Introverts and Extroverts is a topic dear to my heart. Many years ago I read the book Quiet by Susan Cain and felt seen, heard and understood in the workplace. This extended into dynamics within my family and with friends. It was quite an ah-ha moment. I’ve since referred it many times over to people who also like to explore this aspect of their personality more. We’re going to do a deep dive into how to best manage the introvert exterovert spectrum as a manager or leader in the workplace.
So, what is this whole Introvert Extrovert thing?
For hundreds of years, psychologists see the introversion to extroversion spectrum as a component which underpins your personality, so in some ways it can be a little fixed. It first popped up with Carl Jung back in 1921 so it’s been around for decades.
Much of the recent research looks at the spectrum being more closely linked to the way you best direct your energy and preference to the different styles of working. Understanding your own preferences, and the preferences of your team will help you connect, collaborate and communicate more effectively at work. And, who wouldn’t want that?
No end of the introvert-extrovert spectrum is better or worse. Both have their helpful and unhelpful aspects. Many people sit and move within the spectrum by adapting to different situations through learned experiences. Which means you likely have a preference for one over the other, or can move between them (that’s called an ambivert).
Introverts are often labelled shy, awkward and quiet. Whilst Extroverts are claimed to be loud, outgoing and the best presenters.
An introvert is better described as someone who is introspective, enjoys quiet or solitary time to recharge their energy, away from others or highly stimulating environments. Introverts gravitate to one on one or small group discussions. In teams, they’re the quiet observer who prefers to listen and speak last, know an agenda to come prepared, plus have the time to respond with considered answers. Another misconception is introverts aren’t ‘people’ people. In fact, many care deeply about the people and projects they’re working on, the just don’t shout about it.
An extrovert is better described as someone who is energised by social engagement. Often appearing open, interested, enthusiastic, talkative and will interact with an entire room. They’re often the loudest in teams, enjoy bouncing ideas to generate answers, are comfortable with spontaneity and can appear impulsive and highly adaptable.
Why is it important in the workplace?
More awareness of the differences allows everyone to work to strengths, cater to differences and see where you naturally fall and how you can adapt.
Here are some of the ways that introvert-preferences add value in teams and the workplace:
- Deep focus: able to focus for long periods of time and ensure high-quality work.
- Listening: offer their unwavering attention and will be curious to know more, so they can provide thoughtful responses.
- Creative problem solvers: think deeply and independently for innovative solutions where all obstacles are taken into account.
- Thoughtful decisions: make well considered and researched recommendations.
- Empathy: sensitive to the needs of others and offer supportive work relationships.
- Calm under pressure: will remain stable, clear-headed and composed in stressful situations.
Here are some of the ways that extrovert-preferences add value in teams and the workplace:
- Ability to form relationships: sociable nature allows uninhibited connection and bonds with most people.
- Capacity for collaboration: knack for working alongside most people, especially to help drive enthusiasm towards goals and problem solving in teams.
- Confidence to take initiative: often volunteer for additional tasks and challenges, so will help to achieve efficient and collective progress.
- Adaptable communication style: can communicate with a variety of people and tailor their tone and message, so can be highly influential and great at alignment on tricky topics or decisions.
Three ways to tailor the workplace to be introvert friendly:
1. Offer quiet spaces where introverts can focus deeply and recharge, away from noisy environments.
2. Allocate “deep work” time each day, like 2-3 hours meeting-free.
3. Offer an agenda (and when required, a pre-read) for all meetings and 1 on 1 catch-ups. Allow the time to generate and share idea in writing (or paired discussions) before it’s thrown around in a large group ideation session.
Three ways to tailor the workplace to be extrovert friendly:
1. Extroverts may struggle when on a task solo and require a quick bounce conversation to generate ideas and get started.
2. Allow time for sociability each day or week, and don’t judge this as wasted time or skiving off, as this is often how extroverted people generate ideas, get buy-in or influence the outcome and decisions of what they are working on.
3. Get them to kick off or help drive conversations, ideas and social occasions. Often when there is a mixed team dynamic they can really help to make people feel included and part of the solutions.
Mostly, don’t try to change who people are. Ask direct reports what their preference is and how it impacts their productivity (here are some hacks to help). Ask your team be challenged on their preferences (or comfort zone) every so often to reverse the preference and walk in your team mates shoes. E.g. introverts can practice speaking first rather than waiting for others, and extroverts can use quiet solo time for focused work to hit a deadline.
Experiment a little…
Resist trying to label yourself as a fixed type (as it’s a very simplified dichotomy). Instead look at what your preferences are, and what conditions help you be the most productive and enjoy work. Pick one thing to change for yourself or to discuss with your manager for the team. For example, to set agendas for meetings so you have time to prepare. And equally allow time for ideation for the extroverts to contribute too.
Lean into the conversation with the team on 1-2 changes you may like to try. As a team see if it makes a difference to tailor meetings and social occasions to everyone.
And as a manager, don’t expect that your team’s preferences are the same as yours. I hope these tips have helped you to explore this topic, here is an additional podcast I think is especially helpful. Lisa Leong, in This Working Life interviews Professors who study personality. They share how it’s not black and white. It’s a spectrum. They also share how it’s helpful to be aware of in different working styles. It also looks at the MyersBriggs personality type test (which is personally not a favoured tool of mine), which many of you may have done (and I have to help people understand or break down after they’ve been labelled!)
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