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Published: March 21, 2014


Mind Your Feedback

As human beings we love nothing more than being right, and having that taken away from us is a painful, and very necessary, process, because when we are right, we are generally making someone else wrong, and generally the other person doesn’t like that too much, and misunderstanding and conflict can arise. True humility is, at least in part, being able to see one’s own assessments as assessments, rather than believing them to be truths.

—Pete Hamill

This excerpt from Embodied Leadership by Pete Hamill has been reproduced with the permission of Kogan Page Publishers.

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The Reviewer

  1. Douglas Stone is the cofounder and managing partner of Triad Consulting Group and a lecturer at Harvard Law School, where he teaches negotiation. Stone is coauthor of Thanks for the Feedback: The Science and Art of Receiving Feedback Well (Even When It Is Off-Base, Unfair, Poorly Delivered, and Frankly, You’re Not in the Mood) (with Sheila Heen, Viking, 2014) and the New York Times business bestseller Difficult Conversations: How to Discuss What Matters Most (with Bruce Patton and Sheila Heen, Viking, 1999).

This Book

  1. Embodied Leadership: The Somatic Approach to Developing Your Leadership (Kogan Page, 2013), by Pete Hamill

    Pete Hamill is a leadership and organizational development consultant, executive coach, and program director at the Roffey Park Institute. He has been certified by the Strozzi Institute as a master somatic leadership coach. Embodied Leadership is his first book.

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