Mastering the Mind: Leadership Presence Through Mindfulness and the Johari Window

“You cannot pour from an empty cup. Take care of yourself first.”

As we continue our Resilient Warrior Leader series, we now turn to the internal terrain of leadership: the mind. While physical endurance and emotional resilience are critical, mental agility, presence, and self-awareness are what allow leaders to show up fully—especially in a VUCA world (Volatile, Uncertain, Complex, and Ambiguous).

Chronic stress reshapes the brain. Neuroscience shows that excessive cortisol (stress hormone) reduces neural connectivity in the prefrontal cortex—the area responsible for rational decision-making and emotional regulation. Leaders under pressure often fall into patterns of reactivity, leading to decision fatigue, tunnel vision, and emotional outbursts.

However, the practice of mindfulness—simply pausing, noticing, and breathing—has been shown to reduce burnout by 30% and improve emotional intelligence (Harvard Business Review, 2023).

If you’ve ever been in one of my trainings or talks, you know I don’t like to just throw highfalutin words at you. What are we actually talking about or better, how do we directly apply something like mindfulness? This is more than meditation. It’s about learning to pause before reacting, to lead from a centered state.

Enter the Johari Window; a framework for leadership awareness.

Developed in 1955 by psychologists Joseph Luft and Harrington Ingham as part of a research program on group dynamics at the University of California, the name “Johari” comes from simply combining their first names—Joseph and Harington.

Originally created as a tool to improve interpersonal communication and understanding within groups, the Johari Window quickly became popular in organizational development, leadership training, and psychotherapy. It was based on a simple but powerful idea: that self-awareness and mutual understanding are key to effective relationships.

Imagine standing before a four-paned window. Each pane represents a part of who you are in relation to yourself and others:

The Open Area (Arena)
This is the space where what you know about yourself aligns with what others know. It’s where your strengths, style, values, and intentions are visible and understood. Leaders who operate largely within this quadrant tend to be trusted, consistent, and easy to collaborate with. Their teams know where they stand, and their actions align with their words. Expanding this space is essential—it’s the foundation of transparency, credibility, and trust. Every time you communicate clearly, show up authentically, or ask for feedback, you grow this quadrant.

When you’re operating from this space, you’re clear, congruent, and accessible.

• You name your values—and live them.

• You’re open to feedback and transparent about goals.

• Your team knows where you stand and feels psychologically safe.

Example: A leader who communicates not just the “what” but the “why” behind decisions—and actively invites discussion—expands this pane. Think of leaders like Simon Sinek or Howard Schultz, known for empathy, clarity, and consistency.

The Blind Spot
This quadrant represents the behaviors and traits that others see in you—but that you do not see in yourself. Blind spots can be subtle, such as interrupting others without realizing it, or more significant, like micromanaging while thinking you’re empowering. Leaders often struggle here, because by nature, we can’t address what we don’t perceive. Yet blind spots are often the source of our biggest challenges—strained relationships, missed opportunities, or repeated conflict. Feedback is the flashlight that shrinks this space. When you invite honest, constructive input, and reflect on patterns others observe, you become more aware, more agile, and more effective. Use 360° feedback, coaching, or anonymous surveys to illuminate this quadrant. Blind spots shrink when you invite—and listen to—honest feedback.

These are the habits, assumptions, or emotional patterns that sabotage us quietly.

• You talk over others in meetings without realizing.

• You think you’re approachable, but people feel intimidated.

• You don’t see how your stress leaks into team dynamics.

Example: A CEO who believes they’re empowering their team but micromanages behind the scenes. Feedback from peers reveals a disconnect between intention and impact.

The Hidden Area (Facade)
This pane is made up of everything you know about yourself that others don’t. It might include doubts, fears, personal values, unspoken experiences, or even past traumas. As leaders, we often keep things hidden to maintain an image, avoid vulnerability, or protect ourselves. While boundaries are healthy and not everything needs to be shared, too much concealment can create disconnection. Teams sense the dissonance when leaders appear emotionally absent or overly guarded. By selectively sharing your stories, struggles, or motivations, you invite others to do the same—building empathy and cohesion.

Leaders often withhold information to protect themselves, their image, or the team.

• You’re struggling with burnout but don’t say a word.

• You feel uncertain about a new strategy but pretend you’re confident.

• You’ve overcome something powerful in your past, but never share the lesson.

Example: A team leader who recently lost a family member may keep it private—but their emotional detachment becomes evident. When they finally share, team empathy rises and cohesion strengthens.

The Unknown Area
This is the quadrant of potential—the parts of ourselves that are yet to be discovered. It includes untapped strengths, latent fears, or leadership traits that surface only under pressure or through deep reflection. Sometimes a crisis, a coaching experience, or a stretch opportunity reveals what we didn’t know we had: the ability to lead through conflict, to inspire under fire, or to change direction with courage. This quadrant reminds us that we are always evolving. By embracing self-discovery—through mindfulness, mentorship, or growth challenges—we begin to access parts of ourselves that were previously hidden, even from us. Coaching, therapy, or immersive experiences can bring this area to light. Growth often begins in discomfort.

This quadrant is where transformation lives.

• Maybe you’re a brilliant public speaker but have never taken the stage.

• Maybe trauma from a past failure still influences your risk tolerance.

• Maybe your most powerful leadership trait hasn’t surfaced—yet.

Example: A mid-level manager is offered a stretch opportunity during a crisis and discovers unexpected calm, clarity, and communication strength—reshaping their career path.

Questions to consider this week:

• What part of myself am I consistently showing up with—and what am I still holding back?
  Reflect on your Open and Hidden areas. Are there values, ideas, or vulnerabilities you’re not sharing that might actually build more trust with your team?
  

• When was the last time someone gave me honest feedback—and did I listen? Consider your Blind Spot. What feedback have you resisted or brushed off lately? Is there a pattern you’ve been unwilling (or unable) to see?
  

• What strength or trait might be waiting to emerge under the right pressure or opportunity? Explore your Unknown Area. Is there something inside you—like the courage to speak up, the ability to inspire, or the capacity to change—that you haven’t tapped into yet