Understanding and Leading Extroverts and Introverts
First, let’s get away from the stereotypes
Ask anyone here at the GSB (especially my professors) and they’ll tell you I’m an extrovert, hands down. In fact, if you go by the stereotypes — introverts are shy, single-threaded, cautious decision makers that avoid conflict, while extroverts are enthusiastic, loud, and risk-seeking — I’m an extrovert all day.
However, If you ask Myers-Briggs or any other personality assessment I’ve taken, it’s actually quite the introvert. I don’t conform to the stereotypes, because the extroversion / introversion spectrum is not about personality, but about how people draw energy from external stimuli.
As a leader in the Army Special Operations community, I can personally vouch that most of us are bold, aggressive, and decidedly not risk-averse. We’re routinely asked not only to do things most consider dangerous, but also to build lasting relationships with partners from other services and countries. These traits and tasks might signal a need for extroversion, but but ask one of the psychs that assist with selection and training and they’ll tell you we’re nearly ALL introverts.
That’s why, instead of focusing on the stereotypes, knowing your people — their needs and tendencies — is absolutely critical to setting them up for success. A few of the techniques discussed by Dr. Karl Moore, a guest lecturer at the GSB last week, stood out as easy ways to do so.
Plan around breaks — for yourself and others
Give yourself time to recharge. Introverts generally prefer solitude, time to collect their thoughts, or to work creatively without social interaction. Extroverts, on the other hand, might need to take a lap around the office or conduct a group activity to recharge their batteries. Planning and normalizing introvert and extrovert breaks — particularly during meeting marathons or brainstorming sessions — will helps individuals bring their A game.
And don’t forget… while it’s important to give your team an opportunity to recharge (especially during meeting marathons), leaders need time to recover as well. Experiment with your own introvert / extrovert breaks and figure out what helps you think clearly. Your team will thank you for the extra attention span and focus.
Build an environment for collaboration that works for everyone
Knowing where each of your people lie on the extrovert / introvert spectrum can help you maximize their contributions. Introverts might benefit heavily from Nominal Group Technique — a meeting structure that emphasizes laying out facts and assumptions before meeting, allowing individuals to arrive informed and have a systematic discussion. You might need to pay attention more to individual cues, suggesting that they’re ready to provide input, or need a chance to collect their thoughts.
Extroverts, on the other hand, might prefer whiteboarding and brainstorming that allows them think out loud. You may find you need to reign them in from time to time to balance the group contribution. Making space during breaks or outside meetings to actively listen can significantly improve the coherence of their thoughts and ideas.
The label is unimportant
Finally, and most importantly, this isn’t about the label you use… this is a framework for understanding how your people think and how you can best lead and support them. You don’t have to be an extrovert, introvert, or ambivert to be an excellent leader. You just have to know yourself, know your team, and leverage the strengths of each individual to create the conditions for success.
