Actually, the quadrants represent different areas of our ‘self’. They grow and shrink in size as is appropriate in different situations. The model is dynamic.

Therefore, the challenge is not to ‘balance or create equal’ quadrants but rather, to be aware when one is larger than the other and to then assess if that is appropriate to the situation.

For example: When working effectively with an authority figure; manager, supervisor etc. my ‘public self’ could be quite large. In the moment that same authority figure gets into a conflict with me, I may become ‘protected’ in the moment ie: my private self becomes quite large. Using my emotional intelligence I can rely on my ‘self awareness’ that I have become ‘protected’ in the midst of the conflict. I can then use my best ‘self management’ to once again open up my professionally effective quadrant or ‘public self’. I can do this by having the courage, curiousity and openess to ask for feedback and the commitment to self reveal. (Self revealing could be: “I am aware that I have become defensive…). This will open up my ‘public self’ in the midst of the conflict.

You mentioned that you give feedback comfortably yet, do not ask for feedback. This could indicate that your ‘blind self’ is larger than you think when working with your direct reports. The question to explore is ‘why do you choose not to ask for feedback?’ Thank you for bringing this up – this is actually common for most executives in top-tier positions. This tool is designed to open up the crucial conversations to improve professional effectiveness.

If you are willing, ask some of your direct reports for feedback and re-consider the size of your ‘public self’ as well as, your ‘blind self’.

PS. We have a quiz on our premium e-learning site which helps you assess the size of your public self – interested? If so, send me an email: renee@reneevations.com.

Renée Safrata