Introverts Can Be Super Managers

Wrong to consider quieter managers a liability

Perceptions can often be stronger and more long-lasting than reality. Misconceptions often strike deep roots in our mind and psyche and we behave accordingly. This happens in different domains of life including business and management. It is high time that a popular misconception about introverts was demolished. It is widely believed that introverted individuals cannot succeed in business and entrepreneurship. They are deemed unfit for the fiercely competitive world of business and commerce. This despite the fact that we have self-professed introverts like Bill Gates, Elon Musk, Mark Zuckerberg, Warren Buffett, etc. adorning the business skyline.
Bill Gates was known for his quiet afternoons, solo work and interacting with small groups. But he advised others in Microsoft to hire some extroverts so both sets of skills could be tapped for the company. Similarly, Mark Zuckerberg of Facebook fame has surrounded himself with relationship-focused leaders whose ideas and feedback he listens to. Yet, they remain introverts and run humongous business empires.

People often wonder whether the quietest leaders can inspire and motivate employees, engage their audience and lead an initiative which makes an indelible mark on the business canvas.

It is understandable that extroverts hog the limelight; the spotlight remains on them as they interact with people at breakneck speed, communicate openly and build connections galore. The charisma is indeed tough to beat. But is business only about mingling with more and more people and plying them with your views even if not welcome?

An introvert on the other hand focuses attention on internal ideas, thoughts and experiences. He introspects, values his alone time and strategises major business breakthroughs and inventions. The outside world and superficial relationships do not enamour him unduly. 

No wonder, introverts are not lagging behind in the leadership stakes. It is estimated that 25% to 40% of the general population is naturally introverted. But 30% to 70% business leaders and CEOs are introverted professionals. It is thus obvious that the percentage of introverts among business leaders is much higher than their percentage in the general population.

One does not have to be an extrovert to excel in entrepreneurship. After all, business success is about making smart decisions and solving problems. I have spent well over four decades launching businesses and running established enterprises and groups. During this long experience I have never found introverted managers even a shade inferior to their extrovert counterparts. In fact, I have often found them to be better at suggesting short and long-term plans and also executing them. Maybe this is because introverts are deep thinkers.

I discovered that introverted managers are more introspective; they draw energy from their alone time. Author of ‘The Introverted Leader: Building on Your Quiet Strength’ Dr Jennifer Kahnweiler comments, “It’s kind of like a battery they recharge. And then they can go out into the world and connect really beautifully with people.”       
Introverted managers focus on quality rather than quantity in networking. They prefer one-on-one interactions. Written communication in the form of conversational e-mail, articles, and social media posts is their forte. They use it to share their ideas and vision and encourage their teams. And like Bill Gates and other business stalwarts they too surround themselves with extroverted peers that complement their strengths. Being introverted they run the risk of being overwhelmed by interactions. They therefore delegate their social and connection-focused tasks. The extraordinary listening skills of introverted leaders set them apart. This also highlights the value they attach to others’ perspectives. 

Another distinguishing feature of introverts is their creative thinking. Most leading inventors, writers and entrepreneurs are introverted because they enjoy expressing themselves creatively through their work. Steve Wozniak wrote in his memoir ‘iWoz: Computer Geek to Cult Icon’: “Most inventors and engineers I have met are like me and … they live in their heads. They are almost like artists. …And artists work their best alone where they control an invention’s design without a lot of other people…”  
Another notable thing about introverts is that they do not hanker for power or seek the limelight. Susan Cain, author of ‘Quiet Power’, stated, “By their nature, introverts tend to get passionate about one, two or three things in their life… and in the service of their passion for an idea, they will go out and build alliances and networks and acquire expertise and do whatever it takes to make it happen.” They prefer the company’s good over personal glory.

Besides being great listeners, introverted entrepreneurs are always seeking best solutions. This effectively means that they are willing to consider and accept other people’s ideas without letting their egos come in the way.

Thanks to their nature, introverts have more alone time than extroverts which allows them to think over problems at relative ease and arrive at well-considered decisions. Extroverts on the contrary remain surrounded by people.

Although extroversion is considered an integral ingredient of leadership, research conducted by Wharton professor Adam Grant revealed that introverted leaders delivered better results when handling proactive workers than extroverts. Not only that, introverts let their proactive employees occupy the centrestage keeping them motivated and dedicated to the organisation. Employees feel valued.

Introversion is an asset not a liability. Management practitioners and researchers have proved that introverts make successful entrepreneurs. It is for companies to let introverts emerge as their superpower by creating an ecosystem aligning with their nature and work style.

It is understandable that extroverts hog the limelight; the spotlight remains on them as they interact with people at breakneck speed, communicate openly and build connections galore. The charisma is indeed tough to beat. But is business only about mingling with more and more people and plying them with your views even if not welcome?