Whoa Nellie, what a week. How are you? What’s vexing you most right now? What’s holding you up?
A 651 KB PDF sits portentously in my work inbox.
It’s the report of the 14 people who completed surveys for my 360 leadership evaluation. What a fantastic learning opportunity (assuming the feedback is concrete and actionable)! I had planned to do it last winter, and then I procrastinated. And then the pandemic hit. At home and not seeing patients, I debated whether to bother people with such a frivolous ask. I decided to proceed because as a leader, what better chance and reason to get real time feedback than during a crisis? And will there be a better time in the coming months? I am grateful to/for the 14 respondents.
My biggest fear is that I will be blindsided, and then frozen, by unexpected and severely negative feedback. I’d say I have a moderate case of imposter syndrome. So this report carries, in my lizard brain, a high risk of confirming every insecurity I harbor about my leadership, personality, and value to my (any!) organization. *deep breath*
Thankfully I am more than my threat-vigilant self; I can receive feedback calmly and rationally. And, I have support. One of my LOH classmates introduced me to the Johari Window model the other day. How have I not come across (remembered) this model before now? Into the first of the four panes, my ‘Arena’, I put aspects of my leadership style that are known to both myself and others—strengths and weaknesses. A second pane, my ‘Façade,’ comprises things known to me but that I conceal from others. These can include deep seated fears, insecurities, traumas, and other emotional baggage. I bet many of us underestimate the influence and consequences of façade traits on our leadership style and results. My 360 will show what lives in the upper right pane, my ‘Blind Spot(s)’—what is known to others and not known to me—hence the risk for being ‘blindsided.’ Finally, the parts of my leadership that are as yet unknown to both myself and to others are simply labelled ‘Unknown.’ I have renamed this quadrant ‘Potential for Supported Learning and Growth.’
The best possible result from this 360 exercise is a new, clear, and useful awareness of my leadership Blind Spots. In her book Insight, Tasha Eurich asserts that true, effective self-awareness embraces and processes both the self-known and other-known domains, and their intersection. I plan to map out my Johari Window for both strengths and weaknesses before opening my report. Then I can organize them into broad categories as a framework for approaching the results, and see how well they reconcile (or not).
But beyond professional leadership in my little clinical practice, how else can I apply this self-awareness framework? How can this exercise inform larger, more global relationships and culture?
In July, 2016, I wrote this post about racism and listening for peace. I’m glad to have documented my thoughts and experiences over the years. Rereading it now, I can see how I have both sustained and evolved my attitudes on addressing racism. I still respect all points of view, at least partially. But I am now more willing to take risks and engage in the hard conversations, to show that I have the capacity to address complexity, to hold tension between divergent and opposing perspectives. I used to fear being misconstrued as a member of an antagonist monolith. I am less afraid today to confront such assumptions that others may make of me (and I of them), to invite dialog, to withstand the discomfort of digging in and exchanging in earnest. This includes with those whose ideology I oppose, as well as those with whom I align.
A principal value of inviting divergent dialog, like the 360 evaluation, is to reveal my Blind Spots. For instance, even as I think of myself as ‘not racist,’ what behaviors have I that actually are racist, or at least ignorant and complicit? How can I be more anti-racist? What can the mirror show me that I can act on and improve, to make a positive difference?
For more on the vital importance and dire need for more of this kind of engagement and self-reflection, read David French’s piece from this morning, “American Racism: We’ve Got So Very Far to Go.”
For an excellent example of how Blind Spots manifest publicly, and how this can instruct us, read John Pavlovitz’s excellent essay on how Drew Brees slammed straight into the mirror as blind as any of us.
We can all map out Johari Window panes for our racism and anti-racism, just like leadership strengths and weaknesses. Then we can shut up and listen to our Black friends and colleagues, learn in earnest about how racism really is built into and manifests in every aspect of our national heritage and culture. We can speak up and act when we witness racist thought, attitude, behavior, words, decisions, and policies. Each of us, in small and still significant ways, can lighten the burden our Black peers carry—we can and should share the work of dismantling our oppressive and marginalizing, racist systems.
It all starts with awareness—the closer to 360 the better.