Being an introvert is a workplace superpower – if you develop this vital skill

Telegraph

16-10-2024

If you have a career question you would like Helena to answer, get in touch at
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My
I, on the other hand, find networking in unfamiliar settings challenging. Crowds exhaust me, and every psychometric test I have taken confirms it: I'm an introvert, most comfortable with family, close friends or colleagues.
Yet, despite his gregarious nature, Richard dreads public speaking. In contrast, I often address large audiences around the world without trepidation.
This paradox illustrates a crucial point: introversion and extroversion don't always align with our assumptions about confidence and leadership abilities.
Yet when
Pioneering psychologist, Carl Jung, coined the terms 'introversion' and 'extroversion' to describe how individuals prefer to focus their energy.
Introverts recharge by spending time alone or in quiet environments with familiar people. Extroverts gain energy from interacting with others in social settings. Most of us are a mix of the two, but lean towards either introversion or extroversion.
Research on the proportion of extroverts to introverts varies, with studies suggesting ranges from 50:50, to one-third introvert and two-thirds extrovert.
Interestingly, Myers-Briggs, which offers popular personality tests, found that 57pc of people worldwide actually prefer introversion. However, it also found that nine out of 10 people in the UK feel pressured to behave more extroverted.
As Susan Cain, author of best-seller Quiet: The power of introverts in a world that can't stop talking,
puts it: 'Extroversion is an enormously appealing personality style, but we've
turned it into an oppressive standard to which most of us feel we must conform.'
Introverted aspiring leaders may feel the oppression more acutely, thanks to the widespread misperception that extroverted behaviours are synonymous with leadership potential.
Some sources suggest that up to 96pc of US company leaders are extroverts, a figure I find hard to believe.
While the traditional bias may be clear, I want to reassure other introverts that you can be just as effective and successful as a leader as your extrovert peers – even more so in certain contexts. And you can do that without pretending to be something you are not – in fact,
Working with different companies around the world I see a growing appreciation of the value of diverse leadership styles. That may be because the environment is increasingly bombastic, the pressures more intense, the solutions more elusive.
As Queen Elizabeth II put it so beautifully, 'Leadership is often about finding ways of encouraging people to combine their talents to work well together.'
Introverts can be brilliant at this, happy to conduct the orchestra rather than being a prima donna.
In my view, the one non-negotiable for effective leadership today – whatever your personality type – is confidence. The real sort, not bluster.
While confidence is often mistakenly associated with extroversion, it is not the same thing at all. Confidence is the feeling of trust in one's abilities, qualities, and judgement.
The distinction is crucial: while extroversion may help certain perceived aspects of leadership come more naturally – like working the room – it doesn't equate to being a good leader.
A good leader has the confidence to take risks, to have the courage of their convictions, to inspire others, to watch out for colleagues, and to be happy ceding the limelight.
And, of course, that doesn't require being loud or domineering. True confidence manifests in:
Self-assurance: Trusting in our abilities and judgement.
Authenticity: Being comfortable with our natural tendencies and strengths.
Adaptability: Willingness to step out of our comfort zone when necessary.
Empowerment: The ability to recognise and nurture others' strengths.
The good news for aspiring leaders is that everyone can develop confidence if it doesn't come naturally. It just takes practice.
When I started my career some 35 years ago, I was extremely shy. But I could see that my colleagues seemed to have
Each time, nothing disastrous happened, so my comfort zone expanded, and I took the next step. Gradually, my confidence grew, and as it did, people started giving me more responsibility. As I rose to meet those new challenges, my confidence increased again, and this continued until I became CEO.
But, of course, I never stopped being an introvert. Although sometimes in the past I tried to hide it, these days I don't feel the need to – it's now more widely recognised that
We can be thoughtful decision-makers, for example, since we spend much time in reflection, often leading to creative, well-considered solutions.
Introverted leaders also tend to be empathetic, inclusive listeners. I remember one regular big meeting where I struggled to make my contributions heard – these days, as chair, I make sure the quieter voices have their turn.
Introverted leaders can also be calmer under pressure, with their analytical minds focused on solutions. And they can be good at empowering people and creating opportunities for them to grow.
Obviously, there may be weaker areas that require conscious development – we may need to learn to communicate more proactively (no one can read our minds!) or to practise assertiveness.
We may also need to strike a balance between taking our time and making timely decisions. We can learn from our extroverted colleagues just as they can learn from us.
So, if you aspire to leadership but find yourself more energised by solitude than socialising, take heart. The world needs leaders of all types. Whether introvert or extrovert, it's vital to develop real confidence, embrace your natural strengths, and work around or overcome weaknesses.
Remember: effective leadership really isn't about having the loudest voice but about bringing out the best from everyone in the room.