Preface
I’m perfectly happy being alone, as long as there are books and thoughts.
—Arianna Huffington1
The Rise of the Introverts
Introverts rock. People often think that a big, vibrant personality is needed to succeed in the workplace. That simply is not true. Often it is the quietest people who have the loudest minds. Unfortunately, many introverts feel excluded, overlooked, or misunderstood, and our workplace cultures are still skewed toward extroverts. The hopeful news, however, is that introverts are finding their voice, and the world is starting to awaken to the power of introverted leaders.
When I wrote the first edition of The Introverted Leader eight years ago, it was before introversion was part of the global conversation. Back then, people asked me if the title was an oxymoron. “How can you be a leader and an introvert?” they asked. One reporter writing on the subject told me that she couldn’t get any senior leaders to admit on the record that they were introverts. The bias about quieter leaders was pronounced. I continually had to explain how introvert traits such as listening, preparation, and calmness are great qualities found in excellent leaders.
My consulting work had shown me the need for a book that laid out a framework for introverted leaders to succeed. Though I searched, I couldn’t find any books on the topic, so I decided to write one!
I knew that introverts needed a practical guide for becoming successful leaders, but I didn’t expect the passionate and appreciative reactions that I received from around the world after the book was published. The Introverted Leader has been translated into multiple languages, and I have spoken to groups from Singapore to Spain. Readers were grateful that the leadership challenges introverts face were finally being addressed, and they appreciated the strategies the book provided. Focusing on introverted leaders was an idea whose time had come.
Today, a strong case is being made for the importance of recognizing and valuing introverts’ gifts and contributions. Writers such as Susan Cain, Sophia Dembling, Beth Buelow, Laurie Helgoe, Nancy Ancowitz, and many others have added their voices to the call for introverts’ strengths to be recognized and appreciated. There are at least 50 blogs and countless popular videos now devoted to introverts.
I call this phenomenon the “rise of the introverts.” Introverts are embracing who they really are instead of trying to change themselves into some extroverted image of who they think they should be. As a longtime champion of introverts, I am so pleased at this evolution.
The Next Wave for Introverted Leaders
I see the next wave of the introvert revolution as going beyond equipping people with more skills to adapt to extrovert dominant cultures. The revolution will be about transforming cultures to become more inclusive. This is starting to take hold in organizations across the world, where diversity of style and temperament is becoming increasingly important to consider in addition to attention to race, ethnicity, and gender. For example, hiring managers are thinking about how to get the best from introverts in interviews. Senior leaders are reflecting on how work spaces can be set up to give introverts places to retreat and reflect. Meetings are being structured to include both writing and talking time. Companies realize that focusing on introverts makes good business sense.
Organizations addressing the topic of introverted leaders include Freddie Mac, NASA, the Centers for Disease Control and Prevention (CDC), and Evolent Health. A number of professional associations such as the American Library Association, the Society of Human Resource Management, and the Institute of Electrical and Electronics Engineers have sponsored programs on introverted leadership to raise awareness of this important topic.
New Research
As mentioned, in 2008, little if any research on introverted leadership existed. Now a growing list of research studies and media coverage provide intriguing new data about introverted leaders. For the first time, serious academic research is being conducted on the qualities of introverts, the conditions introverts need to best perform, the correlation between introverted leadership and company performance, and even on the brains of introverts. This academic work shows no signs of slowing down. I include highlights from such research in this edition.
Over the past decade, I have also conducted research using surveys, interviews, and case study analysis. From my consulting work I have collected many new insights. Based on the questions from our community, I researched what makes introverts successful at work, including how they influence and work with extroverts to achieve strong results. After The Introverted Leader, I wrote Quiet Influence and The Genius of Opposites—both based on this research. This 2018 edition of The Introverted Leader builds on that work as well.
Who This Book Is For
Leaders at any level, including project managers and professionals who must influence others to get results, will find this book valuable. New niche audiences have emerged for the book as part of a burgeoning community, including senior executives, women in technology, Asian leaders, sales people, and those who lead introverts.
If you’re a leader of people or projects, you likely have introverts on your team. This book will help you better understand introverts and maximize their contributions. If you have read the first edition, welcome back. You will find strategies and information to support you on your leadership journey.
My Background
Frequently, introverted readers and event participants tell me: “You get me.” I can think of no greater compliment. As an extroverted consultant, speaker, trainer, and leadership coach for more than 25 years, I know that I will never truly know what it is like to live in an introvert’s world. “I have been influenced by the introverts I set out to influence,” I once wrote. That still holds true.
A good part of my learning has emerged from being married to an introvert for 44 years. My spouse, Bill, has taught me to appreciate the values of quiet reflection, listening, and simply slowing down. Bill has led by example, which for me is the best way to learn. Though I am energized by people, I have become more comfortable hanging out with myself. I now carve out and welcome the opportunity for solitude and quiet time.
My Approach
I have interviewed and collected data from hundreds of introverted leaders across a wide range of industries. Some interviews were structured, with set questions. Others I conducted in preparation for speeches and training programs.
Wearing my journalist’s hat, I filled notebooks with observations. I found that posing specific questions on social networking sites yielded provocative thoughts from introverts who prefer expressing their ideas and feelings in writing. This new edition also draws upon the unique perspectives of leading academics and business thinkers.
Book Overview
We start off in the introduction by highlighting the definition and benefits of introverted leadership.
Chapter 1 focuses on the six key challenges that most introverts face at work, including people exhaustion, dealing with a fast pace, getting interrupted, feeling pressure to self-promote, coping with an emphasis on teams, and handling negative impressions.
The framework of the book is introduced in Chapter 2, where you’ll learn about the 4 Ps—Prepare, Presence, Push, and Practice. This is based on my research with successful introverted leaders. In reflecting on the steps they’ve taken to use their natural quiet strengths, these leaders continually described four steps for every leadership scenario they encounter. They prepare well, they are present and stay in the moment, they push themselves out of their comfort zones, and they practice consistently. The 4 Ps also serves as an effective coaching tool.
Chapter 3 offers a newly revised introverted leader quiz. Your answers will provide a snapshot of which leadership strategies are currently working for you and which you can enhance. These results can serve as a springboard for further discussions with your manager and teammates.
In Chapters 4 through 9, you will learn how to apply the steps of the 4 Ps Process to confidently navigate typical workplace scenarios: leading people, heading up projects, giving presentations, running and contributing to meetings, networking, communicating, coaching, and managing up. Each chapter includes a host of practical tools and approaches for you to immediately apply.
Chapter 10, Results of Using the 4 Ps Process, addresses the many benefits you gain by focusing on your strengths.
Finally, Chapter 11 helps you pull it all together by synching up the 4 Ps with your next action steps so you have a workable way forward.
Feel free to read the chapters sequentially or dive selectively into those chapters that pique your interest. My hope is that, as readers of the first edition did, you will find the lessons contained here helpful on your leadership journey and will share the learning you discover with others. I hope you find the process productive and satisfying.