Developing Introvert Leaders

Imagine this: you’re in a concert hall. The lights go down and you draw your attention to the orchestra on stage. The conductor prepares to begin and listens out for a soft ‘ding’ from a triangle, the first note that goes out. Through the piece, the conductor will return his focus to the quiet ‘ding’ that rings in strategic bursts, setting the pace, the tone for the performance – making it the most important instrument in a full orchestra.

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Yet, no one talks about it. We assume that good timing is something that is too basic. When really, it’s something that needs to be continually worked at, something that needs to be achieved for a synchronised performance so that other instruments may shine.

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In a lot of ways, the introverts in your organisation, your team are like that. They do good work, often silently, building foundations and giving space for others to shine. And if you think about it, isn’t this at the heart of what makes a good leader? The acceptance that it’s about the team’s success, not theirs. That the best way forward isn’t just about implementing their good ideas. In this section, I’ll zero in on key skills that introverts often have and hope that, like me, you’ll start to see how the world would be better managed with more introverts in power.

You Before Me

As things continue to change so rapidly, it’s especially crucial that corporate leaders be increasingly humble. They should be comfortable enough to say, “I don’t know” instead of putting on a front that they understand new technologies, new mindsets. An exemplary leader should also see the value in learning from younger talent, because let’s face it, talking to them is a more effective starting point than reading stacks of literature on, say, internet culture. In putting others first, introverts tend to listen more than they talk. Because they recognise the value in giving someone their attention, in giving someone else the space to be heard. This, in turn, creates a much-needed space for their team, their colleagues to share ideas and feedback more freely – allowing the company to draw on the strengths of a group, instead of a lone contributor.

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Considered Reactions

When introverts talk, it’s not for nothing. It’s very likely that they’ve taken time to analyse the situation at hand, that they’ve weighed the pros and cons, that the solutions they proposed have taken into calculated risks. This reflective mental framework they’ve built makes them more effective leaders. When time pressures demand a response, instead of simply reacting, they can go through their practised checklists and offer more measured solutions.

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Taking Time To Build Trust

Most introverts I’ve met tend to form deeper connections with people they work with, people from their social networks. Again, I think it goes back to the importance introverts tend to place on giving attention. In terms of employee engagement, these emotional connections help with building trust which in turns builds their credibility to affect change.

In 2012, Susan Cain’s viral TED talk on the power of introverts started what she calls a ‘quiet revolution’. Nearly a decade on, despite the rise in introverts taking top executive positions, it’s likely that your organisation’s systems for leadership development still favour extroverted tendencies.

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So what can you change to help introverted employees with leadership potential grow? To start, I’ve found it useful for both you and your colleague to acknowledge the mental barriers that have been keeping them from really using their voices. I’ve found that most introverts struggle with self-confidence.

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They may possess all the key qualities listed in the previous chapter, but they don’t necessarily see them as strengths (yet). It’s likely that they’ll brush it off with ‘that’s just who I am,’ like it’s not a big deal. Reframing their quiet skills as strengths takes time, and I’m not going to lie, a lot of patience. More than you would usually commit to developing other leaders. My point here isn’t that you should coddle them, but that you consider taking a leaf from their page – to put a little more time and attention before launching a detailed plan of action. The results will be well worth it.

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Shifting Mindsets

To start, make them conscious that you see their introversion as a quality, as a strength. This shifts the conversation in a huge way because right off the bat, you’ve accepted them as the quiet individuals they are. When a deeply introverted individual joined my team, I gave him Susan Cain’s book to read and suggested that he worked on this. To find a different way to see what he perceived as inherent shyness.

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Acknowledging the introversion is also powerful because perhaps for the first time, the introvert has the system (starting with you) on their side. They’re no longer in a space that badgers them to speak up if they want to get ahead. But rather, with someone who sees that they can do so with different conditions.

Be Generous

Give them space and time to articulate their views. For instance, in a meeting, give them more time to answer the question you’ve posed. Like I said, they tend mentally weigh their options before being confident to respond which can take a little time. If you’re impatient and rush to answer the question yourself, or give the floor to someone else, they’re more likely to close-off and retreat.

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Also, give them room to take risks. If a risk doesn’t pay off, and this is really only a matter of time, check in to see how your introverted colleague is doing before addressing the issue. Have you shown that they can trust you to listen (and thus reciprocate)? Have they experienced the sweet wins of taking a risk? If not, it might be better to pause – the lesson in how to fail can wait.

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Celebrate their contributions, however tiny. It matters to introverts more than you think and a tiny word of praise could be the big boost in helping them take a step towards harnessing their strengths. If you’re afraid of appearing like you play favourites, extend this to other members of the team. Small victories go a long way.

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Most schools and workplace settings aren’t designed to help introverts thrive. Your goal is to change this by creating a space where everyone, including introverts, feels safe and comfortable to contribute. It’s only then that you can really build on each others’ ideas to develop better solutions. So give introverts the chance to build their self-esteem, their confidence in their own time. Once they start to recognise their strengths, mentor them. Support them with the right tools to build on their existing capabilities and become leaders who make a difference.

Make Time To Pay Attention

Listen carefully to what they have to say, even if it means you have to wait a little. Most introverts weigh the merits of their response in great detail before expressing them out loud. Take the time to coach them – the additional attention in a one-to-one setting makes all the difference in bringing out their strengths.

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Celebrate Their Contributions

Even if it seems small, offer recognition or praise. These small wins are a great motivator and help your employees to build confidence, paving the way for them to share bigger ideas and taking steps to becoming better leaders.

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Encourage Risk-Taking

Create a space where your employees feel safe enough to take risks. Let them start with small successes. As they gain confidence and are in a better headspace to listen to feedback, teach them to fail and reinforce that it is okay for them to do so.