Support me to write my first business book.

 

I am seeking support for my first business book Lead Your Mind. My goal is for the final book to be at the forefront of Management Development. This will be a personal achievement and also a pivotal step forward for my training and coaching business.

To write the book, I need to create time, space, and accountability. To do this I am seeking to crowdfund the book and offer supporters the opportunity to advance purchase a copy, as well as invest in a host of other exciting products.

This page includes everything you need to find out more about the book and how you can be a part of it.

Featured in...

Hi, I'm Chris, and I'm the Director of Lead Your Mind, and now, an aspiring author!

 

I have worked in Learning and Development for over 15 years, and before starting my first business, I held the role of Head of L&D for an international finance company. Before launching Lead Your Mind, I spent 5-years running a successful life coaching business supporting people to overcome their mental health challenges, including stress, anxiety and depression.

I hold qualifications in Learning and Development Practice and Human Resource Development, certified by the Chartered Institute of Personnel Development (CIPD), of which I am an Associate. As a Coach, I specialise in Neuro-Linguistic Programming (NLP), in which I am a Master Coach Practitioner.

I created Lead Your Mind to support the businesses that reached out to me in my role as a Coach and asked me to develop their staff through coaching and training. Initially, I consulted with these businesses to identify how I could best support them and their teams.

I recognised organisations often believe mental wellbeing is achieved through the sacrifice of peak performance, and likewise, peak performance prohibits the potential to achieve mental wellbeing. My goal was to create a business that balanced these two fundamental goals by developing a series of workshops specific to the needs of my clients.

I identified and designed 20 workshops that included all the critical content I had seen to create an impact through my coaching and training. These workshops combined to create the Lead Your Mind Management Model, which is now the foundation for my Management Development Programmes.

I am passionate about the role of management, and many organisations overlook the development of this crucial tier of their business. I believe supporting managers to thrive in their current positions while preparing for leadership is pivotal to a business’s immediate and long term success.

Businesses acknowledge the simplicity of my content and my delivery style. I apportion this to a clear focus on only sharing content, which impacts managers and is immediately implementable. My delivery style is to coach a group of delegates instead of traditional training delivery; this allows delegates to experience learning while raising their awareness and accepting responsibility for change.

Now, I'm ready to write the book to accompany my workshops and introduce my business, my management model and assessment to a wider audience. I would welcome the opportunity to gain your support for this project, so you can help me, and in turn yourself and others, to change and achieve results.

Lead your mind, and the rest will follow.
Chris.
Leadership Development Consultant, Coach and Trainer
Support the book

The Title:

Lead Your Mind

and the rest will follow

 

The Subtitle: 

The modern guide to management, where peak performance meets mental wellbeing.

 

The Pitch

Before now, you might have had little or no support, but in this book I am going to guide you to finally become a respected, resilient, and high-performing manager while preparing for leadership.

  • Improve your communication skills at all across all levels
  • Build and maintain strong professional relationships
  • Manage yourself and others efficiently and effectively

Managers are often experienced high-performers thrust into the role of management and left to sink or swim, with little or no structured support. To thrive you need to develop a new set of skills where you first understand yourself in order to lead yourself, and then understand others in order to lead them. This book gives you all the tools and techniques you need to quickly and effectively become a confident and consistent manager, respected by your team, your peers and the leadership team you aspire to join.

The challenges for managers

Managers are often promoted from within the organisation and then given little or no support in understanding and developing management skills. This leads to them falling prey to a host of pitfalls which creates:

  • a lack of respect from their team leading to decreased staff productivity and employee satisfaction, and increased conflict.
  • no consistent approach to management delivery, including processes, procedures, and performance, leading to confusion and a lack of trust in managers and the management team.
  • a manager with a lack of self-confidence and resilience, which negatively impacts personal and team performance and well-being.

The solutions for leadership

Leadership Teams are aware of the problems the Management Team are causing but have little time and space to develop them in the way needed. Managers need to take responsibility for their own development to:

  • raise their awareness of the impact of their communication and relationship management and how by accepting responsibility for improving these, they will increase engagement and productivity while creating a culture of resilience, respect and support.
  • create one consistent approach to management where they can draw on the same tools and techniques as their colleagues to build and maintain a culture of accountability to themselves and others, including a commitment to teamwork across all levels of the organisation.
  • develop an understanding of the role of professional development and gain an awareness and understanding of themself while cultivating an authentic, strong, and supportive management style to achieve their ultimate potential and prepare themself as a future leader.

