Focusing on the Strengths of the Introverted Leader:
Listening, Introspection, and Deliberation
For an introvert, it may feel that in order to get ahead in today's corporate workplaces, one must force oneself to put on the "extrovert mask", and try to be suave at social gatherings and bold in conference rooms. While it never hurts to stretch the boundaries of one's comfort zones or to work on one's weaknesses, the introvert should recognize that he or she has inherent strengths that are more important to bring to the workplace than forced gregariousness.
Jennifer Kahnweiler's article, Why Introverts Can Make the Best Leaders, discusses just these strengths. Through interviews with multiple business leaders who describe themselves as introverts, she came up with five key strengths that introverted leaders bring to the workplace, and by focusing on them, set themselves up for success. Paraphrased, they are:
1. Introverted leaders think first, talk later. This is often the most effective indicator that a person is an introvert. We tend to be very deliberate in our choices, including our choice of words in a conversation. Whereas an extrovert may get caught up in the ‘high’ of social interaction and react to exciting stimuli without thinking, an introvert will not very often regret words spoken or actions taken in the spur of the moment. Certain employees may mistake this for uncertainty at first; over time, however, employees will recognize and respect the introverted leader’s choice to take time and deliberate over important questions and decisions.
2. Introverted leaders focus on depth. From grade school onward, introverts can be picked out from their extroverted peers by their dedication to preparation. Because introverts prefer to spend their creative time thinking, reading, or writing in solitude rather than bouncing ideas off each other in groups, introverts naturally spend much more time involved in introspection and preparation. Studies find that people who spend the bulk of their time practicing a skill in solitude become masters of that skill much more quickly and effectively than people who practice in groups. It is also no coincidence that, though introverts make up only 30-40% of the population, they make up 60% of the gifted population (see this link for more information).
3. Introverted leaders exude calm. While introverted leaders need to make sure they communicate excitement about their visions and energy for implementing new strategies, they also naturally bring a calming and steady influence to their workplace. This is especially important in times of crisis and uncertainty, both in the company and employees’ personal lives.
4. Introverted leaders communicate clearly and effectively through writing. Introverts tend to find writing to be a second language that they can grow more comfortable with than speech. Writing allows for more thorough thought, and as introverts tend to be more circumspect in their speech, many introverts find that writing allows them the time to deliberate on their thoughts and then articulate their ideas very clearly and decisively. Writing continues to be the chosen profession of the introvert, particularly the intuitive introvert, so introverted leaders should keep this strength in mind in their business and leadership pursuits. Employees and clients can gain a very clear idea about an introverted leader’s plans, strategies, and ideas through their written messages.
5. Introverted leaders embrace solitude. This may be the most important hallmark of successful introverted leaders. All introverts need time alone to think and pursue their own interests, but introverted leaders may find themselves pressed for time or assume that their time is best spent in social activities for the business. While the extroverted leader may be able to commit mornings and evenings to social networking for the company, the introverted leader is best served (and best serves the employees and clients) by setting aside time each day to be alone and recharge his or her energy. In this way the introverted leader can remain upbeat and thoughtful in dealing with whatever is thrown his or her way.
By focusing on your strengths as an introvert in a leadership position, you can bring a unique and well-measured perspective to your workplace. You do not need to change yourself to become a successful and effective leader, but you do need to consider your strengths and weaknesses and spend appropriate time using and working on both.
When faced with a social challenge you do not feel particularly equipped for, such as a business networking meet-and-greet, Kahnweiler suggests approaching the event one complete and in-depth conversation at a time. Do not be afraid to pretend a little bit- convince yourself that you are cool, suave, and confident, at least for a short amount of time. You may not be able to pull it off for the whole night, but you can do it for half an hour. Sometimes fifteen minutes is all you will need.
Below, Tim Miller, CEO of Rally Software Development Corp, talks about some of the strengths introverts can bring as leaders, while reminding us that both extroverts and introverts can be good leaders; however, all good leaders understand their unique blend of strengths and weaknesses and do not try to change who they are at their core.
Jennifer Kahnweiler's article, Why Introverts Can Make the Best Leaders, discusses just these strengths. Through interviews with multiple business leaders who describe themselves as introverts, she came up with five key strengths that introverted leaders bring to the workplace, and by focusing on them, set themselves up for success. Paraphrased, they are:
1. Introverted leaders think first, talk later. This is often the most effective indicator that a person is an introvert. We tend to be very deliberate in our choices, including our choice of words in a conversation. Whereas an extrovert may get caught up in the ‘high’ of social interaction and react to exciting stimuli without thinking, an introvert will not very often regret words spoken or actions taken in the spur of the moment. Certain employees may mistake this for uncertainty at first; over time, however, employees will recognize and respect the introverted leader’s choice to take time and deliberate over important questions and decisions.
