Claire, founder and CEO of Canopy, once asked a sharp question: “What are the conditions that you don’t want to create that you are in fact complicit in creating?” That line frames this guide. It treats oversight as a practical gap we can close, not a judgement.
Stone and Heen describe an oversight as “something we don’t see about ourselves that others do.” This piece leans on that truth. You will get clear steps, not vague advice.
This short guide is for managers, people leaders, and executives who want healthier team dynamics, fewer surprises in feedback, and better performance. You will learn two tools: the Johari Window and the Gap Map. Use them to reveal what others notice and trace how intentions become behavior.
By the end, pick one gap to work on, set team accountability, and run a weekly reflection that makes change stick. Missed context and shifting expectations can erode trust and retention. This guide helps you act before small oversights become costly problems.
Key Takeaways
- Practical steps will replace vague advice and boost real work outcomes.
- Others often see what a leader does not; structured feedback speeds that discovery.
- Tools: Johari Window for visibility, Gap Map for behavior tracing.
- Target audience: managers, people leaders, and executives seeking better team performance.
- Final goal: choose one gap, set accountability, and run weekly reflections.
Leadership blind spots, explained in plain English</h2>
Many leaders carry habits they cannot see, while their teams watch the impact unfold.
“A blind spot is something we don’t see about ourselves that others do see… there is always a gap between the self we think we present and the way others see us.”
In plain terms: a blind spot is a repeated pattern in your behavior that you don’t notice in the moment, but others do.
Leaders miss these gaps because intentions live inside the head, while impact shows up in other people’s experience. That split creates a story about you that may differ from the image you intend.
- When expectations are unclear, teams guess priorities and work quality drops.
- Information vacuums breed rumors, and top employees quietly search for stability.
- Positive blind spots exist too—others may see strengths you underplay.
| Leader view | Team experience | Likely outcome |
|---|---|---|
| Calm, decisive | Urgent, rushed | Lower trust, more errors |
| Fair, consistent | Unclear, changing | Confused priorities, safe choices |
| Quiet strength | Underused ability | Missed growth for organization |
Key idea: because these gaps are known to others, the fix must bring others into the process—not just private reflection.
Why self-awareness isn’t enough for leaders</h2>
Knowing your intentions doesn’t guarantee your team will feel them. You can hold clear values and still create moments that read differently to others. That gap grows when intent and impact pull in opposite directions.
Intent versus impact: the real-time mismatch
You might mean “move fast” but your team may hear impatience. In meetings, messages, and decisions, impact arrives before explanation does.
Quick example: asking for speed can feel dismissive when people ask clarifying questions. That changes the way others act and slows work, not speeds it.
Situation versus character: small moments that stick
When you call a stressful week an excuse, others may read a constant trait. A single reactive moment can become a lasting story about the person in charge.
That misread reputation affects trust and future feedback. It is easier to fix when you catch it early.
Emotional math: feelings count differently
We often discount anger as “not who I am,” while others count it double. Emotions amplify impact and shape behavior long after the moment passes.
Quick self-check: when you feel defensive, treat the reaction as an alert. Ask what the team is actually experiencing and invite feedback on the impact. Emotional intelligence is not a label here—it is the skill of noticing, asking, and adjusting over time.
“We judge ourselves by intentions; others judge us by impacts.”
- When feedback feels wrong, compare the described impact, not your intent.
- Pick one behavior to change this week and ask for a short update after each meeting.
How to identify leadership blind spots using the Johari Window</h2>
The Johari Window is a simple map that explains why you can’t think your way out of unseen behavior. It separates what’s known and unknown to you from what’s known and unknown to others.
Understanding the blind spot quadrant
The blind spot quadrant holds traits you do not notice but members and team members see clearly, especially under stress. These can be frustrating habits or hidden strengths others wish you used more.
Why peer feedback exchanges work
Multiple mirrors from a leadership team help you triangulate reality faster than a single review. Peers and direct reports offer varied views that reveal patterns.
Running a small-group exchange
- Set norms and brief training: define effective feedback as specific, recent, and observable.
- Pair up and use balanced prompts:
“What I really appreciate about you is ____”
“What would make you even more effective would be ____.” - Rotate partners, collect themes, then debrief in the whole group.