The Format

This book centres on The Lead Your Mind Management Model which is the foundation of the four units and twenty chapters. It focuses on supporting managers to develop and achieve confidence and competence in four keys areas; understand self, lead self, understand others, and lead others.

While each chapter can be studied individually or in conjunction with others, to develop as a complete manager a reader would study all four quadrants to support them to achieve the highest level of competency. The book is also accompanied by the Lead Your Mind Management Assessment which supports a manager to identify their primary development areas.

I designed the model, units, and chapters to meet the needs of companies who had worked with me in my career in Learning and Development or seen my coaching work and were keen to share my knowledge with their workforce. I worked with these companies to identify their primary needs and how we could best impact their staff through raising awareness, supporting individuals to accept responsibility for their development and ultimately create results. From this research and delivery, I designed the 20 key skills that are valuable to managers in every organisation.

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Chapter Format

I. Challenges

Insight into the challenges experienced by managers not utilising this specific skill. Also, the impact this has on their team, colleagues, and leadership. 

II. Results

The results achieved by a manager developing and utilising this skill and the benefits to them and their manager.

III. Learning

The core content, tools, and techniques to raise a managers awareness, have them accept responsibility, and equip them with what they need to succeed.

IV. Activities

An opportunity to interact with the learning through suggested activities which can be easily integrated into a working day. 

V. Life Lessons

Drawing on my experience as a Life Coach, I'll share how learning can be applied to create a positive impact in your personal life. 

VI. Case Study

The chapters have been delivered as workshops in my Management Development Programme and I'll draw on Managers journal entries to provide examples of how the learning, tools and techniques are being applied in the workplace to create change and achieve results. 

The Chapters

The chapters are built around the twenty skills which form the Lead Your Mind Management Model. Separated into four units; Understand Self, Lead Self, Understand Others, Lead Others. There is an introduction for each unit and five chapters within in each unit. While the contents to be included is work in progress, I've provided an overview of each chapter. 

Introduction

An introduction to the book including the Lead Your Mind Management Assessment which is based on the Lead Your Mind Management Model. This assessment supports Managers to identify their strengths and development areas from across the twenty key management competencies and four quadrants. 

Section 1

Understand Self

Managers who prioritise taking better care of themselves both physically and mentally, improving their performance at work while reducing absences through physical and mental ill-health.

Managers who understand and accept responsibility for their behaviour and modify it to improve their responses and cultivate a more future-focused approach to their performance and career.

Managers who understand the importance of their values and those of the organisation and how personal and professional values can be aligned to increase job satisfaction, improve performance, and enhance long-term prospects.

Managers who align themselves with the responsibilities of their role gain a greater sense of satisfaction from the work they complete and an increased commitment to building their career.

Managers who understand the importance of and take responsibility for their professional development, building a culture of high-performance working and supporting talent management and career progression within the organisation.

Chapter 1

Vitality

We believe happiness is the opposite of stress or depression, but this is not the case; vitality is the genuine counterbalance. When we achieve vitality, we increase our self-esteem and place our well-being at the centre of everything we do. Expanding the activities which make us feel vital improves our physical and mental health and, ultimately, our performance.

The benefits to the manager

Understand what steps to take to achieve a healthier lifestyle and increase engagement with all aspects of their life and career with improved energy and motivation.

 

Chapter 2

Mind

When a person truly understands their mind and how it works, it unlocks their ability to live and work without limit and achieve their potential. We are what we believe; the world around us is as we expect it to be, and rarely do we question it or ourselves. Once we understand why we believe what we believe, we unlock the potential to change our belief systems. In this workshop, I share a simple model for understanding the mind, what creates your unique and individual interpretation of your world, and the effect on your behaviour. We review the impact of past events and beliefs and how these form the world as you see it but not necessarily as it is. Letting go of beliefs and past negative events hold us back from achieving our true and authentic potential. Building new and empowering beliefs support us to change and achieve the life and career we desire and deserve.

The benefits to the manager

Increased understanding of self and why they think as they think, including thoughts, behaviours, and natural responses. Letting go of limiting beliefs to build a new life and career free from the past with a positive mindset.

Chapter 3

Values

When we understand what is important to us, we can assess our life and career and identify where we live in conflict with what we value. Values-based living supports us to ultimately live happy and healthier lives with decreased stress and increased motivation. We strive towards personal and professional goals that achieve our core objectives. Aligning our values with those of the organisation we work with supports us in achieving satisfaction in our roles while delivering high-value performance.

