Debunking myths of introverts as leaders
Estimates are broad that between 25-57% of the population is introverted. Despite introverts representing a sizable population, many cultures still elevate the behaviors of extroversion, particularly for leadership roles. This could be unconscious biases at work, so I’d like to explore some common myths about introversion as it relates to leadership. I hope that the truth can help introverts out there see that you are capable of great leadership if that is your aspiration. Everyone, regardless of personality type, has strengths and blind spots. We can all benefit from developing awareness around both, then using that awareness to leverage our strengths and mitigate our blind spots.
The Introversion-Extroversion dimension was first explored by psychologist Carl Jung in the early 1900s and more recently popularized by the Myers Briggs Type Indicator psychometric assessment. Introverts derive energy from time spent alone, and conversely find external stimuli to be exhausting. Extroverts draw energy from external stimuli, and may become restless when alone. Like all personality characteristics, Introversion-Extroversion is a spectrum, and everyone likely has elements of both.
Myth #1: Introversion is a personality flaw that needs “fixing”
Fact: The science shows that there are differences in the brains of introverts and extroverts. Introvert brains respond differently to the “reward chemical” dopamine, causing us to be more easily overstimulated. In The Introvert Advantage: How to Thrive in an Extrovert World, Marti Olsen Laney writes that introverts also have more of a preference for activating the parasympathetic nervous system, or “rest and digest” mode, while extroverts prefer the sympathetic nervous system, or “fight, flight, freeze”. Again, everyone activates both sides of their nervous system, this is simply suggesting a preference for one above the other.
While we can all find tools to more effectively regulate our dopamine levels and our nervous systems, these are not personality flaws or inherently “bad” or inferior in any way.
Myth #2: Introverts are shy
Fact: Shyness is rooted in anxiety, not introversion. While both may similarly appear quiet to the outside observer, shyness is a reaction to a fear of social judgment. It’s characterized by thoughts like, “What if everyone thinks my idea is stupid? I should just keep my mouth shut to avoid their criticism.” It’s an ego protection move. Whereas introversion is characterized by someone who can be so engrossed in their own mind, that they may just neglect to speak up. Don’t get me wrong, introverts can experience shyness, but the approach to both is different. Shyness would be managed by dealing with the underlying anxieties. Introversion requires proactive management of energy levels, and awareness around when we may be too caught up in our internal world that we’re missing something important around us.
Myth #3: Introverts are bad public speakers
Fact: I could debunk this simply by giving a long list of introverts who are famous public speakers and highly charismatic - Oprah Winfrey, Barack Obama, and Simon Sinek just to name a few. There is simply no correlation between introversion and speaking abilities. Being a good public speaker is a skill that is cultivated through practice. Perhaps an introvert would need to take some time alone to recharge after a big speaking event, but we are just as capable of being compelling speakers.
Myth #4: Introverts are good at technical skills, but don’t have people skills
Fact: First, all individuals that make the transition from star performer to star leader, regardless of their personality, will find that it’s a challenging transition that requires a total shift in skillsets. Regarding people skills, all humans are social beings who desire human connection. Introverts may have a preference for one-on-one or small group connections because it is less overstimulating. When we do show up in highly stimulating environments, we may have less of a tolerance to stay there for a long time because it is draining. We may also get overly caught up in our own internal worlds, and neglect to see what’s going on with the people around us. However, introverts are highly capable of developing strong people skills and emotional intelligence. Introverts are known to be naturally empathetic, great listeners, and can be highly skilled at reading non-verbal cues. All of these are a great natural foundation for working with and leading others effectively.
The reality is that being a leader does require a lot of social interaction, which an introvert can find draining. However, this simply means that in order to be successful we need to proactively care for our energy levels and cultivate awareness of when we might be withdrawing too much into our internal worlds at inappropriate times.
Ultimately, understanding and embracing introversion in leadership is not about convincing others of its validity, but empowering introverts to recognize and leverage their unique strengths. By nurturing self-awareness and mitigating blind spots, introverts can thrive in leadership roles, contributing their valuable perspectives to diverse teams and organizations.