Leader role: model openness first, thank people, and offer follow-up. A light coach or brief training session makes feedback coachable and safe.
Use the Gap Map to trace where your leadership goes off track</h2>
A Gap Map is a simple diagnostic that pins down where feelings and intentions diverge from action.
It follows a clear chain: my thoughts and feelings → my intentions → my behavior → the impact on them → their story about me.
From thoughts and feelings to behavior: where misalignment “leaks out”
Think of leaks as small signals: a leaky face, a leaky tone, or repeated leaky patterns. You can hide a thought, not a tone.
How your behavior creates impact and becomes your team’s story about you
Concrete example: you feel anxious about deadlines (thoughts), intend to protect quality (intention), interrupt people in meetings (behavior), create fear (impact), and the team’s story becomes “my leader doesn’t trust us.”
“Misalignment doesn’t vanish — it leaks into moments your team remembers.”
| Gap stage | Observable signal | Common team story |
|---|---|---|
| Thoughts & feelings | Rushed expressions, tense posture | Leader is stressed |
| Behavior | Interrupting, abrupt emails | Leader doesn’t trust us |
| Impact | Silence, fewer questions | People stop sharing |
Practical steps: collect observable facts, note the impact, then separate facts from the story that formed. Capture patterns across situation and work contexts.
When you map the leak, you can choose a different behavior earlier and make better decisions for your team and work.
Collect feedback from team members without triggering defensiveness</h2>
Gathering candid input from your team starts with a clear promise: no blame, only learning.
Setting the tone for psychological safety and honest mirrors
Psychological safety means people speak up when they believe they won’t be punished, debated, or subtly sidelined later. Say your goal plainly: “I’m working on a gap in my behavior so I can lead better.”
Set boundaries: no naming others, no gossip, and no immediate rebuttal. Commit to listening and thanking the speaker.
Questions that surface issues fast
Use fast, high-yield questions in one-on-ones. Try these:
- Where do I get in my own way?
- When do you hesitate to bring me bad news?
- What should I do more of and less of in meetings?
- What do you think I’m trying to accomplish in those moments, and what impact does it actually have on you?
How to run simple feedback exchanges inside your leadership team
Pair up for 10 minutes. Each person gives one appreciation and one improvement. Rotate and collect themes anonymously. Share patterns, not names.
Getting a second opinion when feedback feels “wrong”
When a comment stings, treat your reaction as data. Ask for a recent example and the impact, not a debate. If the feedback still feels off, bring the exact phrasing to a trusted colleague or coach.
“Use your reaction as a blind-spot alert.”
Spot patterns in behavior that you can’t hear, see, or feel in real time</h2>
Small, repeated cues from your face and voice shape how people read your intent long before words land.
Leaky face, leaky tone, and leaky patterns in everyday moments
Leaky means your expression or voice reveals an emotion you think you’ve hidden. A tight jaw, a sigh, or a clipped tone sends signals that change the room.
Where you’ve heard it before: consistent feedback across people and time
One comment can be noise. When similar feedback appears from several people over time, it becomes a reliable map of a gap in behavior.
Patterns are the gold. They point at habit, not a single bad moment.
Recording yourself to catch communication gaps and habits
Record meetings with consent and listen for pace, interruptions, warmth, and whether you explain the why behind decisions.
Use this simple practice each month:
- After key meetings, jot themes from feedback and your notes.
- Compare entries across teams and topics for repeating patterns.
- Pick one small behavior to change and ask people what they heard next time.
“Leaky face, leaky tone, leaky patterns.”
| Signal | What people notice | Action you can take |
|---|---|---|
| Tight jaw or furrowed brow | Tension, frustration | Breathe, pause, name the feeling |
| Sighing or clipped answers | Impatience | Slow your pace; invite questions |
| Quick interruptions | Dismissal, less sharing | Count to three before speaking |
Closing the gaps is not about perfection. It is about noticing small habits that shape trust and work. Ask people what they heard in the moment, compare that with your internal experience, and adjust over time.
Common leadership blind spots that quietly damage team dynamics</h2>
Small assumptions at the top can quietly hollow out trust across an organization. Below are common examples, what they look like day-to-day, and the usual impact on team performance and morale.