The benefits to the manager

Understand their values and how to align all aspects of their life to live by these and increase satisfaction, feel inspired, and achieve their full and authentic potential.

 

Chapter 4

Purpose

We strive for purpose, and when we feel we have not achieved this, we are left feeling like we are not doing what we want or intended to do. Our lives and careers can leave us feeling unfulfilled as, at our core, we do not know what we want or how we are here to serve. Once we understand the value we bring to our world, we can create a life and career which achieves our core purpose. Identifying and understanding your purpose is the key to answering the question ‘why am I here?’ and begin a journey to achieving your potential. Understanding your purpose and aligning this with your career and your current role is one of the most significant steps you can take to feel fulfilled and begin working towards achieving your full and authentic potential.

The benefits to the manager

Achieve a sense of fulfilment and authenticity by understanding how to align their role with their innate abilities and talents to achieve purpose through their work.

 

Chapter 5

Develop

When we leave education, we can lead ourselves to believe learning and development ended there. As we enter our careers, we will learn what is needed to carry out our role requirements, and training can seem like it is being forced upon us rather than opted in to. We achieve a better life and career when we understand the value and importance of personal and professional development and how we commit to this. Only when we proactively develop do we support ourselves to identify and achieve our goals, and ultimately, our potential.

The benefits to the manager

Understand the role development plays in their life and career and how committing to this gives them a head start, regularly utilising simple tools and techniques to plan a future on their terms.

 
These chapters look great, count me in!

Section 2

Lead Self

Managers who understand how to set and document goals and objectives enhance their capabilities to achieve results in their daily tasks or projects and set and achieve goals for themselves, their team members, and their team.

Managers who understand the positive impact of stress on supporting them to grow while reducing the triggers for pressure in their lives and managing stress as and when it arises, ultimately leading to decreased absence due to stress-related illness or injury.

Confident managers have an air of prestige, are viewed as reliable and gain trust from colleagues and others who more readily support their decisions and take action.

Managers who understand the amount of time they have and what they can realistically deliver within this time, though planning and organising their tasks to deal with urgent and important tasks, and achieve stress-free results.

Managers who understand how they think, assess a problem, and make decisions confidently can act consistently and in a more timely fashion, creating better outcomes while learning from mistakes.

Chapter 6

Goals

We aspire to more than we are, but rarely do we set the goals we need to commit to achieving this improved life and career. Goals and objectives can often overwhelm us and leave us feeling like we cannot identify the steps we need to take to achieve them, and therefore we reconcile to defeat in the short-term and don’t recognise we are losing in the long term. When we understand the tools and techniques we can use to break down life, work or career goals, they move from something which once felt impossible to now being in reach. Partner these tools and techniques with an inspiring goal, and you are en route to achieving high performance and your potential.

The benefits to the manager

Understand the simple tools and techniques to plan to achieve goals or objectives, track progress, and how to maintain motivation until the day of success.

 

Chapter 7

Resilience

Stress is a natural and essential part of our human experience. Understanding stress and its benefits in all aspects of our lives is the key to living with increased resilience. When we understand the positive impact of stress, we can better identify the negative experiences of stress and how we can reduce these. Equipping ourselves with tools and techniques we can utilise when we experience stress, we support ourselves in preventing the harmful physical and mental impacts on our well-being in both the short and long term.

The benefits to the manager

Understand how resilience supports achieving their potential while identifying negative stress triggers, preventing the impact of these, and alleviating stress as and when it occurs.

 

Chapter 8

Confidence

Understanding, gaining, and maintaining confidence can transform a person’s life and career. A lack of confidence can leave a person trapped in their current life as is, fearful of making changes or setting goals, and seemingly at a standstill and on the brink of panic. Comparatively, confidence has the potential to free a person to achieve success in every area of their life; their career, relationships, and goals. Self-confidence liberates us from the time and energy wasted on thinking and worrying about what other people think of us and our actions, which is a distraction to achieving our potential. Confidence allows us to be ourselves without fear of judgement or reprisal and finally achieve authenticity.

The benefits to the manager

A deeper understanding of the role confidence plays in life and career and how to achieve it through acceptance to make decisions and take actions without limits; believing it’s possible, they can do it, and they deserve it.

