Leadership and self-awareness

Self-awareness is paramount for leadership development; however an increased self-knowledge of oneself is only part of the equation. What if your behaviours are seen by other people differently than how you understand them to be yourself? The matter is further complicated by the notion of conscious and unconscious awareness: there may be aspects of your behavior that might be critical for your success as a leader that you may not know about which others may (or may not) see! In relation to this, Joseph Luft and Harry Ingham devised what was later to become known as the “JoHari” window – a method for improving self-awareness. The model was first published in the “Proceedings of the Western Training Laboratory” by UCLA in 1955 and was further elaborated by Luft in later works.

Here’s a summary of the JoHari window followed by further implications (“et alors”):

Leadership and self-awareness

The model originally used 56 adjectives from which both the subject and their peers could select five or six to describe the person’s behaviours. (Similar results can be obtained from performing a “360° feedback” exercise.) Results are then mapped onto a grid of four distinct areas:

1.       Arena

What is known by the person about him/herself and is also known by others. Open, constructive and positive dialogue can both maintain and expand the open “arena”.

2.       Blind

What is not known by the person about him/herself but which is known by others. By seeking feedback from others, the aim should be to reduce this area and thereby increase the “arena”.

3.       Hidden

What is known by the person about him/herself but which is not known by others. Appropriate self-disclosure to reduce the hidden area can enable better trust, cooperation and understanding.

4.       Unknown

What is not known by the person about him/herself and is also not known by others. Untapped potential can often remain here but can sometimes be found by trying new things.

Et alors?

There are many “auto-diagnostic” tools that a leader can use to increase his/her self-awareness however for anyone wishing to develop as a leader, it might be useful to consider embarking on a “360° feedback” exercise. The original JoHari model only considered peer feedback whereas 360° feedback will also consider direct reports and superiors: nevertheless, the essential spirit of the exercise is the same, namely to: 1/ reduce your “blind” spots by seeking feedback from others; and 2/ recognize what might appear hidden to others. The “unknowns” may still remain as such but what is important is the overall “improved” self-awareness. Knowing how you are seen (and not seen) by others is extremely useful for leaders as interpersonal relations are key to leadership.

As a leader and a manager you might have neither the time nor the resources for everyone in your team to perform a 360° feedback; however as a leader you will have a huge impact on what is in the collective “arena” of your team. For example, do people feel secure being “open” and “honest” about what they think and feel without fear of negative judgement? (Idem. for the “hidden” parts!) Is there a culture of both positive and negative feedback both giving and receiving? If not, how are the individuals going to collectively reduce their “blind” areas? Lastly, as a leader do you encourage and support others to try new things without the fear of failure? As a leader you have a direct impact on the culture of your organization and that in turn impacts the growth and development of others through self-awareness!