The importance of ‘quiet leaders’.

Six years ago I was lucky enough to meet and start working for a leader who truly believed, role modelled, and encouraged me that it was more than okay to be myself at work. I’ve always believed this, but never put it into action, thinking it wasn't the done thing and wouldn't get me very far. But that encouragement has had a huge impact on my career and performance. It’s got me to where I am now, and helped me with the way I’ve built teams and encouraged people ever since.

In 2021, I was given the opportunity to set up our Digi Ops team at E.ON Next. This was always designed to be fully remote, with working hours that covered seven days a week, initially up to 10pm before we moved to 24 hours. For some, these kinds of working hours may sound awful, but it also meant I could build a brilliantly diverse, inclusive team. It allowed people who might never have thought they could work more than a few hours to go full time, and even develop into leaders.?

One thing I will always speak up for is how brilliant ‘quiet leaders’ can be, and what an asset they are to your team. They are often overlooked, due to the misconception that they can't engage or collaborate, they don't have the required confidence or are just ‘too quiet'. These are all myths, and they miss the point that quiet leaders also bring amazing qualities. For years, I would try just about anything to avoid being seen as a quiet leader myself. Now I'm more than comfortable admitting to it, and I act as a champion for others. It's only by being your true self that you can be at your best, feel able to ask for help, and genuinely be happy both at work and outside it.

Quiet leaders are expert thinkers. They have a brilliant ability to remain cool when those around them are feeling the pressure. You’ll often find they have the most innovative creative ideas – and yes, quiet leaders may well like to do their thinking and creating on their own. But they’re an important part of any team for all these reasons, and they love being part of it.

The inclusive way of thinking at E.ON Next means anything is possible. Our team soon had a fantastic mix of people, cultures, backgrounds, skills, and experiences. We have parents who’ve been able to find the perfect work/life balance, and work more hours than they thought possible. Students, who haven’t had to give up their whole weekends to earn money, and who’ve found an alternative to bar/restaurant work. Military wives, who have never been able to work flexibly due to the uncertainty of their partner’s role. In addition, all these new, flexible workers now have the chance to develop into leaders. As a single working mum myself and a determined one (some might say stubborn), it is important to me that we provide opportunities for diverse people in all sorts of situations.

I also can't think of anything worse than working with a group of people who are exactly like me! The way I see it, building a team is like making the perfect cocktail: you need all the right ingredients. And the best thing about having such a mix of skills, personalities, life experience, cultures and backgrounds, is that we all get to learn from each other. It also ends the pressure of believing that, to be the best, you have to be skilled at everything and do it all brilliantly. We're humans, after all, not machines. Having the best combination is how the magic happens.

Fancy joining an organisation that embraces different types of leadership? Good – because we’re hiring.