 

Chapter 9

Time

We all have the same amount of time as one another, yet some people seem to complete a high volume of tasks efficiently, within timescales and ahead of deadlines. Others seem to struggle to manage their time effectively, constantly feeling like they are up against the clock and the accompanying pressure and stress that comes with this. When we understand how to manage our time and plan and organise our activities within it, we maximise our impact and decrease our stress. We are viewed by others as reliable and get things done, achieve results quickly, efficiently and within timescales. Valuing the time you have and how you use it is the key to achieving the freedom to succeed within any role.

The benefits to the manager

A reduction in stress levels proactively manages their time and the activities completed within it, achieving results quickly, efficiently, and within deadlines.

 

Chapter 10

Think

The challenge of a new manager has long been to make the step away from being an individual contributor who focuses on the doing and become a manager of people who focuses more on thinking. This challenge, if not addressed successfully, can present problems throughout the manager's career. Thinking supports us in managing, planning, and executing the core requirements of our role and dealing with issues as they arise. To think clearly and objectively, we first have to get out of our way and remove our perceptual bias resulting from our beliefs, memories, and decisions. Once we have removed ourselves, we then better focus on assessing a situation, identifying the desired outcome and working to create options both individually and listening to the valuable contributions of others. This clarity allows us to reduce the impact of personal barriers, including the fear of being wrong, a lack of knowledge or experience, and our self-confidence level. Knowing why and how we think like we think, how we can better assess a situation without bias, and confidently make decisions is the key to success as a manager.

The benefits to the manager

Understand how you think and remove the barriers to thinking objectively and without bias, therefore improving your ability to assess problems and confidently make better decisions, reflecting on and learning from outcomes to enhance future decisions.

 
These chapters look great, count me in!

Section 3

Understand Others

Managers who understand the importance of their values, the values of others, and the organisation, and how they can support others to align their personal and professional values to increase job satisfaction, improves performance, and enhance long term prospects.

Managers who understand others are better able to adapt and lead to get the best out of each individual on their team, reducing conflict and increasing performance across all areas.

Managers who understand themself, both their and the company's goals, understanding others and their feelings and then assess their intentions to adapt their responses and behaviour to maximise their impact and subsequent results.

Managers who take responsibility for their communication and improve relationships across the organisation, supporting one another to achieve individual and shared objectives with mutual respect and decreased conflict.

Managers who can create high-performing teams are to get the best from the collective and each individual to increase productively, self-sufficiency, quality and employee satisfaction.

Chapter 11

Values II

When we understand what is important to others, we can better communicate with them and form stronger relationships. Understanding the values of others is key to motivating and inspiring them and supporting them to align their values with those of the organisation. By focusing on helping individuals align their values and adopt organisation values, an individual and an organisation can achieve in harmony with one another, therefore reducing dissatisfaction or conflict. Individuals working in line with an organisation also supports it to role model behaviours and value, achieving consistency across all levels.

The benefits to the manager

Understanding others' values and how to utilise this awareness to foster better working relationships, create an alignment between the individual and the organisation, and inspire others to make changes and achieve results.

 

Chapter 12

Personality

Fundamentally, we are all different. While many of us respect these differences, we can further enhance our relationships and communication by moving beyond acceptance and gaining a deeper understanding of the personalities of others. Understanding an individual’s personality can be the key to unlocking their optimum working style and environment, what tasks allow them to excel, what challenges them, what motivates or inspires them, and what may trigger misunderstanding, poor performance, or conflict. It is important not to define a person by your understanding of their personality but to use it as a conversation point to support you in discussing their approach and adapting to their preferred style across various facets.

The benefits to the manager

Understanding others creates the potential to adapt their communication and management style to get the best from the individual, thereby reducing challenges, enhancing relationships, and increasing engagement and performance.

Chapter 13

Emotions

Emotional intelligence, also referred to as EI or EQ (emotional quotient), is one of the most important ideas to hit the business world in recent years. Based on the notion that the ability of individuals to understand their own emotions, and those of the people they work with, is the key to better business performance. There is evidence that EI can improve personal and professional performance. In simple terms, Emotional Intelligence is the ability to control our emotions and understand and express feelings in a positive way to both ourselves and those around us.

The benefits to the manager

The ability to effectively control and manage emotions and positively influence those of people around them.

