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Introverts, Extroverts, and the Workplace
The workplace is not just a collection of people
from diverse backgrounds and cultures, but
a place where individuals with differing
personality types come together. A good
example of this is the contrast between
introverted and extroverted employees.
Extroverts are people who get their energy from
external stimuli, such as personal interaction,
social gatherings, and shared ideas. Introverts,
on the other hand, tend to find social interaction
and gatherings draining and are best able to
process information and think creatively in a
private setting. While estimates on how many
people are predominantly extroverted vs.
introverted vary, it is fair to say that most
teams have a mix of both types.
In the workplace, people who are extroverted
may be more inclined to enjoy tasks involving
teamwork, collaboration, or public speaking.
Introverts may prefer working solo and may
tend to be more reserved in meetings and other
social situations. While extroverts often come
across as motivated go-getters, introverts may
come across as disinterested or shy, especially
when viewed from an extrovert’s perspective.
In reality, both personality types have valuable
skills and useful insights to offer in a business
setting. For a manager, the trick is to recognize
the strengths of each individual employee and
learn how to make the best use of these assets.
Conversation with employees during shared
tasks or in social situations at work will give you
a sense of each employee as an individual and
help you determine what level of comfort he or
she has in different situations. This knowledge
may be helpful in determining not just where
the person’s talents are best utilized, but what
strategies you can employ to help realize his or
her maximum potential. Some areas where this
may apply include: Developing an awareness of which employees
are introverted and which are extroverted is
achieved through observation and interaction.
• Meetings. Extroverts are more likely to
actively contribute in meetings and brainstorming sessions, while introverts may
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prefer to observe and be reticent to
speak, in part because they often need
quiet time to process ideas and suggestions. Create options for obtaining input
from everyone by asking staff to contact
you with additional ideas as they occur
or by scheduling a follow-up meeting at
a later date. If a quicker decision is necessary, “prime the pump” by sending
out an agenda prior to the meeting. This
will give introverted employees time to
mull over suggestions for addressing
the concern while still allowing for
spontaneity and brainstorming.
• Teamwork. While extroverts often
thrive on collaboration, introverts may
prefer to find out what their specific
tasks are and accomplish them on their
own. Expect everyone to contribute
their fair share to a team, but be open
to allowing people to utilize their own
personal styles in accomplishing tasks.
If you sense that a team is having difficulty functioning because of a personality clash, address it promptly. (Always
consult with Human Resources before
taking any disciplinary action.)
• Multitasking. Extroverts often enjoy
the challenge of multiple projects.
Introverts, on the other hand, may
prefer to work on one task at a time or
feel scattered if their attention is pulled
in too many directions. One way to
turn this trait into a strength is to assign
introverted employees to large projects
that require sustained concentration. Be
certain to schedule periodic meetings
or check in by email to resolve questions and make adjustments to the
parameters of the project as needed.
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• Workspace. Introverts may struggle in
an environment with too many distractions, while extroverts may have difficult working in isolation. While there
may not be much you can do about the
area where your team is assigned to
work, allow individual employees some
freedom when it comes to managing
their personal workspace. For instance,
introverted employees may experience
improved concentration if you allow
headphone use in a cubicle area, while
extroverted employees may have an
easier time staying focused if they have
the freedom to interact with co-workers
on a casual basis from time to time.
In addition, keep in mind that more
introverted staffers may be well suited
to telecommuting should such opportunities arise.
• Recognition. Extroverts often appreciate public accolades and recognition,
while introverts may feel uncomfortable
in the spotlight. Consider a quiet word
of thanks or an email of appreciation
to acknowledge the contributions of
employees who feel uncomfortable
with public recognition. You might
also consider giving more reserved
employees a heads-up before singling
them out in meetings so that they
have time to mentally prepare.
Some other ways that you can create
opportunities for all team members to
contribute include: • Keep the lines of communication open.
Make it clear that you value the opinions of all your employees, not just the
more vocal ones. Encourage employees
to send you ideas that would increase
workplace efficiency or streamline
processes. Make it clear that these ideas
can be presented in person or by email.
• Create opportunities for leadership.
Extroverts may be more prone to volunteer for leadership opportunities. Make
sure introverts get their fair share by
requesting that they take the lead on
projects as well. If a person is simply
not suited to taking the lead on a team
project, consider offering him or her
a chance to take on a solo project that
suits her or his unique talents or skills.
• Become an advocate. Some employees
may be good at taking credit for their
work and promoting themselves, while
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A Manager’s Guide to Being an Introvert
Research suggests that people with
extroverted personalities are more likely
to become managers. However, many
of the traits that come naturally to
introverts are of great benefit to those
in leadership roles. Whether you are
an extrovert or an introvert, these tips
may be of benefit:
on morale. Instead, thoughtfully
consider your response. If you
need a few minutes of privacy to
calm down before you respond to
a situation, take it. If the situation
allows, it is often helpful to literally
“sleep on it” before responding.
• Listen. The introvert’s preference for
observation may be of great use to
managers. In meetings, state the goal
you want to achieve — then sit back
and let your team lay out options for
you to consider. The same goes for
one-on-one conversations — try to
be someone who listens first and
talks second.
• Consider risks. Carefully weigh
both the risks and the benefits of
each decision you make. If you are
not sure what to do, seek additional
input and weigh the consequences
of your actions. A more deliberate
approach to decision making will
help you avoid mistakes and make
it easier to develop contingency
plans should challenges arise.
• Gauge the impact of your reaction
before speaking. When faced with a
problem or a disappointing piece of
information, avoid an emotional
reaction that could have an impact
The LifeMatters® Management
Consultation Service is available to
provide coaching and assistance with
a variety of management-related
concerns. Call anytime.
Understanding how to motivate employees
based on their individual strengths and
weaknesses is an important aspect of
developing your own leadership skills.
If you would like more suggestions on how
to get the best from people based on their
personal traits and natural inclinations,
contact the LifeMatters® Management
Consultation Service. In addition, the
following books may be of interest:
Quiet Influence: The Introvert’s Guide to
Making a Difference and The Introverted
Leader: Building on Your Quiet Strength
by Jennifer Kahnweiler, Berrett-Koehler
Publishers, 2013
Quiet: The Power of Introverts in a World
That Can’t Stop Talking by Susan Cain,
Broadway Books, 2013
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others may prefer to have the work
speak for itself. When opportunities for
advancement or recognition arise, make
certain that all qualified employees
receive consideration. If an employee
seems reluctant to “toot his (or her)
own horn,” consider writing a summary
of the contributions that each team
member in contention has made
and submit it to the decision makers.
• Be fair. You may find that you are more
comfortable around extroverts than
introverts, or vice versa. Avoid playing
favorites or giving preference to those
employees whose personalities are a
more natural fit with your own. Look
for ways to create opportunities for all
employees and give them a chance to
shine.
Language assistance services in your preferred spoken and written
languages are available at no cost by calling 1-800-367-7474.
The Introvert Advantage: How to Thrive
in an Extrovert World by Marti Olsen
Laney, Psy.D., Workman Publishing
Company, 2002
Introvert Power: Why Your Inner Life Is
Your Hidden Strength by Laurie Helgoe,
Ph.D., Sourcebooks, 2013
Editor:
Denise Delvis
Design Team:
Philip Chard
Carol Wilson
Maribeth Kalmer
Published quarterly by Empathia, Inc.
©2014 Empathia, Inc.
All rights reserved.
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