Building partnerships with people who are more outgoing than you can be challenging, especially if you are an introvert or a shy person. You may feel intimidated, overwhelmed, or out of place when interacting with them. However, you can overcome these barriers and develop meaningful and mutually beneficial relationships with them by following some simple tips.
You don't have to change your personality or pretend to be someone you are not to build partnerships with outgoing people. You have your own strengths and value that you can offer to them. For example, you may be a good listener, a creative thinker, a reliable collaborator, or a skilled problem-solver. Recognize and appreciate your qualities and how they can complement the outgoing people's traits. Don't compare yourself to them or feel inferior to them. Instead, focus on what you can contribute and learn from them.
In my experience, people who are more outgoing than oneself are easier to connect with. - Observing their best practices, complimenting them on these and imbibing the same in one's own habits is a wonderful way to find common ground. - Another great way to connect with more outgoing people is to seek to create a deeper connect. Often outgoing people form a majority of shallow connections. Taking the effort to build a deeper connect with such a person allows you to stand out from others. - People respond well to the "givers" rather than "takers". Always, first seeking to give to a connection is a strong foundation to connect with anybody. "How can I help you?" is always a wonderful attitude to carry when connecting.
Outgoing individuals often excel at networking, public speaking, and initiating conversations. If you're more reserved, you might excel at deep thinking, attention to detail, and focused work. Recognizing and valuing these complementary strengths can lead to a powerful partnership where each person's abilities enhance the other's.
In forty years of dealing with people from all walks of life and personalities, the most helpful building block I have found is having a grasp on your own strengths and liabilities. Second to that is understanding other people's personalities. D. Goleman calls it Emotional and Social Intelligence. If you can approach other people out of who they are instead of who you are, you can quickly build a bridge to a relationship and partnership. Knowing how to lift their strength contributions up to the top of the conversation will help foster a likability factor for you. Using the power of "people knowledge" you can quickly increase the know, like and trust that helps to create a bond. That bond can then be fostered with followup & follow through.
First thing is visualizing a new horizon for yourself then realizing that it is ok to extend your being and you will become the outgoing person
Despite societal misunderstanding that being introvert is some sort of disadvantage, look at it from a different perspective. What are the strength you were able to build being a introvert. Are you perceptive? Are you an observer? Are you analytical? There are strength that comes with being an introvert. Focus on them, and it will balance out the strength.
Before you approach or meet with outgoing people, it can help to prepare yourself mentally and emotionally. You can do some research on their background, interests, goals, and challenges. You can also think of some questions, topics, or ideas that you can use to start or sustain a conversation with them. You can also practice your pitch, elevator speech, or introduction in advance. This way, you can feel more confident and comfortable when you interact with them. You can also avoid awkward silences or misunderstandings.
Being on lower enthusiasm scale you can not simply walk in and match the enthusiasm and environment. Thus think before hand. What usually happens after the first meet? Does he hugs? Does she jumps seeing you. How the conversation flow goes. Run the simulation in your head beforehand to make sure you are ready.
Recognize and accept everyone’s strength and what they can bring to the partnership. Discuss the desired goals of each party to recognize the similarities and differences. Negotiate the differences to satisfy and confirm the desired outcome. Together decide who is accountable for what. And, agree to assist if are asked. Because as partners, everyone’s strengths are going towards your mutual goals. Be flexible, nonjudgmental of others and yourself. Know this, if you constantly judge yourself it is as destructive as judging others. Positive reinforcement on the other hand will bring out the best in you and them. Mean what you say.
Preparation is paramount. Thoroughly research your prospective partner—know their background, goals, and preferred communication style. Anticipate potential questions, ensuring you're ready to articulate how your strengths align with the objectives of the partnership.
The best way to prepare is to think of all the questions you can ask. People love to talk about themselves and you don't need to say much at all, except prompt the questions, and the other person will think you are a great conversationalist and very interesting. When you focus on yourself and what YOU can say, that's when you will feel awkward and there may be silences. Learn active listening skills - ask questions, show you understand by your summarising of what you are hearing and encourage the other person to keep talking by showing you are finding them interesting.
The power of being prepared comes in learning to prepare questions that focus on letting the other person tell their story, or their experience or their accomplishments. Those key questions will unpack all you need to know to continue "growing" the relationship. Questions bring clarity, clarity brings better questions, and better questions bring a brighter relationship.
One of the best ways to build rapport and trust with outgoing people is to find common ground with them. You can look for shared values, interests, experiences, or goals that you can relate to them. You can also express genuine curiosity and appreciation for their perspectives, opinions, or insights. You can ask open-ended questions, give positive feedback, or share relevant stories. By finding common ground, you can show that you care about them and that you have something in common with them.
In my point of view Building partnerships with outgoing individuals is enhanced by finding common objectives and fostering a connection based on shared interests, enabling a more productive interaction. One should identify what are the common goals which will align the partnership towards mutual purpose. Now you have a purpose then you should listen to their idea’s and prospective
Even Hitlar and Charlie Chaplin had something in common. A mustache. If you look hard enough and with empathy, you will see common ground. Start from there. Don't stick on that place because then you will always have 3 minute conversation. Start with that and let it flow.