 

Chapter 14

Relationships

One of the keys to success in your life and career is your ability to form and maintain positive and healthy relationships with others. Relationships work on a dynamic, which once understood, can be utilised to enhance our current relationships while, at the outset, building new positive and empowering relationships. A key to successful relationships is understanding your role within them and how you can utilise tools and techniques to understand better others, their intentions, and your impact on them.

The benefits to the manager

Increase your understanding of relationships and their role within them, utilising tools and techniques to form and maintain better relationships with others that are mutually beneficial.

 

Chapter 15

Teams

Managers are often former strong individual contributors and top performers. The move to management places them beyond their measure of success being their performance, but now their team's performance. While other skills development will have prepared them to communicate effectively, manage relationships, or set goals, these are focused on a one-to-one approach. Managers need to know how to apply these tools and techniques to the management of a group and gain a deeper understanding of the dynamic of a team. Teams are, in essence, a collective of individuals. Therefore, a manager is first responsible for bringing these people together to create a team and then identify how to best leverage each individual's knowledge, skills, and experience to create a strong team performance while enhancing positive relationships between members.

The benefits to the manager

You are measured by your team's performance; therefore, a focus on creating and maintaining a cohesive team that fosters a positive approach to teamwork while delivering results is a key to your immediate success and long term prospects.

 
These chapters look great, count me in!

Section 4

Lead Others

Managers who communicate better understand and accept responsibility for their role within communication and how they can confidently utilise tools and techniques to impact various settings.

Managers who delegate create self-sufficient teams prepared for succession and can make decisions closer to the problems while the manager frees up their time for more strategic work.

Managers who understand conflict can often avoid it in the first place, where it does occur, are equipped to resolve it proactively, rather than avoid it, and reduce the long term impact on all involved.

Managers who inspire individuals and teams can make changes and achieve results with reduced conflict and increased engagement and support for both short and long-term goals.

Create a culture of learning and responsibility, where each manager focuses on assessing their performance across all areas and accepting responsibility to taking action and learning from results.

Chapter 16

Communicate

At the core of our relationships with others is our ability to communicate, listen and be heard. Understanding communication and our role within it gives us the confidence to interact with others through various settings, be that in person, one-to-one, in a team setting, presentation, or digitally. When we harness the power of positive communication, we improve our performance and what we achieve while positively increasing our impact on others. A great communicator will inspire others into action while achieving their personal and professional objectives.

The benefits to the manager

Understand communication in more detail and utilise tools and techniques to better communicate with confidence, avoid misunderstanding or confusion, and impact performance.

Chapter 17

Delegate

Managers move from good to great when they understand they are not judged solely by their performance but by their team. Their performance is measured by their teams perceived capabilities and confidence in their work, meeting demands and proactively dealing with challenges as they arise. The strength of a manager is measured by the strength of their team. Therefore, delegation is one of the most powerful managerial tools and presents a host of opportunities to increase individual and team productivity, including an increase in the amount of time available to the manager to complete value-added tasks to create a more significant impact in their role. When we delegate, we place responsibility on our team members, which increases their confidence; it presents them an opportunity to develop and prepare for further responsibility while enhancing their career prospects. Managers who delegate create competent teams who can make decisions at the core of the problem. At the same time, they focus on a more strategic approach to management and their professional development while gaining a reputation as a manager of excellence.

The benefits to the manager

The most significant benefit to a manager is that of time; while they invest this upfront in the long term, they can create self-sufficient and productive teams who they are confident are capable of carrying out the requirements of their role efficiently and effectively, dealing with challengers proactively and successfully.

Chapter 18

Resolve

Through understanding yourselves, appreciating the differences in others, applying communication skills and remaining mindful of how to manage your relationships best, you should be able to avoid conflict. Yet, we acknowledge you can only take ownership of your actions within a situation. Others may arrive at a position of conflict that you are then responsible for resolving through managing to achieve a favourable outcome for all parties, where possible. Therefore, it is vital to understand the triggers for challenges, how people conduct themselves when in conflict and how you can best manage it to resolve it, minimise its impact and create a positive result.

The benefits to the manager

Understanding conflict, how it is created, how people respond, and how to manage it is a key to avoiding it from taking place at all but proactively and positively resolving it if it does, therefore removing the fear of conflict.

