For Facilitator Use Only | OCA Consulting Group | Internal Analysis Tool
Feedback Analysis & Facilitator Guide
Enter leader and observer data below. Map each word to the correct quadrant. Use the facilitator guide to structure the debrief conversation.
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* Synthesis threshold: a word is counted as an observer selection if at least 2 observers chose it (or 1 if only 1 observer responded). Words are mapped to quadrants by comparing leader self-selections against the observer threshold.
✓ — quadrants populated from sheet data. Review and edit any field before printing.
Known to Self
Unknown to Self
Open Arena
Known to Self & Known to Others
Shared Truths. Build from here.
Words BOTH the leader and observers selected. These are visible, confirmed strengths the team experiences consistently.
Words mapped here
Blind Spot
Unknown to Self & Known to Others
Behaviors Others See. The Leader Misses.
Words observers selected that the leader did NOT. High-value growth area. Handle with precision and curiosity.
Words mapped here
Facade
Known to Self & Unknown to Others
Intent vs. Impact Gap.
Words the leader selected that observers did NOT. The leader believes they demonstrate these behaviors, but the team has not experienced them consistently.
Words mapped here
Unknown
Unknown to Self & Unknown to Others
Latent Strengths. Future Growth.
Words NEITHER party selected. Unexplored or underdeveloped behaviors. Ideal focus for the next development cycle.
Words mapped here
Facilitator Guide — How to Lead This Conversation
Before the Session▼
Collect all observer assessments. Tally words each observer selected. Compare against leader self-selections and map each word to the correct quadrant above. Aim for at least 5 observers for confidentiality. Prepare 2 to 3 specific behavioral examples per quadrant where possible.
Open Arena — Start Here▼
Begin by affirming shared truths. Build psychological safety before moving into harder quadrants.
Say: "Let us start with what your team sees and what you see in yourself."
Acknowledge strengths and invite the leader to reflect on how they are currently using them.
Ask: "Which of these strengths are you most intentionally leveraging right now?"
Blind Spots — Handle with Precision▼
Frame carefully. Avoid blame. Lead with curiosity, not correction. The goal is awareness, not shame.
Say: "These are behaviors your team experiences consistently that may not be on your radar."
Ask: "What might make this difficult to see in yourself?"
Agree on 1 to 2 specific development actions before closing this section.
Facade — Explore the Gap▼
Approach with empathy. The leader believes they show these behaviors, but the team has not experienced them consistently. This is an intent-versus-impact conversation, not a judgment.
Ask: "What would need to shift for your team to see this more regularly?"
Explore execution gaps, communication breakdowns, and context factors. Avoid diagnosing too quickly.
Unknown — Open the Door▼
These are unexplored or underdeveloped behaviors. Neither the leader nor observers have identified them yet. Treat this as a forward-facing opportunity, not a gap.
Ask: "Which of these, if developed intentionally, would most impact your team?"
Select 1 to 2 as stretch goals for the next cycle. Connect to their leadership identity where possible.
Closing the Session▼
Summarize the leader's profile: what they do well, where the gap is, and one clear growth commitment. Keep the close concrete and forward-looking.
Say: "Here is what we heard today. Here is where the opportunity is. Here is the one thing we are committing to."
Agree on 1 to 3 measurable behavior commitments. Set a 30/60/90-day check-in before leaving the session.
Leader Feedback Summary — Development Planning
Shared with the leader and their direct manager. Reflects the aggregated Johari profile for structured development planning and follow-up.
This document is shared with the leader being assessed and their direct manager. It summarizes the leader's Johari Window profile as analyzed by the OCA facilitator. Use it to support structured development planning, behavior commitment tracking, and 30/60/90-day follow-up conversations.
Open Arena
Words BOTH leader and observers selected. Shared, visible strengths the leader demonstrates consistently. The foundation to build on.
List words and note 1 to 2 key strengths to intentionally leverage.
Blind Spot
Words observers selected that the leader did NOT. Behaviors others see in the leader that the leader does not recognize. High-value growth area.
List words and note the primary development opportunity.
Facade
Words the leader selected that observers did NOT. Signals a gap between intent and impact. Requires communication and execution focus.
List words and note the key intent-to-impact gap.
Unknown
Words NEITHER party selected. Unexplored or underdeveloped behaviors. Potential not yet activated. Ideal focus for future development conversations.
List words and note 1 stretch goal selected for the next cycle.
Development Planning — Leader & Manager Follow-Up Commitments
