The extrovert/introvert divide is one of the most fundamental divisions of personality. And yet it is something that we pay little attention to, in the western world. According to Susan Cain, author of ‘Quiet – the Power of Introverts in a World that Can’t Stop Talking’, introverts can be misunderstood and undervalued, especially in the workplace. The world of work has a bias towards extroversion.
According to Myers Briggs Type Indicator (MBTI) data, around 47% of the population prefers introversion*. That is a significant proportion of your employees. In this article I’m going to discuss this bias, what it might mean for your organisation and look at how you can harness the strengths of those 47% of leaders and employees to improve engagement and productivity. Taking a ‘coach approach’ to solve these issues will be discussed here.
What do we mean by introversion and extroversion? – there are some misconceptions out there. Jungian theory uses an analogy of extroversion which might be like a lighthouse reflecting light outwards to world, versus an introvert who is like a lantern radiating a glow inside themselves. The MBTI definition (based on Jungian theory), it’s about where you get your energy from – externally from other people means you may have a preference for extraversion but if you prefer to retreat from the world and reflect, you, most likely, have a preference for introversion.
What about the extrovert and introvert spread at senior manager and director level? MBTI research shows that 64% of senior management are extroverted and this increases to 73% of directors. Would it surprise you to know that 92% of introverted people at work feel pressured to behave in a more extroverted way? If people are acting out of their natural preferences, this has implications for resilience and wellbeing as they are more likely to burn out.
Think about some of the stereotypical words associated with introverts: shy, quiet, lonely, antisocial, boring, not fun, inhibited, awkward. The adjectives don’t sound positive. I’ve coached clients who have been turned down for a job because, in spite of getting the highest score out of all the candidates, they were considered ‘not fun enough’. A prime example of extroversion bias at work. I’ve also worked with someone whose manager interpreted her silence at meetings as being ‘defensive’ when instead, when she is quiet, she is actually thinking about the new idea that has been proposed.
Does your organisation’s culture and way of working allow both introverts and extroverts to flourish? If it did, what would that mean for engagement and hence, productivity?
Misunderstandings between extroverted managers and introverted team members (and vice versa) are common. The introverted employee thinks the manager doesn’t listen or value his opinion (because the introvert doesn’t always express it) and the manager thinks the employee doesn’t contribute in meetings and is not being a team player. Neither one understands the other and this makes for an unhappy work environment for everyone.
Investment of time and education about the differences between introverts and extroverts and how these differences show up at work is therefore essential for a productive work environment. Most teams need a mix of personality types, too many extroverts and everyone is competing for ‘air time’. Too many introverts and all the fabulous ideas being quietly generated may never get expressed or even get off the drawing board. Learning to appreciate the opposite type to oneself can be liberating and the yin and yang nature of I’s and E’s means that all bases are covered when considering a solution to a work problem.
This investment of time to understand how people behave differently at work and that actually differences are valuable in a team is, a fundamental part of increasing engagement at work and therefore productivity. This is where coaching can be really useful.
Working with a professional coach can improve the understanding and quality of the relationship between extroverts and introverts. Coaching conversations typically focus on increasing awareness and designing actions (two of the ICF core competencies).
A useful case study from my portfolio is when I worked with an (introverted) doctor who was attending a board meeting for the first time and found it difficult to speak up and voice his opinion. Coaching allowed him to see that if he started to build some 1:1 relationships with board colleagues, outside of the meeting, he would feel much more comfortable adding his voice to the discussion in the meeting (increased awareness – introverts tend to build deeper relationships). His actions (that we designed in the coaching conversation) were, to arrange several 1:1 coffee discussions to start to build these relationships.
When he did this, his confidence levels increased significantly and he quickly made his mark at the meetings.
Another way to increase understanding between introverts and extroverts involves using a ‘coach approach’ and ‘contracting’ in team meetings as to how to work together to utilise both introvert and extrovert energies.
This includes respecting other’s perceptions, learning styles and personalities which helps create an open forum for honest discussion. Creating a culture, where people are able to say in a meeting: ‘I need time to think about this, let me come back to you later’ (an example of what an introvert might say) and that everyone is accepting of this, is of immense value to individuals, the team and the organisation.
The introvert may well be quieter in a meeting but will absolutely reflect on content and will follow up with a thorough and well-prepared response. In an open culture, where both I’s and E’s recognise each other’s strengths, this means that introverts can be tolerant of noisy loud meetings (that can feel disorganised to them) as they recognise that their extroverted colleagues need to verbalise their thought processes, even if this is not the finalised version.
Another example of taking a ‘coach approach’ to harmonise relationships between introverts and extroverts might be to promote ‘being curious’ about your opposite preference.
Encourage learning around differences, how might these add value and what do you have in common and how can you help each other out? For example, being with an introvert allows extroverts to get serious and working with an extrovert allows an introvert to have fun.
Take time to do an extroversion/introversion audit at your organisation. What is the prevailing culture? How can you make sure that both sides of the introversion/extroversion dimensions are valued and strengths recognised? What learning and development initiatives might support and promote a better understanding? Team and individual coaching might be useful here.
In summary, the introvert/extrovert divide and how it manifests itself in the workplace could be an example of inclusion and diversity that has been overlooked. Using a coach approach to explore this further and to educate and train teams to celebrate and utilise these personality differences could mean that your organisation utilises an untapped resource which in turn, improves engagement and productivity.
ICF certified Coaches are trained professionals who can help you develop a strong and sustainable coaching culture in your organisation. If you need any support on your organisation’s and leader’s coaching journey, do contact us at ICF and our team of volunteers in the UK will be happy to help.
- Myers Briggs company have done research around introversion which was shared via a webcast. https://eu.themyersbriggs.com/en/Knowledgecentre/Webcasts
