01 the strengths of introverted leaders using these...

2 The Strengths of Introverted Leaders The Introverted Leader


1. THE STRENGTHS OF INTROVERTED LEADERS Though introverts may be less noisy at work they outnumber extroverts. In fact, many high-‐powered executives—a full 40 percent—describe themselves as introverts, including

Microsoft’s Bill Gates, Berkshire Hathaway’s Warren Buffett and Former Avon CEO Andrea Jung. Introverted leaders have the right temperament to lead organizations in a competitive, global economy.

Key Learning Point: The Strengths of Introverted Leaders

Unlike shyness, a product of anxiety or fear in social settings, introversion is a key part of personality— a hardwired orientation—and may be best defined by several characteristic behaviors. Introverts derive their energy from within, avoid showing emotion, and keep personal matters private. Five more defining behaviors to look for within your team:

1. Think first, talk later. Introverted leaders think before they speak. Even in casual conversation, they consider others’ comments carefully, and stop and reflect before responding. Their tendency to be more measured with words is a major asset in today’s recession, when no leader 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 and ideas before moving on to new ones. They are drawn to meaningful conversations—not superficial chit-‐chat – they are great listeners, ask great questions and really listen to people’s answers.

3. Exude calm. Introverted leaders are low-‐key. In times of crisis, they project a reassuring, calm confidence and regardless of the heat of the conversation or circumstances, speak softly and slowly.

4. Let their fingers do the talking. Introverted leaders prefer writing to talking. They opt for e-‐mail over the telephone and meet face-‐to-‐face only when necessary. Their comfort with the written word helps them better leverage online social networking tools such as Twitter—creating new opportunities to be “out there” with their employees as they deal with uncertainty and fear.



5. Embrace solitude. Introverted leaders are energized by spending time alone. Sufferers of people exhaustion, they frequently need to retreat to recharge their batteries. These regular timeouts fuel their thinking, creativity, and decision-‐making, and when the pressure is on, help them be responsive— not reactive.

Question: How can these five strengths be used to enhance one’s leadership?

Answer: Introverts are leaders. When these strengths are tapped into, individuals and organizations can be successful in meeting many of today’s tough challenges. Type A, extroverted cultures need a variety of styles, including those of introverts, in order to compete.

Key Learning Point: Why We Should Pay Attention to Introverted Leaders

There are several good reasons for better understanding and recognizing the strengths of introvert in your organizations.

1. When you tap into your introverts' hearts and minds, you promote more creativity and innovation. Their individual ideas can help advance your entire team. Organizations get a return on investment when introverts contribute their ideas. Think about what we would miss without Microsoft and its introverted founder Bill Gates!

2. Calm and reasoned responses from introverts can also avoid costly mistakes.

Former CEO Doug Conant of the Campbell Soup Company says that the key challenge for leaders today is to get beyond the surface and unlock the full potential of all their colleagues.

3. Companies benefit from a diversity of management styles. Allowing introverted leaders to lead with their quiet confidence builds trust, leading to employee engagement and retention.



Key Learning Point: What Introverted Research Tells Us

Here are some of our research findings about introverts in the workplace that you may find surprising. What implications do they have for you? Your work team? Your organization?

50%$of$the$population$is$estimated$to$be$introverted

40%$of$executives$describe$themselves$

as$introverts

4$out$of$5$introverts$believe$that$

extroverts$get$ahead$at$work

80%$of$introverts$suffer$from$people$

exhaustion

Introverts$have$been$found$to$be$the$most$effective$leaders$of$

extroverted$employees



Key Learning Point: Famous Introverted Leaders Past and Present

Can You Guess The Introverted Leader (see the answer key on the next page)? Many famous leaders are introverts. Can you guess who these ten are?



Answer



Introverted Leadership Skills Assessment Circle your responses based on your own assessment of yourself at work. Try not to be tough or too easy on yourself. SA = Strongly Agree; A = Agree; D = Disagree; SD = Strongly Disagree; NA = Not Applicable I. Public Speaking 1. I prepare stories and examples for my presentations. SA A D SD NA 2. I rehearse presentations out loud. SA A D SD NA 3. I use my voice for maximum impact. SA A D SD NA 4. I take opportunities to speak publicly for practice. SA A D SD NA 5. I prepare stories and examples for my presentations. SA A D SD NA II. Managing and Leading Employees 1. I maintain an appropriate balance of “hands on” work and

delegation. SA A D SD NA

2. I consider personal and communication styles when managing.

SA A D SD NA

3. I am fully present and tuned in when listening. SA A D SD NA 4. I let conflict surface on my teams when necessary. SA A D SD NA 5. I maintain an appropriate balance of “hands on” work and

delegation. SA A D SD NA

III. Heading Up Projects 1. I spend time building credibility with project members. SA A D SD NA 2. I am clear in informing people about my expectations for a

project. SA A D SD NA

3. I share the limelight with others on projects. SA A D SD NA 4. I use humor to stimulate creativity and connection on a

project. SA A D SD NA

IV. Managing Up 1. I meet with my boss on a regular basis. SA A D SD NA 2. I prepare questions about roles and goals. SA A D SD NA 3. I approach my boss with problems and potential solutions. SA A D SD NA 4. I give and receive feedback from my boss. SA A D SD NA V. The Meeting Game 1. I prepare agendas for meetings and ask for them when I’m

invited. SA A D SD NA

2. I have ways to handle “bullies” in meetings. SA A D SD NA 3. I speak up when I have something to contribute. SA A D SD NA 4. I use a variety of group techniques to engage participants. SA A D SD NA -‐-‐-‐ Continued on next page -‐-‐-‐



