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Rather than trying to genuinely relate to other people we tell them what we think they need to know or should do based on assumptions we've made about them. But telling makes people feel inferior - it shuts them down. This is particularly true of interactions between superiors and subordinates, and that's where it's particularly problematic. In today's complex, interconnected, rapidly changing world hierarchy means nothing - anybody anywhere could have that vital fact or insight that could mean the difference between success or disaster. A free flow of information is crucial. Humble Inquiry builds the kinds of positive, trusting, balanced relationships that encourage honest and open interactions in both our professional and personal lives. Schein defines Humble Inquiry as ''the fine art of drawing someone out, of asking questions to which you do not know the answer, of building a relationship based on curiosity and interest in the other person.'' In this seminal work he explores the concept of humility, looks at how Humble Inquiry differs from other kinds of inquiry, offers examples of Humble Inquiry in action in many different settings, and shows how to overcome the cultural, organizational and psychological barriers that keep us from practicing it. 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In such relationships new ideas can flow freely, mistakes can come to light immediately, and course corrections can be made in real time rather than \"by committee\" or by order of the lone heroic CEO.\u003cbr\u003e \u003cbr\u003e This second edition includes three new chapters. Chapter 1 zeros-in on the Schein's actionable definition of leadership-relative to management and administration-focused on leading people toward \"new and better.\" Chapter 2 introduces the concept of \"situational humility\"-leaders now need to shift between several types of relationships to deal with the accelerating complexity of a supply-constrained, \"quiet-quitting,\" and \"two-days-in-the-office\" world. 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