Establishing common ground is pivotal. Identify shared interests, values, or goals that provide a solid foundation for collaboration. This not only bridges the gap between introversion and extroversion but also cultivates a shared understanding that propels the partnership forward.
Establishing common ground is crucial for developing meaningful connections with outgoing individuals. It demonstrates a genuine interest in and appreciation for their viewpoints. Engaging in open-ended discussions and sharing relevant experiences can foster a sense of fellowship and trust.
Ther is always common ground but sometimes there arent common values. In this case it is better to walk away. But if you have to have a relationships with that person, because they are a work colleague or a customer, then the common ground rule is a good one. More important than that though, is your empathy and showing that you are genuinely interested in their perspective - even if it is not the same as yours. The ultimate common ground is that we are all human beings and therefore deserving of respect and kindness.
While it is important to be flexible and adaptable when building partnerships with outgoing people, you also need to set boundaries for yourself. You need to respect your own needs, preferences, and limits. You don't have to say yes to everything they suggest or invite you to. You don't have to force yourself to join every social event or networking opportunity. You don't have to compromise your values or principles for them. You can politely decline, suggest alternatives, or negotiate terms that work for both of you. You can also communicate your expectations and availability clearly and honestly.
Just because someone is more outgoing than you doesn't mean they are doing socially acceptable thing or you have to follow that. Go as far as you feel comfortable, then draw the line. Don't shout like stop laughing loudly, just give a glance. Draw the line with Cryon, so it's visible but doesn't hurt.
Clearly defining your comfort zones is essential. Establish boundaries that strike a balance between active engagement and personal space. This clarity fosters a working dynamic that respects individual differences, creating an environment conducive to effective collaboration.
A person who is more oputgoing than you might naturally take the lead in establishing their boundaries, and may assume that you are ok with those. You must politely, establish your own if they are not the same. For example, they may be an 'always on' person. If you don't say - actually I don't have my work phone switched on at the weekend they may think you are being rude and ignoring their call. If they are a party all night after work on a Friday person, and you aren't, then make it clear you will come for one drink but then your Friday nights are family time. Having clear boundaries at the start, saves anyone misinterpreting anyone's actions and putting their own interpretation on it.
After you have established initial contact or met with outgoing people, you need to follow up with them to maintain and strengthen the partnership. You can send a thank-you note, a feedback request, a reminder, or a proposal. You can also share useful resources, information, or opportunities with them. You can also schedule regular check-ins, meetings, or calls with them. You can also show your support, appreciation, or recognition for their achievements, challenges, or milestones. By following up, you can show that you are committed, reliable, and interested in the partnership.
While follow-ups can be beneficial in maintaining partnerships, it's important to consider that some outgoing individuals may prefer a more autonomous approach to collaboration. Constant follow-ups could potentially be perceived as intrusive or overbearing. Instead, allowing them the space to take the lead in communication and being responsive when they initiate contact might be a more suitable approach. This approach respects their independence and allows for a more balanced and mutually respectful partnership.
Any relation , be that with higher outgoing nerve or lower, is based on follow up. For higher outgoing people, follow up faster than lower outgoing people. Considering they meet too many people, your stance within their brain might not last that long. You need to revive that.
Follow up is key and is something to be adapted to the person in question. Establish up front what kind of follow up is appropriate by asking - when shall we get together next? And then put it in your diary so you don't forget. Remember to give positive feedback and to give credit where credit is due! Don't assume people know how much you appreciate them - tell them, and if possible tell them in public, or copy in the team on an email.
Consistent follow-up is the adhesive that strengthens partnerships. Whether through emails, calls, or in-person meetings, staying connected reinforces your commitment to the partnership's success. Regular communication builds trust, a cornerstone of enduring collaborations.
Finally, you can seek feedback from outgoing people on how you can improve your partnership with them. You can ask them for their suggestions, opinions, or advice on how you can communicate, collaborate, or connect better with them. You can also ask them for their feedback on your performance, contribution, or value. You can also give them feedback on their strengths, areas of improvement, or impact. By seeking feedback, you can show that you are open to learning, growing, and enhancing the partnership.
Actively seeking feedback is a proactive approach to improvement. Embrace your partner's outgoing nature by creating an environment of open communication. Encourage feedback, view it as a tool for continuous enhancement, and be willing to adapt your approach based on shared insights.
I have seen some truly successful businesses run by two diametrically opposite partners. Partnerships means bringing together complimentary skills. As long as the partners: 1. understand each other's strengths and weaknesses, 2. handle a job that matches their skills, 3. compliment each other to fill the gaps; and 4. have a common objective in mind - the partnership works. Outgoing or not!
Partnership has nothing to do with who is more outgoing than the other. It’s all about combining power and strength of each other to create a superpower. One partner can be introvert the other one can be extrovert. They don’t need to be a good friend to be a good partner. All they need is to see the strength within each other, without any assumption or without any biases so both parties can use their skills for the best of the partnership to create that competitive edge within the market that they are competing at.
Partnerships are about alignment with the end goal being able to leverage your strengths with their weaknesses and vice versa. Whether you’re partnering with a person/entity that is more outgoing, more experienced, better connected, more tech savvy, or anything else, structure the partnership to allow one another to run full speed in your respective lanes. Stay out of the weeds and report happenings at a high level for transparency and confidence building.