SEEKING LEADERSHIP FROM UNEXPECTED PLACES – LOOK TOWARDS INTROVERTS

Some would suggest that great relationships involve extroverts seeking new adventures and adding spice to life in whatever they say and do – that to be fun one must be heard clearly and frequently. We often think that highly effective leaders speak flawlessly and persuasively to both crowds and individuals or mingle effortlessly at events bringing a sense of value to all they interact with and a perceived elevation to all that are engaged with them. Extroverts having KNOWLEDGE, EXPERIENCE AND ABILITY are able to mobilize individuals to follow them when they step into the spotlight but introverts are often excellent and highly respected leaders if they can overcome the tendency to hide or downplay their strengths – if they can recognize and accept the value that they hold for others rather than continuously dismissing it as being “nothing special.”

Many of the better leaders and those involved in the strongest relationships I have in my life have been more “introverted” than “extroverted” in their actions, communications and ways they influence those around them. Though extroverts can often motivate individuals or with ease and inspire them to do things they might not have otherwise considered or dominate relationships by attracting all the attention, glitz and glamour to themselves (and those around them), some extremely introverted individuals have become excellent leaders (AND deeply respected within the relationships that they build) by exhibiting basic characteristics not typically associated with their more flamboyant peers. An introvert’s natural tendencies and characteristics include:

·      They are deliberate and measured in their response to situations.  Introverts are not slow nor overly focused in their thinking processes – many process things quickly – rather they typically consider the “pros and cons” of most decisions and formulate several alternative courses of action should their initial direction prove untenable AND they typically find ways to work with and through others rather than seeking all the glory or basking in all the attention. 

·      They are not prone to bursts of temper or extreme reactions.  Introverts are thoughtful in how they sift through and process information, rarely acting until they have considered thoroughly what might happen should they act and what might have to be done to “undo” anything that might go wrong. They tend not to “shift blame” nor have unreasonable outbursts of emotion preferring to listen and consider before they speak or react.     

They are decisive once they have charted a course. Subdued in words and actions, introverts spend ample amounts of time “thinking” before “acting,” Perceived delays in action (seen as a negative by extroverts) are typically caused by the need to view issues from all sides rather than fear of failure or “losing face.”  In the story of the tortoise and the hare, one was probably an introvert and the other an introvert...one took time to make deliberate decisions that won the race while the other was boastfully confident and ended up losing (the race, respect and  credibility).

They are good listeners. Introverts let others do most of the talking then meld diverse suggestions into workable solutions. Introverts act on what they hear after filtering “what will work” from “what will not” so their recommendations are more likely to be accepted by “the team” rather than rejected as being “top-down” decisions.  They seek input from others that extroverts might ignore and value the ideas of others in the relationships they build.

        They are naturally risk averse – a critical characteristic in avoiding potentially disastrous decisions. When we do things as they have always been done we cannot expect to produce results that are different from what they have always been. The ramifications of intentionally changing a product (in business) or a relationship must be anticipated with alternative responses developed should “our worst nightmares” come to fruition – introverts tend to expect the best but plan for the worst as they approach their work or their relationships. Being “risk averse” helps introverts to minimize nightmares but measured change is necessary for growth so they must identify risk wisely and act accordingly when others depend on the decisions made or “the way we are” may prevent us from becoming “what we could be - together.”

·       They often become the voice of reason within any situation or environment. While an introvert’s voice is not typically loudest or most dominant it often becomes most clearly heard and persuasive as it stands above the noise of a crowd. Influenced more by rationality than charisma – by self-confidence than the need for external validation – an introvert is “heard” because people know something reasonable is being said in a rational and thoughtful way (while and extrovert is “heard” because nothing can detract from the importance they feel in themselves or the volume with which they speak).

Extroverts often become leaders in their careers (AND within the relationships they build) through self-proclamation of their abilities and accomplishments as they thrive on those preferring to avoid personal risk by following another’s suggestions or directions – to avert personal failure or disappointment by acting on thoughts expressed loudly and convincingly while hiding behind the perceived protection of “it is not my fault” or “it was not my idea” should something fail. Introverts align more with the “meek” than the “weak,” showing their strength rather than proclaiming it – earning the respect of those with whom they interact and acting for the good of the whole rather than for the advancement of themselves.  Introverts try to avoid personal mistakes (or learn from them should they occur).  The compliant actions and attitudes of others help extroverts elevate themselves into leadership positions or perceived dominant roles within relationships but great leaders (and “equal” partners) are elevated upon the shoulders of those able to see their strong internal values and understated their personal characteristics.

Introverts must be willing and able to leave their “comfort zone,” entering the world of “what if?” while leaving that of “what is” behind, if they are to contribute significantly to others.  An introverted leader must be willing to make him- or herself stand up and speak in front of people, facilitate large and contentious meetings, and wade into interpersonal conflict when their natural inclination might be to go home and read a good book or be “an island” rather than a part of a larger society. Introverted leaders are typically “drafted” by others to show the way because of the exceptional results their understated mannerisms achieve. They rarely shine a light on their own accomplishments or seek recognition for what they do, preferring to find satisfaction in their results or the strength of the relationships in which they become involved. Listening before acting, analyzing before deciding and determining direction only after considering the magnitude and ramifications of risk rather than only how to avoid it are characteristics of introverted leaders. If actions truly speak louder than words, think of the opportunities, possibilities and potential a quiet and introspective demeanor might provide – the strength and confidence that support instead of blustery proclamation might encourage – before choosing to follow the effervescent.  If introverts are able to look beneath the surface to discover their own strengths – then project themselves beyond the obvious extroverted tendencies of vocal individuals seeking to elevate themselves – they can become the emotional, physical and practical leaders that are needed during these unusual times.