Leading Introverts: How to Work With Their Strengths
Briana manages a small team at an advertising agency. She’s a passionate leader and loves collaboration, but she consistently struggles to manage Anya. While the rest of the team is outspoken and animated, Anya is quiet and contemplative. In brainstorming sessions, Briana is often frustrated by Anya’s silence. Anya always follows up to offer input after the meeting is over. She has great ideas — why won’t she just speak up alongside the team? To be frank, Briana finds Anya’s lack of energy to be a drag. Meanwhile, Anya notices Briana’s dislike, causing her to shut down even further.
This is a classic example of the differences between extroverts and introverts. These traits couldn’t be more opposite, but they’re both valuable. Unfortunately, the business world tends to favor extroverts. One study found that extroverts were 25% more likely to land a high-paying job than introverts.
As leaders, we’re tasked with recognizing the potential within everyone — including introverts. Learn to understand and appreciate them so you can harness their strengths for progress and success.
Who Are Introverts?
It’s a sad situation indeed when leaders and team members don’t “gel”. It leads to lots of miscommunication and frustration. Eventually, team members like Anya will probably move to another role or company where they feel more understood.
Don’t let this happen at your organization. Your first step is recognizing the introverts on your team.
There are lots of generalizations out there about extroverts and introverts, the most common being that extroverts are outgoing and introverts are shy. But this is a poor definition. I’ve met plenty of outgoing introverts throughout my career.
The clearest differentiator between these traits is how they get their energy. In short, extroverts recharge through social interaction, while introverts recharge through solitude. They need their alone time.
Like I said above, it’s far too easy to generalize these traits, and I don’t want to make sweeping statements about human beings. So, please, take this section with a grain of salt, and know that every single person is unique. None of us fit into a neat box.
That being said, along with needing alone time, there are a few other personality traits common in introverts. They may:
- Excel at methodical processes and critical thinking
- Need extra time to process information before offering feedback
- Be articulate and thorough
- Be overly sensitive to stimulation, such as loud talking and frequent interruptions
- Dislike attention
- Be great listeners
- Find group work challenging, preferring to work alone
Again, these aren’t set in stone, but they’re a good overview of traits to watch for in your team members.
What Do Introverts Bring to the Table?
The very characteristics that can make working with introverts a challenge (especially for extroverted leaders) also allow them to bring immense, often underappreciated, value.
Instead of rash reactions, introverts reflect and research. Then, they offer thorough, calculated solutions.
Rather than talking, introverts listen. They probably have a deep understanding of your company’s products and services, processes, stakeholders, and customers.
Introverts don’t usually demand attention. Instead, they thrive when doing the behind-the-scenes tasks that are vital for progress. You could say they’re the quiet backbone of your organization.
They also tend to be more objective than emotional, which helps them make strategic decisions.
Lastly, introverts are often more receptive to outside ideas and opinions. Their methodical natures and excellent listening skills help them consider more perspectives, which enhances creativity and innovation.
These are just a few ways introverts add value — the list goes on and on.
Three Keys to Managing Introverts
As you can see, introverts are a vital asset to your business objectives, making it all the more important to help them succeed. Instead of getting frustrated like Briana in the example above, make a few targeted adjustments — to your processes as well as your expectations — so introverts can flourish.
Give Them Time
A last-minute meeting with rapid-fire brainstorming — an introvert’s worst nightmare. There’s too much stimulation, and feedback is expected right then and there.
An introvert performs best when you give them time to process and formulate their responses. Introverts may need longer to understand prompts and parameters. They want to research and analyze potential outcomes. Offering an uninformed response is uncomfortable for an introvert.
Before meetings, send all team members (especially introverted ones) any resources and documentation to help them prepare. This alleviates the stress of going in blind. If a last-minute meeting is unavoidable, present the information but don’t require an immediate response. Let your introverts follow up after they’ve had time to think.
Of course, ditching the meeting altogether is another great tactic, when possible. We’ve written plenty of articles on how meetings are overused and abused. The above advice can be applied outside of meetings, too.
Whether you’re emailing them a task or asking them to participate in a Slack thread, give introverts time to process and respond. (Asynchronous schedules are a huge benefit for introverts!)
Give Them Space
I mentioned before that introverts are sensitive to stimulation. Unsurprisingly, they tend to prefer remote working environments for this reason. Office distractions — and the pressure to engage socially — are very draining for someone who enjoys solitude.
Still, remote environments aren’t immune to distractions. We encourage you to protect everyone’s focus, but it’s especially important for introverted teammates. They need time for deep work, reflection, and creativity. Constant Slack pings, emails, and calls are a drain on their energy and rob them of opportunities for deep work.
As much as possible for your industry, avoid a culture of urgency and immediacy. This means giving your teams the flexibility to respond at a later time — not right in the middle of a project or brainstorm.
Be Intentional With Recognition
Compared to extroverts, introverts are less likely to call attention to themselves. They probably won’t point out their achievements. Leaders must remember to recognize their introverted team members, or their hard work will go unappreciated.
But this recommendation comes with a caveat. Be sure you know your introverts well, including how they like to be recognized. Some introverts are embarrassed by attention, including public recognition. They may prefer a quiet congratulations from you or recognition within their small team instead of the whole company.
Once you understand their preferences, be on the lookout for chances to recognize their work. And, of course, don’t forget introverts during your promotion cycle. The old saying goes, “The squeaky wheel gets the oil.” Extroverts are always going to be your squeakiest wheels, but introverts offer equal — different, but equal — value.
Coach All Strengths, Embrace All Perspectives
As a leader, your ultimate responsibility is to coach the natural potential within every team member. This is also one of the most rewarding parts of your role — you get to see all types of people reach incredible milestones. It’s truly an honor to walk with someone on their journey of growth.
Take this to heart, whether you’re coaching a vivacious extrovert or a thoughtful introvert. Both are vital in life and business, and should be treated — and appreciated — accordingly.