Why Co-Leadership Works for Introverts, Often Overlooked for Leadership Roles

I read a recent study that revealed that 65% of senior corporate executives perceive introversion as an impediment to leadership. This perception is likely influenced by the dominance of extroverts in senior leadership positions. In fact, the same study found that 65% of these roles are occupied by extroverts. Confirmation bias is bias, I suppose. I’m an introvert leader, and I agree with David Burkus, that introverts are excellent leaders. The nonprofit sector, like business, often favors leadership traits that align with extroverted personalities, such as overt charisma and an assertive presence. However, the unique strengths that introverts bring to the table are equally vital, especially in environments that demand deep commitment and thoughtful execution. By highlighting these strengths, we can reveal how introverts are not only suitable for leadership roles but can excel in them.

Depth of Written and One-on-One Communication

Introverts may not always express their emotions openly in large group settings, which can lead to misconceptions about their passion and effectiveness in communication. However, introverts excel in written communication and one-on-one interactions. This allows them to engage deeply, conveying complex ideas effectively and ensuring that crucial messages are delivered with clarity and depth. Their thoughtful approach fosters deeper connections with stakeholders, which is crucial in environments where the impact of communication must be both felt and understood deeply.

A friend from my GSA Network days, Timothy Michael , who is now getting a masters in Learning and Organizational Change did a study on introverted leaders from various sectors, (including myself full disclosure) for their capstone research project and in it found that every participant preferred building one-on-one connections over larger social settings. This preference aligns with their strength in forming deep, meaningful relationships, which are vital in nonprofit work. Mentorship emerged as a significant factor in their professional development, with participants benefiting greatly from mentors who shared similar identities or traits, such as introversion.

Strategic Engagement in Fundraising

Introverts may find the high visibility and active fundraising roles draining or plays less to their strengths, as these often involve large social gatherings and public speaking. However, I was quite a good fundraiser, using my ability to form deep, meaningful connections with donors, focusing on quality interactions over quantity. Introverts must plan when and how to engage, but that strategic engagement often leads to more sustainable fundraising efforts, building lasting relationships based on mutual respect and shared values.

Introverted leaders' preference for thoughtful and deliberate interactions makes them adept at forging these deep connections. Nearly all participants in Michael's study reported that professional relationships often began over work tasks, which allowed for more substantive engagements than casual conversations at networking events.

Deliberative Assertiveness

The careful deliberation and preference for building consensus that introverts bring to the table can be mistaken for a lack of assertiveness. However, this thoughtful decision-making process leads to more inclusive and effective outcomes. Introverts facilitate decision-making that considers multiple perspectives, leading to stronger team cohesion and commitment to the chosen course of action. And when I did need to be assertive, my deliberate process ensured it was at the right time for the right reasons and not as a performance of leadership.

Michael's research revealed that introverted leaders often feel the need to act more extroverted, which can be energy-depleting and inauthentic. However, this "functional extraversion" is seen as necessary in leadership roles. Despite this, introverts maintain their thoughtful and deliberate approach to leadership, ensuring that decisions are well-considered and inclusive.

Quality Networking

Introverts often prefer deep, meaningful interactions over extensive, surface-level networking, which can hinder their perceived ability to build broad-based support. By focusing on fewer, more significant relationships, introverts build strong, loyal networks that are highly beneficial for collaborative and sustained efforts in nonprofit endeavors. Their networking style ensures that each connection is authentic and aligned with the organization's core values.

Participants in Michael's study highlighted the importance of deep connections, both in their mentoring relationships and in their own leadership practices. This focus on quality over quantity in professional relationships ensures that each connection is impactful and supportive.

Leadership by Example

The common stereotype of a leader as a charismatic, outspoken individual does not typically align with the introverted personality. Introverts lead by example, often inspiring their teams through their actions and the quality of their work. Their reflective leadership style promotes a calm, stable work environment that is conducive to focused and sustained effort.

Michael's research supports this, showing that introverted leaders value authenticity and find ways to lead that align with their true selves. This authentic leadership style fosters trust and respect within their teams, contributing to a positive and productive organizational culture.

Overall, introverted leaders possess a range of qualities that are incredibly beneficial for nonprofit organizations. Recognizing and leveraging these strengths ensures a more balanced, thoughtful, and effective approach to leadership. By embracing the unique capabilities of introverted leaders, and supporting them through the right structure, nonprofits can enhance their leadership effectiveness and better achieve their mission-driven goals.

Why Co-Leadership Works for Introverts in Nonprofit Leadership

I am an introvert and was co-leader with another introvert. Co-leadership, particularly for nonprofit organizations, offers a dynamic structure that can be highly advantageous for introverted leaders. Obviously, there is the advantage of partnering with another more extraverted person, but even beyond that, rather than relying on an extroverted counterpart to handle more publicly oriented tasks, co-leadership allows introverted leaders to manage their energy more effectively and sustain their engagement over the long term. This model supports a shared leadership approach where both leaders, perhaps sharing similar introverted traits, can thrive.

Shared Energy Management

One of the primary benefits of co-leadership for introverts is the ability to share the energetic load of leadership responsibilities. Introverts typically expend more energy in social interactions and need more time to recharge. By sharing leadership roles, introverts can strategically manage their involvement in high-energy tasks, such as public speaking and large meetings, ensuring they can maintain their effectiveness without becoming overwhelmed. This shared approach allows them to alternate their active and recharge periods effectively.

