Using the Johari Window to Recognize Patterns

What do you know about yourself? What do others know about you? What remains unknown, and is the unknown even discoverable?

Recently, I joined a self-awareness workshop led by Colene Elridge at the 2024 WI SHRM Conference, where she introduced us to the Johari Window—a framework from the 1950s designed to visualize self-awareness and interpersonal understanding. First off, Colene Elridge is an amazing presenter and facilitator! Since that session, the Johari Window concept has been lodged in my mind. Could this framework support coaching? Absolutely.

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What is the Johari Window?

The Johari Window, developed by psychologists Joseph Luft and Harry Ingham, is a four-quadrant model that illustrates different aspects of our self-awareness. Each quadrant represents a different view of self, shaped by what is known or unknown to ourselves and others:

1. Open Area (Top Left) – This quadrant contains information about ourselves that both we and others know. For example, I’m a business owner, a parent, and a dog lover—traits that I share openly with those around me.
2. Hidden Area (Bottom Left) – Here lies the information we know about ourselves but choose not to reveal to others. It’s where we keep our insecurities, dreams, or private ambitions. For instance, I sometimes doubt myself when facing confrontation, struggle with saving money, and have at least three book ideas swimming around in my mind. However, in sharing these things now, I’m shifting them from Hidden to Open.
3. Blind Spot (Top Right) – This area includes qualities that others perceive in us, but we remain unaware of. Through feedback, I’ve learned that I come across as more intense and competitive than I realized. Recognizing these blind spots is crucial, as they can impact how we interact with others and how they interpret our intentions.
4. Unknown (Bottom Right) – This quadrant represents aspects of ourselves that neither we nor others can identify. It often includes hidden potential or biases that subtly influence our actions. For instance, our unconscious biases might shift between the Unknown and other quadrants, sometimes surfacing in the Blind Spot, where others see them but we don’t.

How to Make it Meaningful

Earlier this year, I worked with a team of marketing leaders to analyze two photos with nearly identical setups, except one featured a male leader and the other a female. The team chose the male-led version for their materials, assuming it would resonate better with their boss. They hadn’t even considered presenting both options, even though he had openly expressed a desire for more inclusive representation. Here, the team’s actions revealed his blind spot: although he consciously promoted diversity, he was still perceived as biased in favor of men. As leaders, how are you opening yourself up to your own blind spots?

You likely hold yourself to a high standard, wanting to consistently align with the values and expectations you set for others. In a recent coaching session, a CEO asked me, “What are other people saying about me?” While I’d coached many on his leadership team, I knew he wasn’t asking for specific details. He was searching for insight into his own blind spots. My response? “What are they saying about you, to you?”

Steps to Open Up:

• Directly Ask for Feedback. In her presentation, Colene Elridge suggested a powerful prompt: “How am I getting in my own way?”
• Consider Why Feedback Might Be Sparse. If you aren’t receiving much feedback, take a step back to consider why people might feel uncomfortable sharing it.
• Observe Your Own Patterns. Reflect on the behaviors you reward in others. Are these actions consistent with the values you want to promote? Do you notice any misalignment?
• Observe Others’ Reactions. Pay attention to how others act around you. Do they seem guarded, overly comfortable, hesitant, or open? These behaviors can offer clues about your leadership presence.

As a coach, I deeply believe in the power of coaching to help leaders recognize, explore, and address their blind spots in a safe, confidential setting. This process enables them to better define and practice their most effective leadership skills.

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