The Introverted Leader

Eventually, I developed this little talk, affectionately known as the “DRC Orientation,” in which I shared with people the essence of who I was and what I was trying to do. (Location 93)

Often it is the quietest people who have the loudest minds. Unfortunately, many introverts feel excluded, overlooked, or misunderstood, and our workplace cultures are still skewed toward extroverts. (Location 122)

For example, hiring managers are thinking about how to get the best from introverts in interviews. Senior leaders are reflecting on how work spaces can be set up to give introverts places to retreat and reflect. Meetings are being structured to include both writing and talking time. Companies realize that focusing on introverts makes good business sense. (Location 143)

Chapter 1 focuses on the six key challenges that most introverts face at work, including people exhaustion, dealing with a fast pace, getting interrupted, feeling pressure to self-promote, coping with an emphasis on teams, and handling negative impressions. (Location 176)

Introverts bring tremendous strengths to the challenges of leading a team. When they harness these quiet strengths, they can be powerful leaders. Introverts also have unique qualities that make them particularly suited to leading people toward great results. Many brilliant and accomplished leaders from all walks of life and professions have shown the way. Respected figures such as GM’s CEO, Mary Barra; Facebook’s CEO, Mark Zuckerberg; Microsoft founder, Bill Gates; Federal Reserve chief, Janet Yellen; financier, Warren Buffet; and actor and gender rights activist, Emma Watson, are just a few examples of current accomplished introverts. (Location 200)

TABLE 1 Common Characteristics of Introverts and Extroverts (Location 215)

They see the value of tapping into their reflective side while also recognizing when extrovert behaviors are useful. (Location 235)

This delivery strategy is geared toward extroverts— (Location 277)

The traditional view of leaders is that they speak confidently and assertively, and they clamor to be the center of attention. They take control, shoot from the hip, and lay it on the line. We still live in a world where the extroverted “ideal” shapes many aspects of leadership in our workplace. (Location 280)

In my studies, six key themes emerge as significant barriers for introverted leaders: • People exhaustion. • A fast pace. • Getting interrupted. • Pressure to self-promote. • An emphasis on teams. • Negative impressions. (Location 284)

Their reserves of “outward” energy tend to get depleted more quickly in high-volume interactions. (Location 294)

The “people time” threshold is different for everyone, but being outgoing, conversational, and highly engaged can be stressful for introverts. Part of a leader’s role is to connect with people, and without awareness and tools to manage their energy, introverts can become exhausted. (Location 295)

You might feel pressure from your manager, team, or organization to do fast turnarounds when you don’t feel you have collected all the necessary data. As an introvert, you probably prefer to reflect on issues and ideas, and to take more time to consider decisions, in spite of pressure to make them quickly. (Location 305)

Pressure to Self-Promote Many introverted leaders tell me that they don’t see the need to promote themselves or talk about their accomplishments. “The Undersell” was ranked as a top challenge in a survey my organization conducted. (Location 323)

Discomfort with networking and a tendency toward humility can make self-promotion a challenge for many introverts. In addition, they value privacy, so blasting their accomplishments on social media feels uncomfortable. This can be a difficult issue when their extroverted peers are highly visible on these channels. (Location 327)

what. I give opportunities to those who tell me what they are doing without my having to ask.” And often it is the extroverts who speak up to let everyone know what they are doing. (Location 330)

Even when members of a team are working remotely and must communicate through technology, it requires a different type of energy—more outward than working alone. (Location 337)

The perception gap occurs when the feelings or attitudes you intend to project are misread by the receiver of your communication. (Location 346)

An Overview of the 4 Ps (Location 366)

Examples include writing thoughtful questions prior to a meeting, reading the résumé of a job candidate before interviewing them, or researching a client prior to a sales meeting. Preparation gives you confidence to handle situations as they emerge. (Location 368)

Presence, the second step, refers to being present in a way that allows you to be with people. (Location 372)

After you complete the Introverted Leader Quiz in Chapter 3, review your results and talk with your manager, coach, or mentor to decide what skills are working for you and which you most want to address. (Location 384)

Questions to Help You Apply the 4 Ps (Location 398)

How can you prepare now for an upcoming leadership or people scenario? (Location 400)

Carolyn, a young digital media leader, uses preparation to buffer her anxiety before presentations. She crafts extensive notes, including specific phrases she will use. (Location 413)

By being genuine and showing a sincere interest in their top-of-mind issues (both personal and work related), Peter’s honest communication built trust and connection. (Location 469)

Researchers Adam Grant, Francisco Gino, and David A. Hofmann found that “extroverted leaders can actually be a liability for a company’s performance, especially if the followers are extroverts, too.” (Location 477)

Training, coaching, and mentoring will increase your chances of leading and managing others successfully. Several steps can help prepare you for leadership responsibilities as they morph and change. And because we never stop growing, these steps are valid throughout the many phases of a leadership journey. (Location 514)

I am much more comfortable behind the scenes. As a project leader, there are times when I can be very quiet, taking it all in. This can hamper my effectiveness as a leader if I’m not aware of addressing it. The group may view this as confusion or lack of direction so I need to consciously verbalize more often than I would naturally to keep them in the loop and things moving. (Location 548)

She was taking the perception gap into consideration by doing what she could to manage perceptions while still staying true to herself. (Location 552)

Presence Being present with people and projects is an essential part of being an introverted leader. Here are some key strategies to build on your quiet strength as you practice presence: (Location 629)

Here are three leadership strategies that can push you toward discomfort and growth. Let’s take a look at each of them: • Be assertive. • Delegate, delegate, delegate. • Be open-minded. (Location 716)

As she transformed a potential career derailment into an asset, her confidence rose. Renowned introvert financier Warren Buffet referred to public speaking as “our greatest asset or our worst liability.” (Location 848)

Author Susan Cain, who wrote the bestselling book Quiet: The Power of Introverts in a World That Can’t Stop Talking, (Location 854)

Find Stories Human beings respond to stories, and they are a powerful way to get your purpose-driven message across. Introverted leaders use stories to inspire and teach lessons to their teams, and the best ones come from personal experience. (Location 886)

Bill Stainton, an introverted keynote speaker and speech coach mentioned previously, suggests you ask yourself the question: “When did something go wrong?” The memories that spring from this question can be shaped into stories. Look for conflicts you can explore to keep your audience interested and engaged. Bill uses the three-step method to structure stories. Beginning: Get your hero up a tree. Middle: Throw rocks at the hero. End: Let him down. (Location 888)

6-Step Method Another approach to finding stories that helps establish connection between you and your audience is the 6-Step Method. (Location 898)

Create Slides to Support Your Talk, Not Replace It (Location 919)

Tom Nixon’s practical book, Fix Your Lousy PowerPoint, (Location 923)