How to apply Johari window in leadership

As a leader, trust and honest communication should be at the center of what you are trying to achieve. Without trust, it will be impossible to resolve any complex issues or problems with your team because honest and productive conversations will not be able to take place.

WHAT IS THE JOHARI WINDOW?

Fabricating great working connections is a typical administration objective, yet it tends to be hard to tell how and where to begin. This is where the Johari window comes into play.

Developed by Joseph Luft and Harrington Ingram, the Johari Window (1955) was created as an attempt to better understand ourselves and our relationships with others. They created the model below:

Open – This section covers everything that is known about the person. It is about what the individual knows himself and what the group knows about him. The data that is open can be about their way of behaving, sentiments, information, experience or abilities, and so forth.

Blind Spot – This area refers to what the group knows about an individual, but that individual does not know about him/herself.

Hidden – Refers to what a singular realizes about himself yet doesn’t uncover to the gathering. This could be connected with their own sentiments, fears, responsive qualities, plan, or controls.

Unknown – This section deals with all information, feelings, and experiences, such as a natural ability that the individual does not know they possess, etc. These are neither known to the individual nor known to the group.

PLACING THE JOHARI WINDOW INTO CONTEXT

Understanding the premise of the Johari window is one thing, but being able to put it into a leadership pareto principle context is another! Below are the two most important aspects to focus on when using the Johari window for leadership development.

When engaging in honest conversation as a leader, important information is placed in an open area. Leaders want others to know what the important details are so they can make informed decisions or understand the goals they need to achieve. However, the tricky aspect is moving information from hidden to open.

MOVING INFORMATION FROM HIDDEN TO OPEN

It may seem odd to want to move things that are hidden out in the open. However, when employees are unaware of a leader’s goals or concerns, they often second-guess them. Keeping things a secret from employees is often problematic; how can your staff be expected to alleviate your concerns if they are not aware of them? When you talk to your team members, consider sharing these two essential pieces of information:

  •  Your first concerns and in what time period
  • Problems that keep you up at night

When you share what’s on your mind with colleagues and team members, you give them an opportunity to offer their help.

MOVING INFORMATION FROM THE BLIND SPOT TO THE OPEN

To develop this, you as a leader need to provide your employees with security and trust in the environment. It also takes a certain amount of courage to ask for honest feedback, both from you and your team members. Your goal should be to have as few blind spots as possible. In our experience, one of the best methods to ensure ongoing, honest feedback is to have frequent one-on-one sessions with your direct reports. During these sessions, it may help to ask yourself these questions to uncover information about your blind spots:

 

  • What should I start doing?
  • What should I stop doing?
  • What should I do next?

AN EFFECTIVE TOOL FOR LEADERSHIP DEVELOPMENT

The Johari Window is an effective tool to help develop leadership because it allows leaders to identify areas they need to work on and areas they have. It’s great for helping to create honest conversations within the business and for gaining the ability to build trust – two elements that cannot be overstated in a productive business environment. Take a stab at involving it for you and perceive how viable it tends to be.

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