VI. Building Relationships 1. I know what I have to offer networking contacts. SA A D SD NA 2. I am using social networking tools to connect. SA A D SD NA 3. I am engaging in substance talk vs. small talk. SA A D SD NA 4. My value is known by others in and outside my

organization. SA A D SD NA

5. I know what I have to offer networking contacts. SA A D SD NA How to Interpret This Assessment

Review your responses. The pattern is what is important. There is no numerical scoring. Follow these three steps:

1. Write down 3-‐5 of the question numbers where you circled Strongly Disagree or Disagree. They may cluster in one section or be scattered throughout. By putting the lens on these specific skills you can seek specific solutions and be more focused in your development.

Strongly Disagree Disagree

2. Ask for feedback from managers and peers. Also consider which skills may be more valued in your organization. You may find it helpful to ask for your manager’s or peers’ feedback on how you are doing in these areas and what they think matters most to your organization.

3. Don’t Forget Your Strengths. We spend so much time on fixing and looking at what we aren’t doing well that we forget the leadership situations we already handle well. What are those? Write some of the items where you circled Strongly Agree and Agree.

Strongly Agree Agree

How can you build on these assets? For instance, if you do a good job of “sharing the limelight with others” (Question III. 3), can you bring that strength to another workplace situation? You already do it well, why not capitalize on it and become even more effective?



Key Takeaways

Introverts are leaders. They are very successful in their own quiet way. They have the right temperament to lead others in a competitive, global economy. Their numerous strengths can be applied to help themselves and their organizations grow make up 50% of the population and many accomplished people are introverted.

Quiz (check your answers on the last page)

1. One characteristic not associated with introverted leaders is: a. Energized by solitude b. Thoughtful considered reflection c. Writing out ideas d. Small talk

2. Research reveals that introverted leaders are highly effective with extroverted employees. One reason for this is:

a. They listen and allow the extroverts to express their ideas b. They are opposites and opposites attract c. They are stepping out of their comfort zone d. They have a hard time being heard and the extroverts take over

3. Introverted leaders perform well in times of crisis. This strength is the most important one they use:

a. Listening b. Exude calm c. Writing d. Depth Vs. Breadth



Applying what you have learned

Here is a sample that you may consider.

I will select one person who is an introvert in my organization and will observe them.

I will identify at least 3 strengths they exhibit.

Three Strengths: (1) ________________________________________

(2) ________________________________________

(3) ________________________________________

The benefit is that I will know how to better recognize these strengths. The organization will benefit because I will be better able to utilize the strengths of the introverts around me.

Now, write your own action.

I will _________________________________________________________________________________________ ________________________________________________________________________________________________ The benefit to me and my organization will include _____________________________________ ________________________________________________________________________________________________



Quiz answer key

Question 1 Answer Key a. Spending time alone energizes introverted leaders. Sufferers of people exhaustion, they frequently need

to retreat to recharge their batteries. These regular timeouts fuel their thinking, creativity, and decision-‐making, and when the pressure is on, help them be responsive— not reactive.

b. Introverted leaders think before they speak. Even in casual conversation, they consider others’ comments carefully, and stop and reflect before responding. Their tendency to be more measured with words is a major asset

c. Introverted leaders prefer writing to talking. They opt for e-‐mail over the telephone and meet face-‐to-‐face only when necessary. Their comfort with the written word helps them better leverage online social networking tools such as Twitter—creating new opportunities to be “out there” with their employees.

d. The correct answer. Introverted leaders don’t relish small talk. Focus on depth. Introverted leaders seek depth over breadth. They like to dig deep—delving into issues and ideas before moving on to new ones. They are drawn to meaningful conversations—not superficial chit-‐chat – they are great listeners, ask great questions and really listen to people’s answers.

Question 2 Answer Key a. The correct answer. Research by Adam Grant, Gino Hofmann (2011) suggest that by being receptive to

employees’ efforts to voice ideas, less extraverted leaders can develop more efficient and effective practices that enhance group effectiveness.

b. There is no evidence to suggest that the fact that because opposite personalities attract introverted leaders are more effective with their extroverted employees.

c. Introverts often do step out of their comfort zone when they manage people. They can find their energy used up after a day of managing. However, they draw on their natural listening preferences and one-‐on-‐one connections to bring the best out in employees.

d. This can be true at times, however successful introverted leaders still get their voice heard and their vision realized.

Question 3 Answer Key a. Listening helps build trust and people know they can vent to an introverted leader. This is helpful but

sometimes there is not a great deal of time for listening. Action has to be taken. b. The correct answer. Exuding calm and responding instead of reacting is a hallmark of the introvert

personality. Teams respond well to leaders who are modeling thoughtfulness and calm in the midst of constant change. If they know their leader is not in panic mode, they can continue to perform during pressure.

c. Writing is a key form of introvert expression; important information is communicated that way. However, face-‐to-‐face contact is very effective during times of organizational crisis. This offers the opportunity for dialogue and questions.

d. Introverted leaders seek depth over breadth. They like to dig deep—delving into issues and ideas before moving on to new ones. They are drawn to meaningful conversations—not superficial chit-‐chat – they are great listeners, ask great questions and really listen to people’s answers. While this is important, opportunities to dig deep may not be available.

01 the strengths of introverted leaders using these...

Documents