The research by Michael supports this, highlighting how introverted leaders experience energy depletion from acting extroverted. Participants noted the need to recharge after social interactions, emphasizing the importance of managing energy levels to sustain leadership effectiveness.

Collaborative Decision-Making

Co-leadership facilitates a deeper collaborative process in decision-making, which is a natural strength for many introverts who excel in reflective and thorough analysis. And once an organizational rhythm can account for that, it becomes a huge asset. Having a co-leader to discuss and deliberate on major decisions will enhance the quality of the outcomes, as introverts often feel more comfortable and energized by engaging in meaningful dialogue rather than making quick, isolated decisions.

Michael’s study found that introverted leaders value thoughtful decision-making and often prefer building consensus, which aligns well with the collaborative nature of co-leadership that allows introverts to engage in deep, reflective conversations that lead to well-considered decisions.

Balanced Workload Distribution In a co-leadership model, introverts have the flexibility to balance their workload according to their energy levels and personal strengths. For me and my co-leader, it often meant deciding who had the bandwidth and energy to do a very energy-draining public engagement, or who needed to recharge because they had done a 4-day youth convening. This arrangement allowed us to take on tasks that are more aligned with our skills, such as strategic planning, research, and writing, while sharing or alternating more demanding tasks that might require high social engagement. Being able to have a more balanced distribution can prevent burnout and promote sustainable productivity and enthusiasm for their roles.

The study also highlighted that introverts prefer engaging in work tasks over social events, suggesting that a balanced workload distribution in co-leadership would optimize their contributions and prevent energy depletion.

Enhanced Support and Understanding

When two introverted leaders share a leadership role, there is often an intrinsic understanding and respect for each other’s need for downtime and thoughtful communication. This mutual respect can create a supportive work environment where both leaders feel validated and understood, and become a part of the organizational culture that values deep thinking and careful consideration over quick action. And increases the ability to respond when quick actions are needed with more strategic decisions.

Michael’s research noted that introverts thrive in environments where their reflective nature is respected and valued. Co-leadership offers the support and understanding necessary for introverted leaders to excel without compromising their need for thoughtful engagement.

Diverse Representation

Co-leadership also offers the opportunity to present a united front that represents a broader range of skills and perspectives. As two introverted leaders, our individual strengths complemented each other extraordinarily well, covering a wider spectrum of leadership qualities than a single leader might. This diversity enhances the organization's ability to tackle various challenges and opportunities with a more comprehensive approach.

Michael’s study also suggested that introverted leaders bring unique strengths to their roles, such as listening, observation, and thoughtfulness that enhance any leader. Co-leadership can leverage these strengths effectively, ensuring a well-rounded approach to leadership while still providing the dynamic drive needed to push work forward in nonprofit settings with high staff morale.

Conclusion

Co-leadership is particularly beneficial for introverts in nonprofit leadership as it aligns with their natural work patterns and strengths. By sharing the responsibilities and energy demands of leadership, introverted leaders can maintain a high level of engagement and effectiveness without the risk of burnout. This model not only optimizes their strengths but also fosters an organizational culture that values thoughtful leadership and strategic depth. Recognizing and implementing co-leadership structures in nonprofits can harness the full potential of introverted leaders, ensuring that their valuable insights and approaches are fully utilized in advancing the organization's goals.

Introverts, what do you think? Does co-leadership offer a better approach to senior leadership for us? Let me know in the comments. Strengthen your co-leadership team through team design or co-powerment seminar to take your team's effectiveness to even higher levels. Let's find out!?Schedule a meeting.

FAQ

1. What is co-leadership and why is it beneficial for introverts?

Co-leadership involves sharing leadership responsibilities between two or more individuals, making it an effective model for introverts. This approach allows introverted leaders to manage their energy better, focus on deep, meaningful interactions, and leverage their strengths in thoughtful decision-making. Co-leadership not only helps in balancing the workload but also supports a more reflective and sustainable leadership style that aligns well with the natural traits of introverts.

2. How does co-leadership impact decision-making in nonprofit organizations?

In nonprofit organizations, co-leadership facilitates a more collaborative and inclusive approach to decision-making. Introverted leaders excel in environments where they can engage in detailed, reflective discussions, allowing for more thorough analysis and considered decisions. This leads to higher-quality outcomes and enhances the organization's ability to meet its goals effectively, leveraging the diverse strengths and perspectives of each co-leader.

3. Why aren't more introverts in leadership positions?

Despite the strengths they bring, introverts are often overlooked for leadership roles due to prevailing stereotypes that favor extroverted traits, such as outspokenness and overt charisma. Many organizations mistakenly equate leadership ability with these extroverted behaviors, overlooking the deep, thoughtful, and strategic qualities that introverts possess. This bias can hinder introverts from rising to leadership positions, even though their approach to leadership often results in high levels of team engagement, thoughtful decision-making, and strong, authentic relationships that are crucial for leadership success.

4. What are the best practices for implementing co-leadership in an organization?

1. To successfully implement co-leadership, organizations should ensure clear communication of roles and expectations, respect for each leader's strengths and recharge needs, and a structured approach to sharing responsibilities. It's also important to foster an organizational culture that values diverse leadership styles, supports deep collaboration, and promotes an understanding of each leader’s contribution to the organization's mission. Training and ongoing support for co-leaders can also enhance the effectiveness of this leadership model.