Being respected and loved by a leader is not an easy task, but it is even more difficult for an introvert who has to manage a team of extroverts. What points to pay attention to, says leadership expert Carl Moore.
Introverts are increasingly talked about in the context of leadership. We gradually become aware of their presence among the leaders. Nevertheless, the bulk of the literature written on the topic of leadership is devoted to extroverted managers. In our study, we interviewed more than 300 senior executives, and more than 30% turned out to be introverts. Among middle and lower managers, the number approaches 50.
The way introverts lead affects the success of companies. Let’s look at 3 ways they can be successful managers of their extroverted subordinates.
1. Extroverts are to be valued. Characteristic features are important to consider as their significant advantages, not disadvantages. There is a saying in business: “We don’t value what we don’t have.” Yes, these workers can sometimes get carried away with work and create too tense atmosphere in the team.
After being alone for a long time, extroverts need stimulation, otherwise they fall into a kind of lethargy.
But they can also make a significant contribution to the work, if the leader treats them with attention, approaches tasks creatively, and does not dampen their enthusiasm. The first step to working with them is to see them as valuable team members with their own skills and abilities.
2. Extroverts should be allowed to socialize so they can relax. It is necessary to take into account the need for introverts to display an extraverted approach during breaks in work. The scientific literature has noted that pauses allow introverts to use their main advantages: the ability to think and analyze.
Extroverts also need a break, but they are of a different nature. After being alone for a long time, these workers need stimulation, otherwise they fall into a kind of lethargy. So they head to the cafeteria for a dose of caffeine and for talking and joking, which allows them to “recharge their batteries.”
Thanks to this, extroverts can be good managers and leaders: their interlocutors share a lot with them. The ability to listen carefully to your interlocutor is considered one of the traditional advantages.
3. Extroverts need to give feedback, not just listen. They are impressed by greater emotional contact with listeners and interlocutors. Whether it’s during a joke or a story, a meeting or a slide presentation, introverts must effectively respond to the energy of such workers and listen.
If introverted managers follow these tips, then, in addition to success, they will earn the gratitude of extroverted employees.
While introverts are generally great listeners, sometimes extroverts perceive this ability as passive indifference. During speech, extroverts are excited, excited by the speech and the subject under discussion, therefore, they require feedback in the form of active participation in the conversation. If the listener remains calm, does not react and does not participate in the exchange of energy, this can be frustrating, he will think that his idea is not supported.
The introvert focuses on thinking about what they are told, but this is not enough for guidance. Active participation is the key to success. When an extrovert listens to another extrovert, they nod, lean forward, smile, or frown. He may not agree, but is fully involved in the exchange of information.
You probably have co-workers who behave like this, and perhaps they seem to be overdoing it. But extroverts feed on the energy generated by an audience that is in emotional contact with them, and this allows them to function at their full potential. If introverted managers follow these tips, in addition to success, they will earn the gratitude of extroverted employees.