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What problems do introverts face?

Introverts might feel pressure from their manager, team, or organization to do fast turn arounds when they don't feel they have collected all the necessary data. Most introverts probably prefer to reflect on issues and ideas and to take more time to consider decisions, in spite of pressure to make them quickly.

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In my research, six key themes emerge as significant barriers for introverted leaders:

People exhaustion

A fast pace

Getting Interrupted

Pressure to self-promote

An emphasis on teams

Negative impressions

Naming these challenges is an important first step toward change, as many organizational leaders proceed with minimal consciousness, expecting people to confirm to extroverted expectations. Validating them allows us to better understand how to address them.

People Exhaustion

In a survey of 100 introverts done by my company, more than 90 percent said they suffered from “people exhaustion.” In working with thousands of introverts, I’ve seen a constant stream of data confirming this finding. It isn’t that introverts don’t like or can’t be with people. In fact, they enjoy people. But it’s a matter of degree. Their reserves of “outward” energy tend to get depleted more quickly in high-volume interactions. This is different from extroverts, who often report being depleted and fatigued when they don’t experience enough people time. The “people time” threshold is different for everyone, but being outgoing, conversational, and highly engaged can be stressful for introverts. Part of a leader’s role is to connect with people, and without awareness and tools to manage their energy, introverts can become exhausted. Fatigue, even a sense of dread, can set in before meetings and networking events. One introverted manager, tongue in cheek, said he would “rather stay home with a bad book that I have already read than face one of those awful cocktail receptions.”

A Fast Pace

Despite the growth of technology—or maybe because of it—the frenetic pace of life at work and at home is a common complaint. Introverts might feel pressure from their manager, team, or organization to do fast turn arounds when they don’t feel they have collected all the necessary data. Most introverts probably prefer to reflect on issues and ideas and to take more time to consider decisions, in spite of pressure to make them quickly.

Getting Interrupted

Many clients and readers of my books express frustration at being cut off, especially at meetings. “I don’t ever get to finish my thoughts before an extrovert jumps in with theirs,” they tell me. Introverts often find they can’t get their ideas into the mix until after the meeting, when it may be too late to be heard. And this is especially commonplace for women in male dominated meetings when the accepted norm is to interrupt. Women who are introverted may likely not jump into the discussion quickly. They report that when they are not able to express their ideas in a public forum like a meeting, they are perceived as not having much to contribute. This can result in double bias – being talked over as an introvert and as a woman. Introverts appreciate the power of the pause, which provides them a chance to catch their breath and think. In our deadline-driven, fast-moving workplaces with technology and other distractions, finding places for pauses reveals that consciously taking quiet time can be key in planning an effective, persuasive appeal about work issues. However, when you pause, extroverts and fast talkers often think you’ve finished speaking, even when you are not done expressing yourself. This is an interruption to an introvert, but to extroverts they are simply filling the space. Introverts have plenty of insights, ideas, and solutions, but they can fly under the radar when you can’t find a way to get them aired.

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They assert that when they do speak up, their ideas often get passed over or hijacked by more aggressive people around them. Some also complain of their ideas not sticking. One seasoned IT leader told me that his natural style is to send out e-mails with carefully considered responses, but he hasn’t found it an effective strategy for getting heard. “Even poorly designed proposals floated in a public forum seem to have more staying power than those sent out in an e-mail later, he says. In his organization, people are judged by verbal input, which he says has been a detriment to career advancement”. Many introverted leaders tell me that they don’t see the need to promote themselves or talk about their accomplishments. “The Undersell” was ranked as a top challenge in one survey we conducted. “An extrovert might easily sell themselves in a favorable light, but I keep waiting for that phone call,” one senior leader said. Discomfort with networking and a tendency toward humility can make self-promotion a challenge for many introverts. In addition, they value privacy, so blasting their accomplishments on social media feels uncomfortable. This can be a difficult issue when their extroverted peers are highly visible on these channels. One leader of several introverts told me something I hear often from other time-pressured leaders: “I don’t have the time to figure out who has achieved what. I give opportunities to those who tell me what they are doing without my having to ask.” And often it is the extroverts who speak up to let everyone know what they are doing.

An Emphasis on Teams

Think about the last work situation where you were productive. How much time was spent talking with others, and how much time was spent on creating, writing, and producing work on your own?

Today, teamwork is strongly emphasized and that requires a lot of people interaction. Even in Asia for example, communication may be less animated and extroverted, but people are still required to work together. Even remote teams, where people must communicate through technology, require a different type of energy than working alone. When people collaborate to brainstorm ideas, think aloud, and feed off others’ energy, it can be energizing and productive. However, many are starting to question whether we have gone too far in this direction, neglecting to consider the value of time for solitary thinking, reflecting, and creating. Susan Cain, author of Quiet, is one of those people. She coined the term “New Groupthink,” a phenomenon that has the potential to stifle productivity and “insists that creativity and intellectual achievement come from a very gregarious place.” So, while teams can bring diverse perspectives and skills to a project, structuring team processes to bring out the best ideas from introverts could be a much better way to accomplish goals.

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Negative Impressions

Introverts often tend to show less emotion in their facial expressions than extroverts. Introverts often are asked “What’s wrong?” even when nothing is the matter. They’re probably just thinking. A concept called The Perception Gap offers one way to view how these impressions are formed. The Perception Gap means that the feelings or attitudes you intend to project are misread by the receiver of your communication. For example, perhaps you want to show interest in a person who is talking, but because you focus intently and don’t nod your head, the conversational partner perceives boredom. They leave the interaction assuming you lack interest in their topic even when that’s not the case. In my research, introverted leaders have described the labels others (mostly extroverts) use after misreading facial expressions and demeanor: “pushovers, bored, slow, snobby, unmotivated, indecisive, unhappy, cold, unfeeling.” In one stark example, a coaching client told me that because she was quiet and expressionless at a meeting, her team thought she was hatching a nefarious plot with their boss. One note on gender here. Women who are introverts report that men often judge them as being “cold and unfeeling.” Other women often consider them “stuck up.”

So, if you’re an introvert, how do you deal with these challenges?

You may decide to share your experience of these challenges with your manager and coworkers to help them better understand the introvert experience. Or, you might want to look for tools to use when you find yourself in these situations. And you could decide to do nothing at all. My book, The Introverted Leader: Building on your Quiet Strength offers many tools and options to address these challenges. You have choices as to how you respond to your reality and how to increase your effectiveness while staying true to the real you. Jennifer B. Kahnweiler, Ph.D., Certified Speaking Professional, is a global speaker who helps organizations to harness the power of introverts. She is the author of The Introverted Leader, The Genius of Opposites and Quiet Influence which have been translated into 16 languages. Reach out to Jennifer on LinkedIn, Twitter, Facebook or Instagram.

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