Jennifer B. Kahnweiler, author of "The Introverted Leader: Building on Your Quiet Strength," makes the case that the 40% of executives who describe themselves as introverts have the 'right stuff' to lead organisations in a go-go, extroverted business culture.
Here are five key characteristics that Ms. Kahnweiler lists for introverted leaders:
1. They think first, talk later. Introverted leaders think before they speak. Even in casual conversations, they consider others' comments carefully, and they stop and reflect before responding.
2. They focus on depth. Introverted leaders seek depth over breadth. They like to dig deep, delving into issues and ideas before moving on to new ones. They are drawn to meaningful conversations, not superficial chitchat, and they know how to ask great questions and really listen to the answers.
3. They exude calm. Introvertedleaders are low-key. In times of crisis, they project a reassuring, calm confidence and they speak softly and slowly regardless of the heat of the conversation or circumstances.
4. They let their fingers do the talking. Introverted leaders usually prefer writing to talking. This comfort with the written word often helps them better articulate their positions and document their actions.
5. They embrace solitude. Introverted leaders are energised by spending time alone. They suffer from people exhaustion and need to retreat to recharge their batteries frequently. These regular time-outs actually fuel their thinking, creativity and decision-making and, when the pressure is on, help them be responsive, not reactive.
Yet, over time, many introverts stagnate in large organisations. They can work hard and deliver to expectations or beyond, but they rarely get their due. Indeed, big companies are so tilted towards extroverts that introverts within them often experience a dynamic not unlike the one faced by many women and minorities. They have to constantly over-deliver just to stay even.
As an introvert, if you want to take charge of your career, you would be wise to get some business or executive coaching and sound career development advice.
So get out there, mix, speak more often, and connect with both your team and others, deploying all the energy and personality you can muster. Ultimately, any and all candor you can bring to your public transformation will hold you in good stead.
Conceding that Procter & Gamble Company's own corporate culture had been far too introverted, Chief Executive A.G. Lafley argued in the May 2009 issue of Harvard Business Review why a chief executive must remain focused on factors outside the company.
The CEO is the only one qualified for determining which customers, businesses and results are most important, setting realistic short and long term growth goals and keeping company standards relevant to the outside world.
Most people misunderstand the role of the CEO, Mr. Lafley says. "Conventional wisdom suggests that the CEO is primarily a coach and a utility infielder, dropping in to solve problems where they crop up," he writes, referencing his close confidant, the deceased management guru Peter Drucker.
"In fact, however, the CEO has a very specific job that only he or she can do. Link the external world with the internal organisation."
"In fact, however, the CEO has a very specific job that only he or she can do. Link the external world with the internal organisation."
With thanks, Coach2Coach newsletter, December 8, 2009
