Introverted Leaders
This article was posted previously at Price Associates.
“Hi, I’m Andy. I’m an introvert.” “Hi, Andy.” So goes the
typical introduction at the local support group for nonextroverts. So many of us have, for far too long, considered
this aspect of ourselves to be something we would rather keep
private (after all, we are introverts) than let it be known to
others and bear the brunt of their attempts to fix us (make us
more outgoing and extroverted). We sometimes allow others to
treat us as if we have a disease. Perhaps we need to rethink
our view of this deeply seated aspect of self. Consider the
following list of fairly successful leaders in their
respective fields of endeavor: Albert Einstein, Warren
Buffett, Charles Darwin, Mahatma Gandhi, Sir Isaac Newton,
Larry Page (co-founder of Google), Eleanor Roosevelt, Steven
Spielberg, Steve Wosniak (co-founder of Apple). What do they
all have in common? You guessed it, introversion. So much for
the pity party held in honor of introverts. I have, in recent
years, gained more clarity about this strength that I have
been given. What is introversion?
Contrary to popular opinion, the word introvert is not a
synonym for hermit or misanthrope. It’s not the same thing as
shyness, nor is it the same thing as being highly sensitive.
It has a lot to do with how we process information (actually
which portions of our brains we use), the speed at which we
process that information, and with how we behave in the world.
We tend to think more deeply (we’re in our heads a lot) and
slowly than extroverts. We aren’t as excited about change,
especially rapid change. We tend to react to life more than
act toward it. We don’t really like conflict. We abhor small
talk, but most of us love deep meaningful conversations with
close friends.
I’m an ENFJ on the Myers-Briggs personality test, which is why
for so long I had no idea I was actually an introvert. Now
that I understand what introversion is, it explains much
better the way I experience life. In our consulting practice,
we use the DISC, a four-trait behavioral model built on the
psychology of William Marston. We measure behavioral traits on
four continuums:
D
I
S
C
–
–
–
–
dominance
influence
steadiness
compliance
In this model, introversion is clearly seen in the two
quadrants that align with high scores in the S and C aspects
of behavior. Extroversion is the opposite and corresponds
directly with the D and I aspects. Some individuals have DISC
scores that straddle the fence between the two, having one
foot in the extroverted side (D or I) and the other in the
introverted (S or C). We refer to these as ambiverts. They
nicely share the benefits of both sides and react
situationally according to either.
Extroversion: American Style
Have you ever traveled abroad? When I was in my fourth year of
architecture school, I spent a year studying at the University
of Copenhagen, Denmark. Every time we had a break, a friend
and I would load up our backpacks and hop the next train out
of town with our Eurail Passes. My host family spoke very
little English, so I was forced to quickly learn enough Danish
to be dangerous or perish. When we would travel throughout
Europe, I proudly displayed a Danish flag patch on my backpack
and, when in doubt, I would speak Danish rather than English.
Why?
Americans have a reputation around the world, for good and
ill. We are all familiar with the stereotype of the “ugly
American.” I think that’s what I was trying to avoid by
pretending to be Danish. In America, “introversion—along with
its cousins sensitivity, seriousness, and shyness—is now a
second-class personality trait, somewhere between a
disappointment and a pathology. Introverts living under the
Extrovert Ideal are like women in a man’s world, discounted
because of a trait that goes to the core of who they are.”
What we may not understand is that the Extrovert Ideal is an
American and western European cultural creation. In Asia and
other parts of the world, introversion is the ideal. For fun
and potential affirmation, google psychologist Robert R.
McCrae and look at his map of the world divided by the
superiority or inferiority of the trait we call introversion.
Around the globe, we are divided between valuing one or the
other of these opposing traits as most desirable.
The Introvert Revolution
Perhaps you’re unaware that a quiet revolution has begun.
Introverts, by nature, are patient folks. But when we’ve had
enough, sometimes we feel like Howard Beale, the character
played by Peter Finch in the 1976 film “Network.” The famous
quotation that Howard urges everyone listening to his newscast
to go to their respective windows and shout is, “I am as mad
as h_, and I’m not going to take it anymore.” Many introverts,
in their own way, are identifying with those feelings of
frustration. They are, in fact, tired of being chronically
misunderstood in American culture and are beginning to speak
up about it.
As Susan Cain told Forbes magazine in an article on January
30, 2012, “People have been waiting for permission to
articulate these things. Now that they have it, there’s going
to be a groundswell. Introverts are starting to speak out.”
Her words were prophetic. Since that time, only a year ago,
the revolution has begun to spread. Books are appearing on
Amazon. Blogs are spreading the word. Even the church is
beginning to recognize that for too long it has propagated the
stereotype of the extroverted pastor as the only model of
leadership for the faithful.
Introverted Leadership
“For better or worse, the world is increasingly under the
control of aggressive cultures—those that like to look
outward, to expand, to compete and win.” So says author and
expert on highly sensitive people, Dr. Elaine Aron. She goes
on to describe the coalition that exists in successful
societies, a coalition between what she calls “warrior-kings”
and “priest-judge-advisors.” So, according to her theory,
extroverts need us.
One of the things I so appreciate about the version of the
DISC developed by TTI is the clear statement in the training
manual that these behavioral traits are value-neutral. In
other words, we believe that leaders can and do come from all
different behavioral styles. Their leadership styles will
differ greatly, but they are nonetheless quite capable of
leading well, whether extrovert, ambivert or introvert.
The introverted leader leads differently. This is a crucial
aspect of self-awareness. As introverts who lead in our own
way, we must resist the temptation and the cultural pressure
to be something other than we are. As the priest-judge-advisor
leaders, we typically lead effectively leveraging those traits
to the good and success of the organization. We lead carefully
and wisely and most often in collaboration with other leaders
around us who are more of the warrior-king type. We lead
through change, often slightly adapting from our preferred
slower pace, but never compromising careful and knowledgeable
consideration as we move. We lead wisely through change. We
bring stability and security, a sense of quality and
excellence, to the organizations we head up.
This is essential and foundational information for all leaders
who find themselves on the introvert side of the behavioral
wheel. At Price Associates, we understand the unique strengths
and weaknesses that are associated with introversion and seek
to help these leaders use their strengths while minimizing
their weaknesses. We work intentionally with such leaders,
always keeping this critical behavioral diversity in mind. We
do not utilize, therefore, a one-size-fits-all approach to
leadership development.
If introversion is a part of your behavioral style (high S,
high C, high S/C), I would encourage you to embrace who you
are, without apology. For life-giving affirmation and
understanding of how you tick, I would suggest you start with
Susan Cain’s book, Quiet. As Guy Kawasaki, author of
Enchantment: The Art of Changing Hearts, Minds and Actions,
comments, “Quiet legitimizes and even celebrates that ‘niche’
that represents half the people in the world.” Happy reading!