Maximizing the introverts
Crucial hiring choices : extroverts vs introverts
Introverts have more to offer than you might think . Here ’ s how to get the most from these hidden gems .
Management
Diana Varma
It ’ s no surprise that today ’ s workforce is incredibly diverse . Diversity provides different perspectives , creates unique solutions , and enriches corporate culture . It can also pose some management challenges . The good news is that regardless of background or other diversity , most people can be grouped into two broad categories : introverts and extroverts . Membership in one or the other impacts a worker ’ s motivation and productivity for better or for worse . Understanding how to manage workers at either end of the introversion-extroversion spectrum is no doubt challenging , but it ’ s also an exciting opportunity to engage more of the workforce , more often .
Let ’ s begin by defining the terms introvert and extrovert . The terms are often thought to be synonymous with shy and outgoing . While it ’ s true that some introverts can be fearful of social judgment and some extroverts are socially confident , the two terms are , in fact , not the same . Furthermore , it ’ s incorrect to assume that introverts don ’ t enjoy socialization as much as extroverts . Instead , the affinity for introversion or extroversion relates to how one responds to stimulation . Looking at it another way , it ’ s where and how someone receives their energy . Introverts feel best and most alive in quiet environments . In contrast , extroverts enjoy lots of stimulation . However , these rules aren ’ t true all the time and few people would say they are completely polarized on one side of the spectrum or the other . Most people identify somewhere along the spectrum , including those who fall directly in the centre ( called ambiverts ).
Susan Cain , author of Quiet : The Power of Introverts in a World That Can ’ t Stop Talking , is the foremost expert on managing introverted personalities in the workplace . Cain argues that there ’ s a systemic problem in today ’ s corporate culture . It can be argued that most businesses cater to , and have bias for , extroverts . Looking at the open-concept offices of today ( without any type of separation from one person to the next ), one does not have to look far to find stimuli designed for extroverts . There tends to be a lot of ambient noise and visual distractions in busy workspaces , but they are trendy because they are believed to improve communication and collaboration . Similar to the workplaces of today , many schools and educators institute team-based projects for just about every subject ( including math , which one would think requires independent thought ), with team-based pods – groups of desks – to facilitate activities . Perhaps it ’ s because an overwhelming number of teachers consider themselves extroverts that they structure lessons this way , and there is absolutely nothing wrong with learning how to work with others , but the heavy emphasis on teamwork may be putting both introverts and extroverts at a disadvantage .
Introverts may have trouble voicing their ideas to their peers or they may feel put on the spot and uncomfortable too often . Alternatively , independent thought is important for extroverts to practice . After all , solitude is often the common denominator when it comes to creativity and innovation .
Cain explains that society shifted from a culture of character to a culture of personality in the twentieth century because workers began coming to cities to work where they had to prove themselves to strangers . Regarding an individual ’ s moral righteousness above all else became second to one ’ s social magnetism and charisma . Therefore , Cain rightly identifies that workplace culture – and arguably culture at-large – is designed in such a way that in order to be successful , you must be extroverted , or at least act extroverted . You must show team spirit , vocalize your ideas , and be outgoing with your co-workers … or get left behind .
Cain argues that “... when it comes to creativity and leadership , we need introverts doing what they do best .” Cain points to research by Adam Grant of the Wharton School at the University of Pennsylvania , which says that introverted leaders deliver better outcomes than their extroverted counterparts . The rationale behind these findings is the tendency for introverted leaders to empower their employees and let them to run with their ideas more of the time . “ There is zero correlation between being the best talker and having the best ideas .” She also believes that leaders like Gandhi , Eleanor Roosevelt , and Rosa Parks – who described themselves as quiet – were arguably more impressive and listened to when they entered the spotlight because audiences understood that their messages were coming from an authentic place , not because they wanted the attention .
Maximizing the introverts
Cain says that in order to maximize human potential , it ’ s in managers ’ best interests to understand how to get the best out of their people , whether introverted or extroverted . One third to one half of the population considers themselves introverts , after all . So how do we maximize that potential ? Consider the following .
Physical workspace While open concept offices are great for some , they are not ideal for everyone . Even extroverts who are easily distracted perform better in quieter , stimulation-free spaces . Office furniture brand , Haworth , estimates that 15 % to 20 % of offices today are completely cubicle-free . In a 2016 article for Fortune , writer Laura Entis declared “ the open-office concept is dead !”
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