SIX TENDANCIES OF HIGHLY EFFECTIVE (INTROVERTED) LEADERS

Some would suggest that one must be an extrovert to be a good leader – that to be followed, one must be heard clearly (and frequently) and exhibit (as well as proclaiming) self-confidence, experience and expectations. We often think that highly effective leaders must be able to speak flawlessly and persuasively to crowds or mingle effortlessly at events to establish influence and credibility – demonstrating their accomplishments for all to see. Extroverts having knowledge, strong communications skills and the ability to influence others often step forward to “lead the charge” as they expect (and assume) others will follow without questioning intent, direction or anticipated outcomes. Introverts, however, often become excellent and highly respected leaders if they can overcome the tendency to hide or downplay their strengths and seek opportunities to demonstrate “through their actions” what extroverts often express with their words. While true in business, introverts can also be excellent leaders within relationships IF they are willing to express their sincere beliefs and desires without fear or threat of being overrun by more extroverted individuals that may or may not possess the same knowledge, experience or desires. In reality, while an overbearing extrovert is able to project his or her competence, success or accomplishments upon a situation or relationship, an introvert often imposes his or her will simply by demonstrating abilities through the results that are achieved.

I have met a number of leaders who are successful, universally admired and respected. Many of the best leaders (both within business and in relationships that I have seen or observed) have been more “introverted” than “extroverted” in their actions, communications and ways they influence those around them. Though extroverts can often motivate individuals with ease and inspire them to do things they might not have otherwise considered (often due to pressure, cajoling or intimidation), some extremely introverted individuals have become excellent leaders by exhibiting several basic characteristics not typically associated with their more flamboyant peers:

1.       Introverts are deliberate and measured in their response to situations. They are not slow nor overly focused on their thinking processes – many process things quickly – they typically consider the “pros and cons” of most decisions and formulate several alternative courses of action should their initial direction prove untenable BEFORE acting or making a decision.

2.       Introverts are not prone to bursts of temper or extreme reactions to personal attacks or potentially unwarranted criticism. They 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 should they respond without thinking. Introverts often ask first what they may have done to cause a problem or what they might be able to do to resolve it BEFORE they shift blame or accuse others.

3.       Introverts respond strategically to most situations rather than emotionally. They establish trust and confidence from those that choose to follow their lead because they place far less importance upon what others think than they do upon their results and personal satisfaction. Introverts tend to share credit for the accomplishments of “the whole” rather than seeking credit for their contributions (OR proclaiming personal responsibility for their results).

4.       Introverts are typically highly analytical. Their “comfort in their own skin” helps them to become expert at finding their way through reams of data quickly and reaching the core of the matter. Seeking favorable results and outcomes, introverts tend to look into existing operations with a more open mind than do extroverts – willing to “keep” what works while modifying “what is broken” rather than having to break new ground and develop entirely new systems that attract attention and provide recognition.

5.       Introverts are good listeners. They 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. Within relationships, introverts tend to listen and observe – may find comfort and peace in silence – but are typically more sensitive to the needs of others as they chart a path that will provide appropriate satisfaction.

6.       Introverts 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, process or service must be anticipated and planned for should “our worst nightmare” come to fruition. Being “risk averse” helps to minimize nightmares but measured change is necessary for growth. We must take risk wisely when others depend on the decisions we make. Remaining “as we are” will prevent us from ever becoming “what we could be.”

Practically speaking, introverted leaders often become the voice of reason within any situation or environment. While an introvert’s voice is not typically loudest or most convincing it often becomes most clearly heard and persuasive as it stands above the noise of a crowd due to its succinct messaging. Influenced more by rationality than charisma – by self-confidence than the need for external validation from others – an introverted leader is “heard” because people know something reasonable is being said in a rational and thoughtful way rather than being seen as a “clanging symbol” that never remains quiet.

Extroverts often become leaders through self-proclamation of their abilities and accomplishments – providing those unwilling to take personal risk a “point person” to follow as they “live and die” by the outcomes of another’s actions. They prefer expressing their thoughts, experiences and abilities loudly and convincingly...to be accepted as true without discussion or argument. They often hide behind the perceived protection of “it is not my fault” or “it was not my idea” should something fail (and remember only those things that “went right” rather than may have “gone wrong”). Those looking to follow extroverted leaders often seek to avoid personal trauma by following blindly on the paths defined and developed by others. The compliant actions and attitudes of these followers often helps extroverts elevate themselves into leadership positions as they lift themselves above the crowds around them. Great leaders, alternatively, tend to be lifted up on the shoulders of those able to understand their strong internal values and understated personal characteristics that benefit “the whole” rather than “the self.”

Though introverts COULD become great leaders, they must be willing and able to leave their “comfort zone,” entering the world of “what if?” while leaving that of “what is” behind. An introverted leader must be willing to make him- or herself stand up for their values and speak confidently in front of people – potentially facilitating large and contentious meetings while wading into the resolution of 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 emanating from their understated methods. They rarely shine a light on their own accomplishments or seek recognition for what they do, preferring to bask in the glory their results produce. In relationships, introverts tend to listen, validate and influence rather than talk, act and control.

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 great leaders. Perhaps more introverts (who tend to display these characteristics) should be encouraged (and given the opportunity) to lead – allowing their actions to speak louder than their words.