 "Most people don't know I'm an introvert." I hear this from a surprising number of successful executives. Many of these leaders talk at length with me about their introversion, speaking candidly and often cathartically about the work they've put in to avoid being disregarded or misunderstood as a result of their quiet temperaments.
So, how do these introverted leaders manage to thrive in an extroverted business world? They seek to understand and play to their strengths.
Five key characteristics
Roughly 40% of executives describe themselves as introverts, including Microsoft's Bill Gates, investors Warren Buffett and Charles Schwab, Avon CEO Andrea Jung, and the late publishing giant Katharine Graham. Odds are, President Barack Obama is an "innie" as well.
The point is introverts are just as qualified as extroverts to lead organizations in a go-go business culture. For starters, let's look at five characteristics that help these leaders build on their quiet strength.
1. Think first, talk later. Introverted leaders think before they speak. Even in casual conversation, they consider others' comments carefully and stop to reflect before responding.
One executive tells me he sits back and listens to his leadership team's ideas and proposals, often using the silence as an opportunity to allow thoughts to bubble up. Learning by listening-not talking-is a method introverts consistently demonstrate.
They also use their calm, quiet demeanor to be heard amidst the organizational noise and chatter. One well-thought-out comment can move a group forward by leaps and bounds. It's not uncommon for the most powerful person in the room to also be the most quiet. An introvert's tendency to be more measured with words is a major asset in the current economy, when few companies can afford to make a costly gaffe.
2. Focus on depth. Introverted leaders seek depth over breadth. They like to dig deep, delving into issues fully before moving on to new ideas. Drawn to meaningful conversation, as opposed to superficial chitchat, they know how to ask great questions and really listen to the answers they're given.
"In addition to conducting organizational surveys and holding town hall meetings, I schedule walk-around time," said Dr. Deborah Dunsire in a recent interview with The New York Times.
Dunsire, who serves as president and CEO of Cambridge, Mass.-based biopharmaceutical company Millennium, noted the questions she asks on these rotations. She said, "I would just say, 'Hey, what is keeping you up nights? What are you working on? What's most exciting to you right now? Where do you see we can improve?'"
This type of in-depth questioning is something introverted leaders do exceptionally well, and it allows executives to look into what's happening within the reaches of their organizations while engaging top talent.
3. Exude calm. Introverted leaders are low-key. In times of crisis, they project a reassuring, calm confidence, and regardless of the heat of a situation, they speak softly and slowly.
Whether getting ready for a meeting, speech, or special event, their secret to success can be summed up in one word: preparation. Planning might involve writing out a list of questions prior to a big meeting or rehearsing aloud before delivering an important speech. Introverts often psych themselves up internally, too, by quieting negative thoughts and framing the upcoming experience in a positive light.
They also "act as if. "One executive tells me he pretends to be James Bond before major industry conferences, and by doing so, he feels cooler and more confident. Prior to networking events, Bob Goodyear, an Atlanta-based IT leader, tells himself, "I can do anything for 30 minutes!"
4. Let your fingers do the talking. Introverted leaders prefer writing to talking. This comfort with the written word often helps them better articulate their positions and document their actions. It also helps them leverage online social networking tools such as Twitter, creating new opportunities to put themselves "out there" with employees, customers, and other stakeholders.
For instance, on Best Buy's Blue Shirt Nation, an internal social network for employees, senior managers and sales associates can connect on an ongoing basis, discussing workers' feedback and ideas.
I know one CFO who writes a daily internal blog, and in a recent posting he described how he made a good presentation great, simply by practicing. By sharing his experience, he proved open and honest and provided coaching to thousands of employees.
5. Embrace solitude. Introverted leaders are energized by the time they spend alone. Sufferers of "people exhaustion," they frequently need to retreat to recharge their batteries. These regular timeouts actually fuel their thinking, creativity, and decisionmaking, so when the pressure is on, they're responsive–not reactive. When introverts honor that inner pull, they do their best work.
By managing interruptions, they also manage people's expectations. When asked to respond to requests or ideas, Martin Schmidler, a vice president at a national foodservice organization, often tells his team he needs time to absorb what's being asked or presented. However, he's clear on how and when he'll get back to people and consistently follows through on his commitments. This clarity and consistency helps builds trust with his team.
Jennifer B. Kahnweiler, PhD, is author of The Introverted Leader: Building on Your Quiet Strength (Berrett-Koehler). Founder and president of AboutYOU, Inc., an Atlanta-based leadership consultancy, she is an executive coach and corporate speaker. Contact her on the Web at aboutyouinc.com and theintrovertedleaderblog.com. |
