Are you doomed as an Introverted Leader?

In this blog I aim to break a lance for the introverted leader. Lately in my field I am astonished to encounter more and more talented, ambitious people who see their introversion as a stumbling block. They seem convinced that an introverted leader can never become a CEO or a partner. In the Western world, many people associate charisma and an outgoing personality with leadership. But as I was taught in my childhood “people are not better or worse, people are different”.

Introversion on the diversity agenda

I advocate putting introversion on the diversity agenda. Extraversion as a preference is so entrenched in the way we think that introverted employees are (unconsciously) excluded from the outset as a potential candidate for a managerial position. Moreover, there is a good chance that the extroverted leader will choose a likeminded successor. In my field I am confronted with many introverts who already disqualify themselves. "I can't grow, I don't fit into the picture of the leader and I will never reach the C-suite level." They themselves have come to believe that only an extroverted personality is suitable to become a CEO or member of the management team. It strikes me that introverts not only think that they are not suitable, but that they would also rather be different. Accepting and exploiting the introverted part of their personality is still a long way off. This touches me deeply, as it resonates for me. Like so many others, I've spent years trying to disguise my serious side, afraid of rejection and therefore not being proud of that side of me.

What is introversion

Introversion has nothing to do with, as many people think, shyness. What matters is that an introvert thinks, acts and communicates in a different way. They draw energy by focusing inwardly, on thoughts and feelings, in order to recharge. Also called preference for introspection or reflection.

Susan Cain, in her book Quiet, states that at least 1/3 of people are on the introverted end of the spectrum. She describes a possible biological explanation for the differences, in high and low reactivity of the amygdala (our emotional switchboard) between introverts and extroverts. Karolien Koolhof, in her book Introvert Leadership, is firmer and claims that brain scan research shows that a certain brain lobe in introverts is smaller, so that they have less need for external rewards and therefore also produce less dopamine.

However, it is not that black or white. We all have introverted and extroverted aspects. But with one the balance falls more to one side and with the other, to the other side. In addition, there is not only one type of introvert. Susan Cain divides the introverted personality into four different types. She distinguishes between shy vs not shy and impulsive vs calm. Jonathan Cheek also captures introversion in four different types: the social introvert, thinking introvert, fearful introvert, and restrained introvert.

The unique qualities of an introverted leader

In general, introverted leaders are good listeners, focus on building trust, and seek deeper, more meaningful conversations, preferably one-on-one. And when applied to their team, they don't need to be at the forefront and prefer to work alongside their team rather than stand above them. In general, they are more participative and collaborative. They give their team space and wait before giving their own judgment or making a decision. They can also concentrate better for longer periods of time.

That is why the introverted leader comes into his or her own in, for example, an innovative environment. They are able to create a psychological safe environment: all ideas are welcome and mistakes are allowed. Creative teams and teams that need little guidance are given all the space they need to flourish and can innovate uninhibited.

A number of well-known examples of introverted leaders such as Bill Gates, Mark Zuckerberg and Warren Buffet show that introverted leaders do more than just ok! And this is also clearly evident through the work of former president Barack Obama, Angela Merkel, Marco van Basten, Lionel Messi and late Princess Diana.

What can you do?

Most important, the introverted leader should truly accept his or her introverted side and no longer sees it as something they have to banish or fight internally. In addition, they should challenge themselves to move out of their comfort zone in an authentic way. Just as introversion and extroversion is not black or white, authentic behavior is also a whole spectrum of color: Questions we works with are: ‘Which situations or working relationships are crucial to you? What behavior are you showing now and what is the impact? What impact do you want to have? How can you influence that?’ Oftentimes, people discover they possess a far greater range of authentic behavior than they've displayed thus far. To give an example where I recently coached a young leader who wanted to appear more approachable to an important new client. He arranged a one-on-one meeting in which he could seize that opportunity. Normally he would have waited and given the space to his extroverted manager to make contact, but we looked at how he could take the first step in a one-on-one setting. This allowed him to not imitate his extroverted colleague, but manage the situation in his own authentic way.

Would you like to further discuss empowering your introverted leaders in your organisation, then please reach out to Frouke Horstmann or look out on our website for our regular blogs on for example emotional intelligence.