At Station 14, tensions have been running high. The shift lieutenant, Mike, has noticed that morale is slipping, but he doesn’t understand why. He prides himself on holding people accountable, staying organized and maintaining high clinical standards. But during an after-action review, one of the paramedics made a comment that struck him:“It’s hard to bring anything up with you — you always seem like you’re ready to shut it down.”
Mike felt blindsided. He thought he was approachable. The crew clearly didn’t see him the way he saw himself — and that gap was hurting the team.
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In EMS, clear communication isn’t optional — it’s mission-critical. Leaders often operate under high stress and make fast decisions that impact lives and morale. If you’re unaware of how your behavior is perceived or if your team hesitates to give honest feedback, errors multiply and resentment grows.
The Johari Window provides a structure for seeing the gaps, addressing them and evolving as a leader who’s not just competent, but trusted.
What is the Johari Window?
The Johari Window is a psychological model developed by Joseph Luft and Harrington Ingham in 1955. It’s a simple, yet powerful framework that helps individuals better understand their relationships with themselves and others. It works by mapping out what you know and don’t know about yourself — and what others do and don’t know about you.
In leadership, particularly in EMS, where pressure and communication collide daily, the Johari Window can uncover blind spots, build trust and promote authentic feedback.
The main goals of the Johari Window are to:
- Increase self-awareness. Help leaders see themselves more clearly — how they think, act and come across to others
- Build mutual understanding. Foster more open, honest communication between team members
- Reduce miscommunication and conflict. Improve relationships by shrinking the “unknowns”
- Enhance trust and team dynamics. Create an environment where feedback is normal, not threatening
The four quadrants of the Johari Window are:
- Open area (arena): Known to self and known to others
- Blind spot: Unknown to self but known to others
- Hidden area (facade): Known to self but unknown to others
- Unknown area: Unknown to self and unknown to others
Let’s break each one down.
1. Open area (arena): Known to self and others
This is where transparency lives. It includes your communication style, habits, strengths and behaviors that both you and others clearly recognize.
- Why it matters: A large open area builds trust and connection. The more open you are, the easier it is for your team to approach you, collaborate and offer real input.
- How to expand it:
- Share your values, communication preferences and leadership style.
- Invite input during routine operations, not just during formal reviews.
2. Blind spot: Unknown to self but known to others
These are traits or behaviors you don’t notice — but others do. Maybe you interrupt during meetings, seem distant under stress or have a habit of dismissing ideas without realizing it.
- Why it matters: Blind spots hurt credibility. They often explain why leaders feel misunderstood or unappreciated. Identifying these areas helps you grow and prevents breakdowns in trust.
- How to reduce it:
- Ask for honest feedback.
- Create psychological safety so others feel safe telling you what they see
3. Hidden area (facade): Known to self but unknown to others
This area includes what you intentionally or unintentionally keep private — fears, motivations, frustrations or even goals.
- Why it matters: Too much hiding creates distance between you and your team. Leaders who never show vulnerability may seem unapproachable or insincere.
- How to open it up:
- Share appropriate personal experiences to humanize your leadership.
- Explain the “why” behind your decisions, not just the “what.”
4. Unknown area: Unknown to self and unknown to others
This quadrant includes unrealized potential, untapped skills or hidden biases. It also holds buried fears or unexplored reactions — things no one has identified yet.
- Why it matters: While this area can’t be fully eliminated, reducing it through self-reflection and learning can lead to personal growth and better emotional intelligence.
- How to explore it:
- Try journaling or coaching.
- Take personality or leadership assessments.
- Expose yourself to new leadership challenges and observe your responses.
- Use the Johari Window’s 55 adjectives for self-discovery.
A practical feature of the Johari Window model is a curated list of 55 adjectives that describe personal characteristics. These words are used in a self-assessment and peer-assessment process to help identify traits that fall into each of the four quadrants.
This list includes traits such as:
- Accepting, brave, caring, dependable, friendly, giving, helpful, independent, kind, knowledgeable, logical, organized, patient, powerful, relaxed, responsive, self-assertive, trustworthy and wise.
Participants select words that they feel best describe themselves, while peers select the adjectives they feel describe the participant. The overlap and differences between the two reveal what’s in the Open, Blind, Hidden and Unknown areas.
Why do these adjectives matter for leaders?
- They serve as a structured starting point for feedback and reflection.
- They help objectify and clarify perceptions — instead of vague opinions, you have concrete descriptors.
- They highlight alignment or disconnect between how you see yourself and how others see you.
- They create safe, non-confrontational language to talk about behaviors and traits.
For example, a leader might see themselves as “logical,” “assertive” and “independent,” while their team sees them as “impatient,” “distant” and “critical.” That contrast opens the door to real conversation and growth.
How to use the Johari Window as a leader
Here’s a practical guide to applying the Johari Window in your leadership practice.
1. Identify key personal characteristics
Start by naming the traits and habits you think define you as a leader. Consider:
- Communication style
- Decision-making approach
- Emotional response under stress
- How you recognize and reward your team
Write these down honestly. This is your starting “self-known” area.
2. Define leadership goals
Ask: “How do I want to be perceived?” and “What type of leader am I striving to become?”
Maybe your goal is to be seen as more approachable, more decisive or more inclusive. Defining these targets helps you align the open area with your vision.
3. Ask for open feedback
The key to shrinking your blind spot is courageous feedback. Try this:
- Ask trusted team members, “What’s something I do that I might not notice?”
- Use 360-degree feedback tools or anonymous surveys.
- Thank respondents for their input — never punish honesty.
Make feedback part of the culture, not a one-time event.
4. Expand your open area intentionally
- Share stories that explain your leadership mindset.
- Clarify expectations and how you make decisions.
- Respond with openness when challenged or questioned.
The more others understand you, the less confusion and friction there will be.
5. Reflect and revisit
Use a journal or leadership development plan to process new insights. When emotions run high, ask yourself:
“Is this behavior coming from my blind spot? Am I keeping something hidden that needs to be addressed?”
The Johari Window is not a one-time tool — it’s a mirror you can return to again and again.
Closing the loop
Let’s return to Mike at Station 14.
Instead of getting defensive when the medic said, “You’re hard to talk to,” Mike used it as an opportunity. He scheduled short check-ins with his crew, asked for anonymous feedback on his leadership, and began sharing more of his thought process behind tough decisions. Slowly, the team opened up. Communication improved. Morale rebounded.
Mike didn’t change who he was — he just saw himself more clearly.
Key takeaways
- Self-awareness is leadership currency. Spend it wisely.
- The Johari Window reveals what’s missing in your view. Use it to sharpen focus.
- Feedback isn’t an attack — it’s a tool. Make it safe and regular.
- The goal is growth, not perfection. Great leaders are honest with themselves first.
