Four tips for working well with introverts
In Quiet, Susan Cain makes a compelling case for the value of introversion, despite the trend of moving away from environments and standards where quieter people tend to flourish. She lists a trove of famous introverts, including Steve Wozniak, Eleanor Roosevelt, Rosa Parks, and Dale Carnegie. Other highlights include some hilarious takes on her participation in a Tony Robbins seminar and Saddleback Church worship service.
Takeaways to consider:
Keep an open mind. Leaders often expect introverts to be more outgoing in order to succeed in management. While everyone needs to regularly step out of their comfort zone, we need to evaluate what direction we want them to go. If you simply want them to conform to your idea of what they should be, try experimenting with a more empathetic stance. A rigid mindset doesn't help.
Challenge introverts appropriately. Society equates introversion with shyness and passivity. Pushing people to change personalities is unproductive. Rather, shape the environment to allow introverts to be the best version of themselves. Then provide the opportunity to let them experiment with more extroverted tendencies at their own pace. Like any strong relationship, find the balance between challenging and affirming, then be patient.
Know yourself. Everyone needs a sufficient amount of self-awareness, so long as it doesn’t lead to decision paralysis. We all need to account for boundaries, triggers, gifts, and limitations. Wherever you find yourself on the spectrum between introversion and extroversion, leverage your strengths. You can approach your weaknesses in two main ways: improve them on your own, or find a teammate to compensate for them if urgent circumstances don't minimize the opportunity for personal development, such as coordinating a work project with an imminent deadline.
Adopt a willingness to adapt. In line with the fixed mentality, people classify themselves as extroverted or introverted with no possibility for change. However, both sides have the opportunity to study advantages the other has to offer. The results from your Clifton's Strengthsfinders(TM) diagnostic test are neither rigid nor permanent. Instead, if a situation calls for you to use a relatively weak quality, experiment with ideas on how you can strengthen a necessary muscle.
Whether you are an introvert or need help engaging one, Susan's insights will assist you toward the greater goal of productive and respectful relationships with each other. When I took a Birkman assessment, I was surprised to find out my leadership style was more introverted, despite the outspoken nature friends knew me for. The turning point for me was acknowledging the opportunities and strengths introversion has to offer, then acting on them to bring out the best in me and any introverted teammates. My changes included listening more than talking, being open to solutions proposed by others, taking time to think through a response before speaking, and observing more attentively.
