership. 
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Grit is a stronger predictor of success than talent. 
But at scale, grit keeps you stuck.

Grit is what got you here.

You pushed through the early years. 
You solved every problem. 
You figured things out when no one else could. 
You didn't quit when it was hard.

That's not nothing. 
That's how the business exists.

But here's what happens when the team grows:

The instinct that made you push through now makes you jump in on things that aren't yours anymore.

→ It's quicker if you do it.
→ No one else has the full picture.
→ You don't trust it'll get done without you.

That stops being leadership.
It becomes grit in the wrong place.

And the harder you push, the more your team steps back.

Why would they take ownership if you're always there to catch it?

You don't need to stop being gritty.
You need to point it at the right things.

Less doing. → More mentoring.
Less jumping in. → More trust.

The hard work doesn't stop. 
But where you put it has to change.

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Many capable leaders fall into people-pleasing without realising it.

Not because they lack standards.
But because they value harmony.
They want to be fair.
They don’t want to demotivate anyone.

Unfortunately when you avoid discomfort:

• Feedback comes too late
• Standards slip quietly
• Ownership shrinks
• Decisions drag for too long
• The team feels less safe

Kindness is different.

Kindness is clear.
Kindness is direct.
Kindness protects the goal.
Kindness holds the line.

It says:

“This matters.”
“You can do better.”
“We’re capable of more.”

That is not harsh.
That is leadership.

Because leadership isn’t about being liked.
It’s about building people who can perform without you carrying them.

Kindness is strength.
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The hardest part of leadership isn't the strategy.
It's the people.

A client once said to me:
"I love my business. I'd just love it more without the people in it."

He laughed when he said it.
But it wasn't really a joke.

Because behind that laugh was a conversation he'd been avoiding for months.

Most of us have been there.

As leaders, we know when something isn't working.
We feel it. Even if we don't say it.

And sometimes when we finally do, it comes out wrong.

Too harsh. 
Too vague. 
Often too late.

Having a tough conversation is one thing.
Having one that actually works is something else.

Here's what I've seen make the difference:

→ Approach it with curiosity.
Don't walk in convinced you already know what's going on. You probably don't have the full picture.

→ Understand first.
Ask what's happening for that person. Listen properly. The facts might surprise you.

→ Choose your moment.
Not squeezed between meetings. Not when you're stressed. Not in front of the team. Give the conversation the space it deserves.

→ Be direct, but be kind.
You can be honest without making someone feel small. The goal is progress, not punishment.

→ Say what good looks like.
Don't just flag the problem. Be clear about what you need to see going forward.

The best leaders don't avoid hard conversations.
They've just learned how to have them well.

Save this for next time you're putting off that chat.
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There is someone on your team you need to talk to

Our brain craves certainty. 
But nuance is your leadership advantage.

Most leadership advice pulls you toward extremes.

Be decisive or be empathetic.
Hold people accountable or protect morale.
Be self-reliant or ask for help.

But the best founders I work with don't live at the extremes.

They've learned to hold two things at once.

→ No one is coming to save you. True.
You are responsible for what you tolerate, what you prioritise, and how you respond.

↳ And asking for support is still taking responsibility. Also true.
It means recognising where you lack perspective, knowledge, or simply can't carry the pressure alone.

→ You are accountable for your reactions.
That means understanding your triggers and choosing how you show up.

↳ And you are allowed to draw a line.
Responsibility doesn't mean absorbing poor behaviour or pretending everything is fine.

→ You will need to grow to lead at the next level.
Scaling brings new pressures, new decisions, new dynamics. What got you here may not be enough to take you further.

↳ And you are not broken.
Development isn't about fixing yourself. It's about expanding your range.

In practice, this might look like:

- Investing in someone's development while being clear about the standards required.

- Taking ownership of what you can control, and genuinely letting go of what you can't.

- Caring about your people and still making the tough calls that protect the business.

If it feels uncomfortable to hold both, you're probably doing it right.

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If you give everything to the business but rarely anything back to yourself...
This is for you.

The best Valentine's gift you can give your business is not working on it this weekend.

In 1992, Gary Chapman introduced The 5 Love Languages. A framework for how people give and receive love. 

It was written for romantic relationships, but the principle applies far more widely.

So I borrowed it.☺️

Because if you're a founder or CEO, chances are the person you invest the least in is yourself. 

Not because you don't care, but because there's always something more urgent.

This weekend, pick one love language from this list and actually do it. 

Not as self-care. 
As an actual leadership decision.

You can't lead well when you're running on empty. 
This weekend, put something back in.

Happy Valentine's Day. 

Yes, it's okay to be a little cheesy once a year.

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The Battle

Xhoni Mimillari

Monica Federico

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The Battle

Xhoni Mimillari

Monica Federico

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);}Xhoni Mimillari's LinkedIn Performance

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Performance ScoreXhoni Mimillari's LinkedIn Performance