About this course
Reading yourself was the first half. Communication is what happens when other people read you back.
The moment you open your mouth, or go quiet, or send an email at 11 p.m., people start reading you, and they do not have access to your intentions. They only have what you showed them. We judge ourselves by our intentions; everyone else judges us by our behavior. When a conversation goes off course, it is hard to see where it went wrong. This course gives you a map for finding it, and for changing what you do next.
It starts with the self-awareness gap. In Tasha Eurich's research, about 95 percent of people believe they are self-aware, and only 10 to 15 percent meet the criteria. You look at self-awareness twice: internal (the view from inside) and external (the view from outside), why the two are independent, Eurich's four archetypes, the four components of self-awareness, what blocks the view, and why self-awareness pays at work. The case of Nadia Rahman, a new CFO whose 360 review contains one comment she cannot stop reading, puts both kinds to work.
Next comes the deep dive into emotion, feeling and faux feeling: Plutchik's three volumes of each emotion, how emotions blend and what their opposites are, and how to catch a feeling at the first word. You take a faux feeling apart ("I feel ignored," "I feel manipulated") to see what the other person actually hears, why we reach for these words, and how the Faux Feeling Decoder turns a verdict into a true feeling, a true need and a request. The Integration Call case, twelve leaders, one faux feeling and an eye-roll, shows it at work.
At the center of the course is the Johari Window, the communication model built from two lines and four boxes: the open area, the blind spot, the hidden area and the unknown. You build it, take it quadrant by quadrant, and see how feedback works across and disclosure works down to grow the open area: as people self-disclose and become more comfortable and included, the open area grows and the hidden area shrinks, including Joseph Luft's thirteen principles of change. Then the three moves that grow the window: reflection (ask what, not why, and avoid both unawareness and paralysis), feedback that lands (specific, behavioral, informed, timely, and asked for first, and how to receive it well), and self-disclosure that is clear and true. The cases are The Platform Nobody Would Mention, about a founder whose signature bet nobody would name at an offsite, and Two Years of "On Track," about a top performer, a sponsor and six emails.
The course then reads the window through Standard vs ENRICH (Ethnicity, Nationality, Race, Identity, Culture and Heritage). Culture moves the lines in the window: disclosure is a choice, and safety decides it. You look at the blind spots other people build for you, at when "I feel excluded" is a faux feeling and when it is an accurate read, and at the case of The Silent Region, a "Speak Up" town hall program, a regional hub at 4 percent, and a question about parking. The course closes with what the window means: openness is a skill, safety is a condition, and the window needs both. You leave with your own ENRICH window and a Johari plan for Monday: one thing to ask, one to disclose, one question to reflect on, and one faux feeling to retire.
Who it is for
- Anyone who leads or works with other people.
- Managers and team leads whose message keeps landing differently from how they meant it, or who suspect problems reach them late.
- Professionals who want to give and receive feedback that actually changes something.
- Anyone working across teams, regions or cultures, where the same words are read in different rooms.
Learning objectives and outcomes
By the end of the course you will be able to:
- Use self-disclosure and feedback on purpose: the two moves that decide how well people understand you.
- Explain how life experience, belief and culture shape what you say and hear, including your own ENRICH.
- Adapt your communication to the person in front of you: clear and true, without being careless.
- Recognize dysfunctional patterns: faux feelings, hinting, equivocation and the conversations they derail.
- Deliver and receive feedback well: specific, behavioral, timely, and heard.
What is included
The Participant Booklet is the knowledge companion to the course: every framework, case and tool explained in full, with private reflection prompts and a Quick Reference Guide for the week you do not have time to read a chapter. The Participant Workbook is a fillable PDF that puts the course to work on two real things: a working relationship where communication keeps going off course, and one piece of feedback about you that stung. It takes you through decoding, mapping the window, disclosure and feedback, and ends with your Johari plan, run over 66 days, alongside any practice you already have. Use it alongside the workbook prompts in the videos. Nothing in either one is collected.
Chapters
21 chapters, 1 h 54 min of video.
- 00Welcome5:50
How to use these videos, a short recap of the key Part One tools, what this course adds, what the course covers, and what you will be able to do.
- 01The Self-Awareness Gap4:08
The 95 percent who believe they are self-aware, the two kinds of self-awareness, and where you sit among Eurich's four archetypes.
- 02Components, Payoff, Blocks4:39
Four components in two directions, why self-awareness pays at work, what blocks the view, and three questions before going deeper.
- 03Case Study: The 360 Before the Board8:12
A new CFO, a 360 review, and one comment she cannot stop reading. Three responses, and a structural fix.
- 04Volume, Blends and Opposites5:42
A warm-up sort, the three volumes of each emotion, blends and opposites, and catching it at the first word.
- 05Anatomy of a Faux Feeling5:20
Four sentences that start with "I feel," what the other person hears, one faux word with six possible feelings, and why we reach for faux feelings.
- 06The Faux Feeling Decoder6:29
The field guide, five faux feelings decoded, from faux feeling to true need, and rewriting the sentence in five steps.
- 07Case Study: The Integration Call7:00
Twelve leaders on a call, one faux feeling, and an eye-roll, decoded.
- 08The Johari Window, Built4:05
The gap between how you see you and how they do, the window built line by line, two players and two moves, and where the window comes from.
- 09The Four Quadrants5:51
Open, blind, hidden and unknown, one at a time.
- 10Growing the Open Area4:10
Feedback works across, disclosure works down; the new member and the established one, the window between teams, and what leaders owe the window.
- 11Thirteen Principles of Change4:29
Joseph Luft on how the window actually moves, and the emotionally intelligent team member.
- 12Case Study: The Platform Nobody Would Mention6:32
A founder, his signature bet, and an offsite where nobody said its name, read through the window.
- 13Reflection5:46
Three roads after an experience, ask what and not why, reflection versus paralysis, and six questions for after a hard conversation.
- 14Feedback That Lands4:52
Four qualities, one sentence that does all four, why feedback goes unsaid, and receiving feedback well.
- 15Self-Disclosure, Clear and True4:57
Seven questions before you disclose, how disclosure actually works, the truthful-and-clear grid, and why people do not disclose.
- 16Case Study: Two Years of "On Track"6:00
A top performer, a sponsor, and six emails, mapped on the grid, with the next five minutes.
- 17The Window Has a Culture5:14
Culture moves the lines, disclosure is a choice that safety decides, every window was built somewhere, and one person with four windows.
- 18Blind Spots, Faux or Accurate4:00
"I feel excluded": faux feeling or accurate read? The blind spots other people build for you, and what standard says and ENRICH adds.
- 19Case Study: The Silent Region5:57
A town hall program, a 4 percent hub, and a question about parking, read twice.
- 20Your ENRICH Window and What the Window Means4:22
Openness is a skill and safety is a condition, perception is the reality you work in, your ENRICH window, and your Johari plan for Monday.