Introverts Make the Best Leaders
It’s not just my biased opinion: even Harvard Business Review agrees!
When I meet someone in business and have a sit-down meeting or a meal, I’m often described as “outgoing”, “personable,” and “talkative.” I’ve always found that humorous, because I’m none of those things in real life. Frankly, I’m a proud introvert.
Before we continue, I want to make sure we’re defining “introvert” properly, because for decades it’s been misused and denigrated. Introversion is not the same as shyness. It’s not the same as awkwardness. It’s certainly not the same as anti-social. Introversion simply means that you prefer environments that are not overstimulating. Extroverts want to go out to a club to relax and blow off steam. Introverts want to stay home and read a book next to a loved one to do the same. Extroverts need social interaction to chill, introverts need quiet time after social interaction to recuperate. About 52 percent of the population, after given the correct definition, self-identifies as an introvert, which is good because neither personality trait is incorrect. Both can succeed at the same tasks and positions, given the opportunity.
In my role as a leader of multiple companies, those that are around me generally know I work better alone, in quiet. They know that I get up at 5:00 in the morning so that I have a few hours of tranquility to get some of my most important tasks done. They know that, when needed, I can engage endlessly in a one-on-one setting, in a small group, or speaking to the entire company, with no second thought. But they also know that, when the phone rings for the sixth time in the last 30 minutes, I’m likely to let out an audible sigh before cheerfully picking up.1
Introversion, years ago, was looked at as something that needed to be “cured.” That thinking has definitely evolved over the years, but it was helped along by Susan Cain, the author of one of the best books I’ve ever read, “Quiet: The Power of Introverts in a World That Can’t Stop Talking.” If you haven’t yet read this book, I would highly recommend it, no matter which side of the equation you are on. If you’re an introvert, it will speak deeply to you and your experience. If you’re an extrovert, it will help shine light on those that you may have previously thought of as withdrawn or quiet.
As Cain points out in the book, “there is zero correlation between being the best talker and having the best idea.” So often, we’re groomed to think that the person who speaks the loudest or says the most is the smartest in the room. But just like the smartest student isn’t necessarily the one who raises their hand all the time in class, the smartest person isn’t necessarily the one who always speaks up in meetings. Some of the best leaders of our generation – Bill Gates, Warren Buffet, Mark Zuckerberg, Larry Page, among others – are self-described introverts.
Just because someone is introverted does not mean that they are less adept in social situations. In fact, most introverts have vibrant social lives, but rather than a large group of mediocre friends, they have a smaller group of very close friends. They may enjoy going to a party, but only with people that they know. Most introverts will despise engaging in small talk, but get them on a topic they’re familiar with and you can have a deep, fascinating discussion with them for hours.
One of the most interesting passages in Cain’s book compares introverts to the animal kingdom. “At school you might have been prodded to come ‘out of your shell,’” she writes, “That noxious expression…fails to appreciate that some animals naturally carry shelter everywhere they go, and that some humans are just the same.”
One of the biggest reasons that introversion is important in a business owner is their approach to risk-taking. Risk-taking is incredibly important as a leader, but only if it is measured. Extroverts often get a high from an adrenaline rush, which makes them statistically more likely to blur the line between risk and recklessness. Introverts usually see red flags or warning signs quicker than extroverts, because they tend to be quieter and more introspective, allowing them to analyze a situation more efficiently.
It’s also crucial to understand the benefits of introversion when dealing with employees. Just because someone doesn’t speak up too often, or just because they are quieter than their peers, doesn’t mean that they are less adept at their job. “Everyone shines,” Cain says, “Given the right lighting.” As a leader, it’s your job to provide that light to help everyone around you succeed.
Even if you’re not an introvert, there is merit in learning a bit from the personality style. If nothing else, remember that as a leader, listening is much more important than speaking. Anyone can spew out some sentences in the hopes it guides or motivates. It takes a true leader to keep quiet and listen to those around you. As Abraham Lincoln allegedly said, “‘Tis better to remain silent and be thought a fool than to speak and remove all doubt.”
Fun fact: early in my career, when I was still learning the ropes of management, I cackled loudly in my office while shredding some old documents, in the hopes no one would bother me for a while. It definitely worked, but there likely was a better way to approach that situation. I swear, my management skills have improved a bit since then.