About the Book

This practical how-to guide for managers, executives and aspiring manager-leaders helps plot the pathway for the next three months at work. It suggests the important questions to ask that get beneath behaviours to meanings. It offers a calendar of things to do that can accelerate your career because you manage and lead high performance.

Managers spend over 70% of their time in conversations - shaping their world of work, the way people around them see things, getting things done. Unfortunately too many of these conversations are not 'real'. Most managers have no idea that there are eight types of conversations that when used in a correct sequence accelerate what they are "shooting for" and promote what they "stand for".

If conversations are about behaviours, the results will be individual action on tasks. If conversations are about objectives, what to shoot for, the results will be tactical for the organisation. If the conversations also include what the organisation, the group, the individuals stand for, the results will be strategic accomplishments.

Effective manager-leaders live in real conversations that deal with power, alignment and meaning. The cohesion they create lasts because of its coherence and the authentic relationships that emerge in one real conversation after another. Effective manager-leaders succeed one real conversation at a time.

If you want to accelerate your career, and leave a legacy through high performance, read what you can do for the next three months. You've got 63 working days, not the oft repeated "90-days". This book outlines the types and sequences of the conversations with groups and individuals to have in a three-month calendar. It describes how to create your leader's "stump speech". It helps you know yourself better and the "shadow you cast". It provides many models to help you diagnose your company, the business situation and influence your stakeholders. It teaches you how to facilitate difficult and complex group conversations, develop a versatile style and grow resilience, so as to get into the action that leads to breakthroughs.

Be brave enough to start a conversation that matters and you'll not only achieve outstanding results but also create a place where people love to come to work. And where The Next 63 Days that follow on do not look and feel like a treadmill.

Visit the author's website at www.career-acceleration.com

About the Author

Kevin Conroy
BE Hons, C.Eng. FIEI, M Sc.(Mgmt.), BA Hons(Psych.), MBPS

Is a management development specialist, qualified as an engineer, manager, psychologist and trained as a teacher. Certified in applying the technology of generative leadership, he brings his engineering, business and psychology background, along with 30 years of effective line management achievements at senior levels to the coaching process.

A founding member of the British Psychological Society's Special Group in coaching Psychology, he is qualified in organisational psychology and applying psychometrics such as the Individual Talent Survey (ITS). He is also accredited as a coach in the Emotional Competency Inventory developed by Daniel Goleman, Lominger's Leadership Competencies and the Management Research Group's (MRG) Leadership Effectiveness Analysis. His Ph.D. research "Living in High Performance Conversations for Intentional Change" informs his new coaching work-book The Next 63 Days.

In the vanguard of the "third wave" of executive coaching, his corporate clients include Oracle, Abbot Vascular Devices, Honeywell, Intel, NETg, Zurich Capital Markets, Diageo, Unilever, Elan, Sherry Fitzgerald, OrcRe, Colm McEvoy Auctioneers, the Department of Health, The Rotunda Hospital, and Hibernian Insurance. His private clients come from a wide variety of occupations, all at senior level.

Excerpts