We’re all Ambiverts
Why, according to research, introverts and extroverts must meet in the middle to be more impactful leaders
Afraid that you can’t make it to the C-Suite because you are a natural introvert? Nervous to speak up in front of a crowd?
According to Dr. Karl Moore, that is perfectly ok.
In a world that can’t stop talking, there is strong evidence that introverted leaders bring great strengths to the C-Suite. But according to Dr. Moore, both introverts and extroverts must balance their natural styles to be most successful.
Moore argues that the historical model of leadership is outdated, that leaders must lean into their natural tendencies, and that adaptation is the most critical skill for those who rise.
Our ingrained model of leadership is outdated
Based on the composition of C-Suite leaders today, our traditional model of leadership has largely been based on men that are Boomers or Gen X’ers — leaders that were taught that a large voice and a big, extroverted personality was what was needed to rise to the top.
But in spite of society’s stereotypical view of today’s CEO, Moore’s research with 350+ C-Suite Executives across North America, Europe, and Asia shows that 40% of leaders are natural introverts, 20% ambiverts, and 40% extroverts — a very even split.
There is also evidence to believe that the demographic of future leaders are shifting. In fact, according to Moore, approximately 60% of Harvard Business School students are introverts. An internal poll Moore took during his visit to a Stanford GSB class on Reputation Management showed ~30% introverts and ~45% ambiverts — a much more diverse group than classic stereotypes would expect.
Today’s model of extroverted success is outdated and simply not supported by the data.
“There’s zero correlation between being the best talker and having the best ideas” — Susan Cain, Author of Quiet
And society has already started to recognize the value of more diverse voices in leadership, starting with the popular release of Susan Cain’s Quiet (reviewed by Moore here). What we need to do is recognize the potential to be ourselves and lean into our strengths.
Accept, and take advantage of, natural preferences
Moore asserts that natural preferences for introversion or extroversion are often innate, with research showing that these tendencies are 40–50% heritable. And these preferences can be observed in babies as young as 4 months old, simply by watching their responses to stimulation.
“Babies who will grow into introverts react noisily and excitedly to outside stimulation. It is the quiet babies who become extroverts: they need more stimulation to get them interested and involved, and they will be that way in later life, drawing on the energy of those around them.”
— John Moorish, Management Today
These traits aren’t just simple outcomes assigned at birth, though. They impact the way we see the world, the way we get energy:
“Our preferences affect how we work, who we love, everything about us!” — Dr. Karl Moore
Most importantly, though, there are key strengths to each: being an introvert or an extrovert just means that your skills lie more to one side:
So lean in, knowing you can own your respective strengths.
Leaders that adapt styles will be the most successful
Moore ultimately argues, though, that leaders need to find a balance of when to stick to their natural style and when to flex to the other side.
All CEOs need to be able to rally a team, even if introverted. All Executives must listen closely and support, even if extroverted.
“Eleanor Roosevelt, Rosa Parks, Gandhi — all these people described themselves as quiet and soft-spoken and even shy. And they all took the spotlight, even though every bone in their bodies was telling them not to.” — Susan Cain
Moore does caution us, though, to recharge when necessary. It is important to practice in small bites, learn to flex and be adaptable, but not “over-stretch” our proverbial rubber bands.
For both introverts and extroverts looking to find their way to the top, the good news is that while preferences are engrained, styles can be adapted. We’re all ambiverts — or can find our way there with the right intentions and practice.
