Unlocking Leadership Self-Awareness with the Johari Window

Self-awareness is a critical leadership competency, yet blind spots often hinder effectiveness and lead to an erosion of trust within teams. In her book,?Insight: Why We’re Not as Self-Aware as We Think, Dr. Tasha Eurich’s reveals that 95% of people think they are self-aware, but only about 15% really are.

If you are a leader who is serious about improving self-awareness, I want to introduce you to the Johari Window. Developed in 1955 by psychologists Joseph Luft and Harrington Ingham, this is a powerful framework for improving self-awareness and interpersonal relationships at work and beyond. It consists of a four-quadrant model that helps individuals and teams better understand how they are perceived, fostering trust, collaboration, and growth.

Using the Johari Window for Leadership Development & Team Cohesion

The Johari Window provides a structured way to uncover hidden strengths and areas for growth – it can be a powerful tool when used correctly.

Imagine a leadership team struggling with miscommunication and lack of trust. In a team workshop, each member selects adjectives that describe themselves from a predefined list; then their peers do the same. The results are mapped onto the four quadrants, revealing gaps between self-perception and how others see them. This exercise often leads to breakthrough moments - perhaps a leader who sees themselves as decisive is perceived by others as rigid, opening the door for meaningful dialogue about how the team can improve their collaboration.

The Four Quadrants of the Johari Window

1. Open / Arena: This is the stuff that’s “out in the open” - what is known to both self and others (e.g., a leader’s strong communication skills). Continuing to invest in this area means you will keep getting better at the things that are already working in your unique business environment and context.
2. Blind Spot: What others see but the individual does not (e.g., a leader unaware of their micromanaging tendencies). Focusing on this area reduces blind spots and enhances effectiveness, but leaders must first create an environment of psychological safety if they seek candid feedback on their blind spots.
3. Hidden / Facade: What the individual knows but others do not (e.g., personal values or fears). Sharing more openly fosters an environment where people can be vulnerable with each other.
4. Unknown: What is unknown to both self and others (e.g., untapped leadership potential). Exploring this area through experiences and coaching can reveal hidden strengths.

Turning Awareness into Action

Let’s come back to our example - after completing the exercise, what should this leadership team do next?

• Open Area Findings: Leaders can lean into their known strengths, using them more intentionally to influence and support the team. If communication is a collective strength, they might establish more transparent decision-making processes.
• Blind Spots Revealed: A leader who learns they are seen as rigid rather than decisive might seek coaching, ask for real-time feedback, or adjust their approach to foster more inclusive decision-making.
• Hidden Areas Uncovered: If team members realize they’ve been withholding concerns or ideas, they can commit to more open sharing - perhaps through brainwriting or timed round robins.
• Unknown Areas Explored: If untapped leadership potential is revealed, the team might introduce new development opportunities, mentoring programs, or cross-functional projects to stretch emerging skills.

Why This Matters in the Workplace

When leaders take the time to become more self-aware, they create a culture of openness, accountability, and psychological safety. This is especially valuable in new teams, where accelerating trust and understanding can drive performance. By revealing blind spots and encouraging candid dialogue, the Johari Window framework helps leaders evolve, teams collaborate more effectively, and organizations build stronger cultures.

What self-awareness tools have you used in your leadership journey?

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