Chapter 19

Inspire

For a manager or leader, success is significantly aligned with their ability to motivate and inspire a team. Whether to achieve daily objectives, bring individuals together to foster an environment of teamwork, or support a large scale change within the organisation. We must first understand the individual and what is important to them, and then we can align their work with their aspirations. Our ability to ‘sell’ a task, goal, or change can be pivotal to inspiring a team or individual toward achieving it, including explaining the reason behind it.  It is vital to understand the difference between motivation and inspiration and when to employ each, with inspiration being the most powerful of the two. It is when we inspire that we truly create change and achievements.

The benefits to the manager

The ability to support others to get things done with reduced resistance and increased engagement and satisfaction.

 

Chapter 20

Coach

A manager who coaches can create the most significant impact on the development and performance of each member of their team. At each step, we support colleagues by raising their awareness and accepting responsibility. While guiding them to identify the result, there are aiming for, where they are in relation to this, what options they have available, and which they intend to commit. While one might argue coaching takes time, the payback is over the long term as it is through coaching we instil in others self-confidence and therefore improve their ability to plan, make decisions, take action and learn. Adopting a coaching approach to management is one of the single most important professional development objectives an individual should commit to, not only improve their impact but the attitudes, behaviours, and performance of others.

The benefits to the manager

An ability to effectively lead a team toward goals and create self-sufficient and confident individuals who execute the requirements of their role.

How you can help

There are a few different ways you can help make this book happen. Each investment entitles you to a different series of benefits. All tiers include the benefits or the previous lower priced investments. The book specific benefits are activated once the book is complete.

Invest in one of these packages and support me to write and publish the Lead Your Mind book

£10

Digital
  • Digital download of the Lead Your Mind book

£25

Digital and Print
  • Digital download of the Lead Your Mind book
  • Printed copy of the Lead Your Mind book posted to you

£50

Digital and Print - Signed
  • Digital download of the Lead Your Mind book
  • Personalised and signed printed copy of the Lead Your Mind book posted to you

£100

Special Acknowledgement and Book Launch Invitation
  • Digital download of the Lead Your Mind book
  • Personalised and signed printed copy of the Lead Your Mind book posted to you
  • Acknowledgement in the both the digital and printed copies of the Lead Your Mind book
  • Invitation to the Book Launch Party

£250

Coaching Session
  • Digital download of the Lead Your Mind book
  • Personalised and signed printed copy of the Lead Your Mind book posted to you
  • Acknowledgement in the both the digital and printed copies of the Lead Your Mind book
  • Invitation to the Book Launch Party
  • A Coaching Session for 90-minutes available face-to-face at my location, online, or telephone. Available for immediate booking.

£500

Workshop
  • Digital download of the Lead Your Mind book
  • Personalised and signed printed copy of the Lead Your Mind book posted to you
  • Acknowledgement in the both the digital and printed copies of the Lead Your Mind book
  • Invitation to the Book Launch Party
  • A 90-minute Workshop for your organisation. Available face-to-face or online. Available for immediate booking. (Face-to-face will incur additional travel expenses where necessary)

£1000

Sponsorship 
  • Digital download of the Lead Your Mind book
  • Personalised and signed printed copy of the Lead Your Mind book posted to you
  • Ten additional copies of the Lead Your Mind book
  • Acknowledgement in the both the digital and printed copies of the Lead Your Mind book
  • Invitation to the Book Launch Party
  • Sponsorship of a specific chapter of the book. To include a short bio of you or your company and a quote as to the importance of the chapter to you or your organisation
(Limited to 20, chapter selection is first come first served)
Invest in one of these packages and support me to write and publish the Lead Your Mind book

Simple Terms and Conditions

  1. You're investing in the creation of a digital and print version of the book Lead Your Mind. Your investment will be used to cover the time  invested into the writing of the book as well as the costs of self-publishing, where applicable.

  2. The goal is to complete the writing of the book by January 2023 and to begin the editing phase before moving to publishing. There is no guarantee of completion by this date and investors will be regularly informed of timelines for completion and publication. My aim is for the book to be available in print no later than June 2023.

  3. All products related to the book will be delivered to investors upon publication of the book. 

  4. All services including coaching and training are available immediately and will be scheduled at dates and times convenient to both parties. Where coaching or training is requested at a location of the investors choice, travel and accommodation charges may be applicable. 

  5. Where investing in the 'sponsorship' tier, it is recommended you email [email protected] in advance to ensure the chapter you would like to sponsor is available.

  6. By investing you are agreeing to the receipt of email communication from Lead Your Mind Limited to provide you regular updates on progress of the Lead your Mind book.
  7. All investments are none refundable.