Information vacuum
Silence after a change creates rumors and fear. Claire’s example shows top performers consider leaving when dismissals aren’t explained. That erodes trust and harms retention.
Urgency without context
Expecting everyone to share your pace leads to unfair blame. Deadlines feel obvious to you but confusing to others. The result is stress and lower performance.
Liked versus trusted
Being liked helps culture, but reliability builds lasting trust. Missed commitments weaken cognitive trust and slow decisions.
Unconscious favoritism
Giving rare opportunities to preferred employees creates unequal access. That damages morale and blocks growth for others.
| Blind spot | Day-to-day sign | Impact |
|---|---|---|
| Projecting preferences | One-size policies | Employees feel unsupported |
| Refusing delegation | Micromanaging | Leader burnout, stalled development |
| Avoiding tough talks | Unresolved conflict | Resignations, lost performance |
Notice patterns early and name them. That protects your team and the company’s success.
Turn blind spots into a coaching plan, not a self-criticism spiral</h2>
A single, well-chosen shift in behavior can unlock better teamwork and clearer decisions. Reframe a recurring piece of feedback as a short growth project rather than a verdict on character.
Choose one focus that will most improve team performance
Pick the pattern that keeps appearing across feedback or that most harms work outcomes. One focus builds momentum; trying to fix everything stalls progress.
Convert feedback into a measurable behavior change
Translate comments into a concrete action. For example, if feedback says “you seem impatient”, commit to: pause after questions, ask one clarifying question, and restate the priority and why before assigning tasks.
When to bring in a coach, training, or leadership development
If the same theme persists after a month, if the role is high stakes, or if feedback triggers strong defensiveness, bring in coaching or formal training. A coach helps you practice, track impact, and scale change.
Practical sprint: pick one behavior, set a 30-day target, run weekly 15-minute Friday reflections, and celebrate progress. Use regular practice opportunities—meet formats, stretch assignments, or recurring check-ins—to rehearse the new habit and measure performance gains.
Change comes from aligning inner intent with visible action.
| Step | Action | Success signal |
|---|---|---|
| Choose focus | Select one recurring feedback theme | Team sees clearer priorities |
| Define behavior | Write one measurable action for weekly use | Behavior observed in meetings |
| 30-day sprint | Weekly 15-minute reflection and adjust | Reduced negative feedback; fewer errors |
| Escalate support | Bring a coach or training when needed | Sustained change and better performance |
Create accountability so the change sticks inside your organization</h2>
Make accountability the engine that turns honest feedback into durable change. Insight without follow-through becomes trivia; accountability turns input into a lasting leadership shift.
How to ask your team for ongoing input without making it awkward
Share your focus area with someone you trust, even a team member. Say the short script below and set a 30-day window.
“I realized I may have a blind spot around ____. I’m working on it for the next 30 days. If you notice me doing it, would you tell me?”
Weekly reflection prompts to track decisions, behavior, and impact
Schedule a 15-minute weekly reflection and use these prompts in a calendar note.
- What triggered the old pattern?
- What did I do instead?
- What impact did I observe?
- What will I repeat next week?
Two lightweight ways to collect input: a one-question check-in at the end of staff meetings, or a short monthly anonymous pulse focused on the one behavior.
| Action | Who | Cadence | Success signal |
|---|---|---|---|
| Share focus with team | Leader and team members | Day 1 | Candid offers of examples |
| One-question check-in | All staff | Every meeting | Quick flags filed |
| 15-minute reflection | Leader | Weekly | Clear notes on impact |
| Monthly anonymous pulse | Team | Monthly | Trend of improvement |
Close the loop: tell the organization what you changed, report what you heard, and state the next steps. Seeing feedback lead to decisions builds trust and keeps the change real.
Conclusion</h2>
Leadership gaps are not a character failing. They are a normal mismatch between intent and the impact others experience. Treat each note from your team as useful data and a starting point for change.
Use two simple tools: run Johari-style feedback exchanges to surface what you can’t see, then map the pattern with a Gap Map to find the concrete behavior causing the effect. Make the change measurable and specific.
Next step: choose one gap, commit to one small behavior change, and ask for 30 days of accountability. The fastest-growing leaders aren’t flawless; they invite feedback, spot patterns, and keep adjusting how they show up at work.