The Bull in the China Shop.With a large Blind Spot, these leaders lack awareness of
their own motivations and impact; ironically, others may see these only too clearly.
In this area, leaders appear evasive and out of touch with others. For example, you
may give feedback to others, but not solicit or welcome feedback from others, or
ignore or discount feedback that others offer to you. [☛13.6 Attribution Theory]
The Turtle.With a large Unknown pane, these leaders are unaware of their motiva-
tions, leaving others to speculate why they do what they do. These leaders don’t give
out information about themselves that people can react to. They appear to have a
shell around them. Although feedback in this area is very valuable, it would need to
come from a trusting and patient coach, because maturity and emotional growth are
lacking and badly needed in these leaders. [☛13.1 Coaching]HOW TO USE THIS TOOL
“It is through feedback that we implement the poet’s words, ‘to see ourselves as oth-
ers see us.’ It is also through feedback that other people know how we see them.”
—Phillip Hanson, THE 1973 ANNUAL HANDBOOK FOR GROUP FACILITATORSComplete the window provided here, describing the behavior and motivation you use within
the workgroup or team you currently lead. Write examples of your behavior that correspond
to each quadrant. You will need the help of a coach or trusted colleague to examine your Blind
Spot and Unknown quadrants.
Another application is to review these categories with a person you are currently coaching.
Note areas where the person you are coaching would most like to improve. Write a brief action
plan for beginning this process of change and improvement.
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460 SECTION 15 TOOLS FORTAKINGCARE OFYOURSELF
Things They
KnowThings I knowKnown(the ideal window)
An example of my behavior in this area is:My motivation for behaving this way was:Things I don’t knowBlind Spot(the bull in the china shop)
An example of my behavior in this area is:My motivation for behaving this way was: