Like this ‘Johari’ idea, simply because it’s a reminder of the power of soliciting feedback

from other team members, Sales Rep., Managers…etc

Globally this is what I get out of it:
we know stuff about ourselves (ie. how we operate in professional context)
and then there's the stuff that other people see but we don't
and then there's the stuff (usually our weaknesses) that we see but pretend don't
and the stuff noboby sees
and there is some value in increasing what we know about how we operate
my rating: red

The Johari Window

A communication model developed by Joseph Luft and Harry Ingham ( “Johari” comes from
Joseph and Harry).

that can be used to improve understanding between individuals in a team or group setting
and a group's relationship with other groups.

There are two key ideas behind the tool:

That individuals can build trust between themselves by disclosing information about themselves;
and that they can learn about themselves and come to terms with personal issues
with the help of feedback from others.

can help team members understand the value of self-disclosure

and gently encourage people to give and accept feedback.

Done sensitively, this can help people build more-trusting relationships with one another,
solve issues and work more effectively as a team.

The model consists of a foursquare grid :

The four quadrants are:

Open Area Blind Area, or "Blind Spot"

What is known by the person about him/herself What is unknown by the person about him/herself
and is also known by others. but which others know.

The ‘space’ where good communications This can be simple info or deep issues
and cooperation occur. (for example, feelings of inadequacy,
incompetence…) which are difficult for individuals
to face directly, and yet can be seen by others.

Hidden or Avoided Area Unknown Area

What the person knows about him/herself What is unknown by the person about him/herself
that others do not. and is also unknown by others.

Self-disclosure:
enlarges the open quadrant vertically

a give and take process

sharing of info with others
trust tends to build as other people reciprocate

disclosing info in their hidden quadrant.

It is easier to invite others to comment on your blind spots.

as levels of confidence and self-esteem rises.
Tip 1:
Don’t be rash in your self-disclosure.
Disclosing harmless info builds trust.
Disclosing info which could damage people’s respect for you
can put you in a position of weakness.

Feedback:
Enlarges the open quadrant horizontally.
The individual learns things about him/herself that others can see but he or she can’t.

Tip 2:
Be careful in the way you give feedback.
You can cause incredible offence if you offer personal feedback to someone who’s not used to it.
Be sensitive, and start gradually.

The size of the Open Area can also be expanded vertically downwards into the hidden or avoided space
by the sender’s disclosure of information, feelings, etc about himself/herself
to the group and group members.

Also, group members can help a person expand their Open Area into the hidden area
by asking the sender about himself/herself.

Managers and team leaders play a key role here, facilitating feedback and disclosure
among group members, and by providing constructive feedback
to individuals about their own blind areas.

In most cases, the aim in groups should be to develop the Open Area for every person.

Working in this area with others usually allows for enhanced individual
and team effectiveness and productivity.

Self-disclosure is the process by which people expand the Open Area vertically.
Feedback is the process by which people expand this area horizontally.

By encouraging healthy self-disclosure and sensitive feedback, you can build a stronger
and more effective team.