2. Introverted leaders focus on depth. From grade school onward, introverts can be picked out from their extroverted peers by their dedication to preparation. Because introverts prefer to spend their creative time thinking, reading, or writing in solitude rather than bouncing ideas off each other in groups, introverts naturally spend much more time involved in introspection and preparation. Studies find that people who spend the bulk of their time practicing a skill in solitude become masters of that skill much more quickly and effectively than people who practice in groups. It is also no coincidence that, though introverts make up only 30-40% of the population, they make up 60% of the gifted population (see this link for more information).
3. Introverted leaders exude calm. While introverted leaders need to make sure they communicate excitement about their visions and energy for implementing new strategies, they also naturally bring a calming and steady influence to their workplace. This is especially important in times of crisis and uncertainty, both in the company and employees’ personal lives.
4. Introverted leaders communicate clearly and effectively through writing. Introverts tend to find writing to be a second language that they can grow more comfortable with than speech. Writing allows for more thorough thought, and as introverts tend to be more circumspect in their speech, many introverts find that writing allows them the time to deliberate on their thoughts and then articulate their ideas very clearly and decisively. Writing continues to be the chosen profession of the introvert, particularly the intuitive introvert, so introverted leaders should keep this strength in mind in their business and leadership pursuits. Employees and clients can gain a very clear idea about an introverted leader’s plans, strategies, and ideas through their written messages.
5. Introverted leaders embrace solitude. This may be the most important hallmark of successful introverted leaders. All introverts need time alone to think and pursue their own interests, but introverted leaders may find themselves pressed for time or assume that their time is best spent in social activities for the business. While the extroverted leader may be able to commit mornings and evenings to social networking for the company, the introverted leader is best served (and best serves the employees and clients) by setting aside time each day to be alone and recharge his or her energy. In this way the introverted leader can remain upbeat and thoughtful in dealing with whatever is thrown his or her way.
By focusing on your strengths as an introvert in a leadership position, you can bring a unique and well-measured perspective to your workplace. You do not need to change yourself to become a successful and effective leader, but you do need to consider your strengths and weaknesses and spend appropriate time using and working on both.
When faced with a social challenge you do not feel particularly equipped for, such as a business networking meet-and-greet, Kahnweiler suggests approaching the event one complete and in-depth conversation at a time. Do not be afraid to pretend a little bit- convince yourself that you are cool, suave, and confident, at least for a short amount of time. You may not be able to pull it off for the whole night, but you can do it for half an hour. Sometimes fifteen minutes is all you will need.
Below, Tim Miller, CEO of Rally Software Development Corp, talks about some of the strengths introverts can bring as leaders, while reminding us that both extroverts and introverts can be good leaders; however, all good leaders understand their unique blend of strengths and weaknesses and do not try to change who they are at their core.
For more encouragement about combining leadership with an introverted personality, consider reading more about the following introverted leaders who were/are visionaries that built companies (and nations) for success:
Warren Buffet
Bill Gates
Abraham Lincoln
William McKnight (3M)
Masaru Ibuka (Sony)
Bill Hewlett (HP)
William Procter and James Gamble
Bill Allen (Boeing)
Warren Buffet
Bill Gates
Abraham Lincoln
William McKnight (3M)
Masaru Ibuka (Sony)
Bill Hewlett (HP)
William Procter and James Gamble
Bill Allen (Boeing)
Also check out:
The Hidden Advantage of Quiet Bosses, a run-down of the study undertaken by Adam Grant from the University of Pennsylvania's Wharton School of Business, which found that introverted leaders produced better results with proactive and high-performing employees than extroverted leaders, or watch the interview below with Francesca Gino, an associate Professor at Harvard Business School, who took part in the study:
The Hidden Advantage of Quiet Bosses, a run-down of the study undertaken by Adam Grant from the University of Pennsylvania's Wharton School of Business, which found that introverted leaders produced better results with proactive and high-performing employees than extroverted leaders, or watch the interview below with Francesca Gino, an associate Professor at Harvard Business School, who took part in the study: