5 Misconceptions about Leading Introverts - Introvert Whisperer

Introvert Whisperer / 5 Misconceptions about Leading Introverts - Introvert Whisperer 5 Misconceptions about Leading Introverts The last thing we think of when we consider ‘leaders’ or people in powerful positions is an introvert. The common archetypes of the boisterous backslapper, the charismatic crowd-pleaser, and the power player tend to command our perceptions. The thing we most often forget is that personality is not destiny- even if these archetypes tend to gravitate towards leadership roles more frequently than others, it does not always mean they are the best option. Let’s take a step back from our conclusions on what makes a leader for a moment and examine the myths surrounding introverted leadership. Myth #1: Introverts Have a Hard Time Networking Often, in business, networking power is almost a currency. Those who have solid networks tend to wind their way up to the top. For extraverts, making connections is a simple process where no one is truly a stranger, leading to a swiftly accumulated list of contacts that can absolutely dwarf the efforts of the average introvert. Remember- it’s not what you know; it’s who you know, right? Not necessarily. Having a massive list of nearly anonymous names can render someone virtually ineffective in times of need when held in comparison to a smaller circle of well-curated acquaintances, friends, and even partners. The extravert’s strength lies in knowing just enough about a vast number of people whereas the introvert’s ability to curate and forge strong relationships with a smaller group of people by absorbing a large amount of information about the people they spend time with. This can prove even more valuable when it comes down to a measure of quality over quantity. Quantity can be useful for a salesperson who needs a large number of leads to move a product, but discovering the hidden talents of a small team can maximize workplace effectiveness. Myth #2: Introverts Are Less Charismatic Than Extraverts First impressions have a massive psychological effect, which is why they’re such a powerful use of communication for extraverts. While these moments can be powerful, they can also be misleading- a quick smile and a confident handshake can propel an extravert into a leadership position that would have been perfect for that introverted candidate. This doesn’t have to be the introvert destiny, but even if they do overcome a naturally reserved demeanor and are able to mimic the obviously successful behaviors of extraverts, there will always be an almost perceptible notion that they are going against their natural way by doing so. While the likeability of an extravert can galvanize feelings of trust and competence that may not be supported later on, an introvert’s low-key first impression gives them space to present their achievements later. While an introvert may never be skilled at grabbing the attention of an entire room by walking into it, their quiet, calm efficiency often becomes a breath of fresh air for those have tire of the over dramatic failures of past leaders. Myth #3: Introverts Are Poor Communicators Extraverts relish taking center stage, whereas introverts tend to shrink from it. This holds true a lot of the time, but skilled introverted leaders are well aware that public speaking is a necessity at times and can rise to the occasion. Introverted leaders are self-aware to the point where they can recognize their own shortcomings in the professional arena- typically they know that this is not one of their strengths. Leaders excel when they spend ample time preparing remarks, editing them down to truly understand the concepts and context behind their ideas. Introverted leaders may feel underprepared even during times of over preparation on stage, but their attention to detail typically pays off. Myth #4: Introverts Make Ineffective Managers The aforementioned archetypes are typically the belle of the ball when it comes to people’s perceptions of leadership, but there’s some pretty poor stereotypes of introverted managers that exist. The manager who hides in their office rather than dealing with their team/subordinates is certainly true in some cases, but there is also the stereotype of the overzealous extraverted micro-manager who intervenes in every minuscule occurrence that goes on in the workplace. Introverted managers can help create and form an independent powerhouse of a team by restricting interactions with co-workers to only those situations where their presence is actually needed. This allows trust to build as delegation becomes much more effective than trying to do everything themselves. Myth #5: Introverts Are Anti-Social Perhaps the most common misconception of an introverted personality is that they dislike social interaction and public encounters. Realistically, introverts are drained by public social interaction (while their counterparts, the extraverts, are energized by them) but it’s rare that the introvert avoids social engagement entirely. It’s much more common for an introvert to be a bit more picky about socializing than the extraverts as they need to be mindful and conserve their energy. In leadership situations, this can prove to be enormously beneficial. Extraverted leaders might call for unproductive needless meetings regularly as facetime plays to their preferences, introverted leaders tend to try to limit time spent with idle chit-chat and bring a more focused, task-oriented approach to meetings (which reduces both the intensity and duration of meetings). The majority of the time, your team will not protest to these reductions. Author Bio: