So I'm An Introvert - Who Knew?

It took a long time for me to realise I was actually an introvert. By the way, people who know me will be laughing at this point when they read this, because it seems so unlikely. Yes, I am very outgoing, but only when I have to be. Yes, I am attending a lot of networking functions and pressing the flesh with the best of them, but that is my job not my natural play. Yes, I am making small talk like an absolute legend, but I had to learn how to do that. As an introvert, I find being so outgoing very tiring and it requires massive effort and energy on my part. The introverts will be nodding in agreement at this stage.

Rather than being an introvert, I always thought I was an ippiki okami (一匹狼) or a lone wolf type of guy. I grew up an only child, spending many years in the bush - self-contained, independent, self-aware and self-motivated. When I realised I was an introvert, I started to look at things differently. I definitely cut myself some slack about having to be "on" all the time. I started to better allocate my energy bursts, as I entered the social fray.

It also changed my view about how to get everyone working well in the organisation. Was there more potential there than meets the eye? Why aren't we all more creative as a group, able to out-flank and out-smart the competition? Can we expect to get where we need to reach by doing the same old things as before? Are there issues internally which we need to take another look at? Are we fully mobilising all of our strength?

Could our current leadership facilitation skills be hindering potential idea creation? Are we getting the full breadth of the team's contribution? Diversity is important to foster creativity and different angles of analysis. One of the frustrating aspects of business is that there are lot's of breakthrough ideas that never get aired. To beat the competition, we have to come up with some things in our business that they don't have or can't match. The brains and innovation power of the teams are the key differentiators in the market. As leaders are we neglecting people in our teams who may be an as yet untapped secret weapon?

Your team’s deep introverts never fight for the brainstorming blue marker pen. They leave it to the extroverts to occupy the white board, the ideas, the airwaves and the debate. Consequently, we wind up with a shallower harvest of ideas for the organisation. Voluminous and loud doesn’t mean most smart or insightful, but too often the same bolshie few dominate the proceedings. Over time this breeds a dangerous winnowing process entertaining a narrow band of ideas produced by the noisy minority. How do we unleash the full power of these introvert types, who don’t bark and don’t bite? This is especially important in Japan where the culture drives modesty, anonymity and a teishisei (低姿勢) or low profile.

We make it hard for ourselves by using the wrong technology to unearth good ideas and innovations. We offer up environments which hinder access to the creative power of the group. The absolute classic is the whiteboard pen. This harmless implement, in the wrong hands, is a stone cold killer of innovation. Have you ever heard this: "Ok, let's get some ideas up on the whiteboard", as the facilitator of the meeting scans the room for tasty brain morsels to write down. The "think on the fly" types excel at this game. Bouncing idea around that just pop into their heads is easy and fun for them.

The more deep thinkers (engineers anyone?), are sitting there bemused by all this fluff flying around. They are working on the best idea and are cooking it slowly before they are ready to release it. The shy are excluded entirely because they can't muscle their way into proceedings, which are dominated by the dominant in the room. We are now excluding a good proportion of the room from the drill. Is there a better way?

“Think and Write” is a great tool to tone down the airwaves competition. Instead of sponsoring a streetfight like shoutfest of ideas, like the old style stock exchange floor brokers bellowing orders to chalkies, we start with tomb like silence. Have everyone write down their ideas without any discussion or conversation. Encourage them to pump out as many ideas as possible in the time allotted. The effervescent extroverts, the Type A personalities and the scary senior managers in the room are reduced in power, as we create quiet space for ideas from all.

Having done some thinking on the subject, we might call on specific individuals to nominate their ideas and then transfer these to a whiteboard, so everyone can follow the idea milieu. It is a good approach to start the ball rolling with the introverts. They have nowhere to hide now, because they have written something down and are not going to be embarrassed by a poverty of input. The extroverts can bring up the idea rearguard and add any points that have been missed.

The key is not to ask a question like, "Hiromi, give me your idea". That is too confronting for introverts because the descriptor "idea" sounds like too much pressure. They are thinking "what if my idea is no good " or "will I embarrass myself", or "will they laugh at me", etc., and freeze up. Instead ask them, "Hiromi, what did you write down?". This is much safer and they will tell you.

Pre-meeting detailed agendas are also a great aid to idea generation. Turning up at the brainstorming session and being brilliant may be a bit tricky, if you have never dwelt deeply on the topic or tried to plumb the depths of a fussy business conundrum. A bit of context around the problem always helps, as does an indication of what we are trying to achieve from the exercise. With this agenda distributed well beforehand, everyone will have had time to gather thoughts. The extroverts probably won’t need much time, because they are usually highly opinionated about everything anyway, but the introverts will appreciate some space.

Try to schedule brainwork for the mornings. The vast majority of people are fresher in the morning that in the afternoon, especially after lunch (also a good idea is to provide lunch and make it light). Don’t always assume you have to swallow the whole innovation exercise in one gulp. A rolling feast of idea generation sessions may work very well, as the team cooks the ideas slowly and more thoughtfully. Taking idea creation breaks throughout can also be effective. Concentration spans vary and regular brain rest breaks may help to get more and better ideas emerging. We get caught up in the time schedule and just keep pushing forward. Our deeper thinkers may do better with more frequent breaks.

Small group work can also sort out the rowdy redwoods in the room and allow some sunlight to fall on the introvert undergrowth. If we appoint a facilitator to each small group and make it their job is to get ideas out from all, then we will see more participation by the shyer team members. Idea creation and public announcement speed differs because some people are internalisers carefully analysing, sifting, sorting, and shaping before they offer up their gem to the masses. Provide plenty of time for the brain digestive process to run its course.

Importantly, allow absolutely no criticism whatsoever of ideas during the idea generation stage. If you want to silence an introvert forever, just say their idea is “rubbish”. You cancel their idea generation ticket right there, because they (and all their introvert buddies who are watching), will withdraw from the fray and leave the field of battle to the extroverts. We want as many crazy ideas as possible in stage one. My dumb idea might trigger a brilliant idea by you. We need that initial trigger though. If you kill me with a critique, I will withdraw and stop contributing any ideas, let alone crazy ones.

Marshall the full brainstorming power of the team by planning for it. Unleash the introverts, the shy and the timid by providing an innovation path for them to tread. In the innovation game, the spoils go to those who can harvest the most ideas and then sort out the best. To do this we need everyone contributing to the effort, especially those we never usually hear from.

Engaged employees are self-motivated. The self-motivated are inspired. Inspired staff grow your business but are you inspiring them? We teach leaders and organisations how to inspire their people. Want to know how we do that? Contact me at [email protected]

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About The Author

Dr. Greg Story: President, Dale Carnegie Training Japan

In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making and become a 30 year veteran of Japan.

A committed lifelong learner, through his published articles in the American, British and European Chamber journals, his videos and podcast “THE Leadership Japan Series”, he is a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. Dr. Story is a popular keynote speaker, executive coach and trainer.

Since 1971, he has been a disciple of traditional Shitoryu Karate and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.