Last week I wrote about presenting to the DC Chapter of the Association of Training and Development. I asked for readers to think of examples using the Johari window. Here are some examples participants in other programs have contributed:

Quadrants of Self-Awareness

Open Area (Arena): Information known to both the individual and others. In leadership, expanding this quadrant through feedback and self-disclosure builds trust and fosters collaboration.

Example: A project manager shares with their team that they sometimes overcommit to deadlines. The team wholeheartedly agrees and creates more realistic deadlines and while team members are not relaxed, they are not feeling quite so overwhelmed.

Blind Spot: Traits or behaviors visible to others but hidden from the individual. Leaders who seek feedback can uncover blind spots, enabling growth and better decision-making.

Example: A leader receives feedback that their habit of jumping to conclusions in meetings sometimes stifles creativity. Armed with this insight, the leader implements a practice of asking open-ended questions and practices listening without interrupting to foster discussion.

Hidden Area (Façade): Private information known to the individual but hidden from others. While boundaries are important, sharing strategically can enhance authenticity and relatability as a leader.

Example: A team member privately struggles with imposter syndrome but decides to share this with their boss, who helps them recognize their strengths and build confidence.

Unknown Area (Dark): Traits unknown to both the individual and others. Exploring this quadrant often reveals untapped potential or areas for growth, particularly in challenging or novel situations.

Example: An introverted employee volunteers to lead a presentation for the first time, discovering that they didn’t actually hate public speaking after all.

What are some of your qualities in each quadrant?