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1-800-367-7474 mylifematters.com 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 continued inside continued from front 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. Help us make The Advisor a “must read” every time it reaches your desk. If you have a comment, question, or story suggestion, please e-mail your feedback to [email protected]. • 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 continued on back 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 continued from inside 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. 14-2 EP