The Introverted Manager
Mike Ferguson, Fresh Ground Consulting
My favorite explanation of the introvert versus extrovert is that an introvert, after spending time in a room full of people, will feel tired. An extrovert will feel energized. Conversely, introverts tend to be more energized when working alone, while extroverts experience a decrease in energy.
Like all theories that divide us into two groups, it is best not to be dogmatic or generalize too much. Introverts can certainly exhibit extroverted behavior, and extroverts can work at solitary jobs. Personality tests, such as the well known Myers-Briggs, usually score introversion and extroversion on a sliding scale, meaning you could be a very introverted extrovert, or a extroverted introvert.
In fact, that is what I am, a extroverted introvert. While I do feel more energized while working alone, like I am as I write this, I have always held professional positions that required me to spend a lot of time in rooms full of people. Two things that I am very passionate about, writing and leadership/management, also reveal that I am a “borderline extrovert.”
Researchers tell us that the majority of people, perhaps 70%, are extroverts, and it is likely that the percentage is even higher among those in leadership and management positions. As someone who has been one of the 3 out of 10 introverted leaders out there, I have a few ideas on how to be effective as a leader if you are an introvert. For everyone else, I have some thoughts on how to work with an introvert.
Over the years I have been drawn toward coaching and mentoring relationships with introverted managers, because I believe they have a great deal to offer, but are too often overlooked. The following is one of the key recommendations I make for introverted managers.
FACILITATE RATHER THAN GENERATE – Some activities, like brainstorming sessions, require high energy. An extroverted manager might assume the role of cheerleader and participate enthusiastically in an energetic and vocal exchange. The introverted manager can ensure that the energy is captured and focused by tracking ideas on a white board. He remains in a leadership role by owning the larger outcomes and taking responsibility for keeping the activity on task and moving forward.
In the same way that sitting back and letting his team run with the ball may be a challenge for the extrovert, the introvert, even as facilitator, still needs to get the ball rolling in the first place.
If you supervise an introvert, invite them to lead by facilitating. Extroverts can be great at getting everyone excited but they sometimes forget to map the path forward. They get everyone running, but in several directions. While extroverts can be good at motivating groups as they feed off the energy of an “audience,” introverts are often more adept at motivating people one-on-one, a necessity on small teams, where each individual owns a critical elements of a project.
The people you supervise can be motivated in several different ways. The enthusiastic, visionary pep talk is certainly one of them. But people are also motivated by knowing there is a plan, a direction, a goal. Introverts are very often good planners. They are generally good listeners and can quickly read where someone is in terms of their understanding and commitment.
Although most managers are extroverts, I believe that introverts bring an important balance to any leadership team. But they need, “permission” to assume leadership roles, and those who supervise them need to take the time to understand their work styles. Their unique value is well worth the effort.