Introverts are often so quiet that they can easily be overlooked, but their reflective nature and keen eye for detail can make them an extremely valuable addition to your team, department and the wider organisation. These top tips offer some practical pointers to help you make the most of these traits.
Encourage input during meetings
The most assertive person in a meeting is often the one whose idea is adopted by the group, but there is no guarantee that this will be the best idea. Quiet introverts are less likely to speak up in meetings, so encourage their input by:
sending agendas in advance of meetings so introverts can think about what they want to discuss
starting the meeting by asking everyone to share their views
limiting your own input
identifying individuals who have been hesitant to speak up and asking them what they think of the discussion
making it clear that you are available after the meeting if anyone wants to speak in private
Allow time for thought
If you pressure an introvert for an immediate response to a suggestion or a new idea, they may choose to protect the status quo even though they later decide that they feel quite positive about the change.
Instead, by giving the introvert time to think, you can make the most of their natural tendency to explore a subject in depth and come up with a well reasoned response.
You can encourage this by:
giving a timescale for responses up front
communicating by email or workplace-based social networks like Yammer
including specific details about what you are looking for so that the introvert feels they have a firm grasp of the situation
Encourage solitude
Introverts prefer to work alone because they can concentrate on more complex issues and delve deeper into particular problems. They are also more likely to have a moment of inspiration or creative idea during these times. In order to support your more introverted team members you might:
consider altering the layout of your workplace to include some private spaces suited to solitary reflection
offer or allow the use of noise-cancelling headphones as a quick and easy way to cut down on distracting chatter
allow team members the opportunity to work from home if appropriate.
host brainstorming sessions online (studies have shown that this is more effective than gathering in a group because: everyone can communicate at once, there is limited fear of social judgement and participants can phrase their ideas more carefully).
Assign suitable roles
Studies have shown that introverts and extroverts working together can achieve great success, but this is not always the case. For example, in some situations, the talkative extrovert can tend to push their own ideas through, while the quiet introvert may seem indecisive.
Conversely, two extroverts who both have strong opinions may find themselves arguing constantly, while two introverts working together may struggle to communicate.
To ensure effective teamworking on tasks or projects therefore:
Consider team dynamics before you start – what is the balance of introverts and extroverts within the group?
Observe how the team operates together once the work is underway and make changes if necessary
Assign technical tasks to more introverted team members while offering extroverts the opportunity to take the lead where interpersonal skills are needed
Choose a team leader according to the type of task or project. For instance, an introvert is more likely to listen to the ideas of others, which can be useful for more creative tasks, while an extrovert is more likely to make quick decisions under pressure, useful when a task or project is time sensitive.
Promote introverts’ work
Introverts are unlikely to draw attention to their achievements so often do not get the praise and recognition that they deserve. Where possible, highlight what quiet employees have done well without embarrassing them by making them the centre of attention.
You can do this by:
discreetly bringing an introvert’s success to the attention of senior managers
mentioning recent successes within the team at meetings
sending an email round your team to highlight their achievements
promoting their knowledge and expertise to other employees and suggesting them as a source of advice
Reference: Paul A. Mongeau and Mary Claire Morr, 'Reconsidering Brainstorming' at: http://www.iaf-world.org/Libraries/IAF_Journals/Reconsidering_Brainstorming.sflb.ashx
Adam M. Grant, Francesca Gino and David A. Hoffmann, 'Reversing the Extraverted Leadership Advantage: The Role of Employee Proactivity', at: http://knowledge.wharton.upenn.edu/article.cfm?articleid=2638
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