“You don’t need to be loud to have great ideas. “There’s zero correlation between being the best talker and having the best ideas” – Susan Cain
I have a distinct memory of when I was 4 years old and my teacher called my parents in for a meeting that went like this; “Mr and Mrs Ventris I am glad you’re here, I am so worried about Clare, she is so quiet”. I was the child who always wanted to please; to receive recognition and praise. I’m sure that bothered some people because I was considered a good example, yet slapped with the label of being ‘quiet’ which today can still be widely associated with worry.
This is a personality trait I have identified with throughout my career and it’s the stigma and connotations associated with being on the quieter side that led me to have my own self-doubt. Being quiet is often put in the same camp as shy, weakness and un-engaged which is just not the case. While I may have been quiet, I was always thinking.
This topic is being captured as an important conversation of inclusiveness in the workplace. One recent example I saw was an article published on Linkedin by Pip White, Managing Director of Google Cloud. I agree with her article; a company needs both introverts and extroverts whether it’s in the board room or at entry level.
I’m not a fan of hierarchy although I strongly believe leadership should be just that and instilled from top down though I genuinely believe every level of employee has a value to add in the meeting regardless of personality type. Pip also recommends how companies could adopt inclusive work styles that incorporate those of introverts too. For example, we all know what it’s like to be in highly pressurised meetings or brain storming sessions and it’s the same faces being invited because they appear to be the most engaged because they ‘contribute’ the most.
These types of work environments which companies most likely sub-consciously adopt, can alienate so many individuals who just simply aren’t comfortable with that type of approach and who you are never going to get the best out of. The environment then just breeds more of the same and before you know it, your work culture is indicative of mirror personality types who all like to talk. There goes the diversity.
Can being an introvert personality type still put you on the leadership path, was my big question? It led me to read Susan Cain’s book ‘Quiet’ in which she also performed a Ted Talk which you can view here.
One section I really appreciated was the chapter ‘When Collaboration Kills Creativity’ which on its own sounds questionable. I mean today I literally received an invitation from a law firm to a Webinar on ‘Cracking Collaboration: Do you know how to create a culture of collaboration?’ As lawyers in business its always important for us to demonstrate how we are able to work cross-functionally and support different parts of the business whether that’s advising on a new ecommerce platform or assisting the operations team select a new logistics provider.
However, that doesn’t always need to look like a meeting room full of colleagues and the more people involved the better. It also doesn’t need to be physically face to face, talking through problems and collaboratively tying to resolve matters although I’m not saying they’re not effective approaches, of course they are. Susan Cain’s chapter illustrates some of the historical studies that have really highlighted how working alone and dedicating time to focus on the growth of oneself as opposed to group collaboration can enable individuals to excel in what they do.
This was the finding in one of psychologist Anders Ericsson’s studies in which he dedicated his career to considering ‘How do extraordinary achievers get to be so great at what they do?’ He looked at individuals who played chess, tennis and the violin. In all these studies of different groups, the one common factor among the best in all was that they practiced in solitude. Even if they performed as groups, it was the solo practice and alone time that enabled them to reach their full potential and to push themselves beyond their capabilities.
The study really made me think how businesses try to teach collaboration and whether it really is an inclusive approach for all or could it be better in order to get the most out of all personality types? Perhaps instead of grouped approaches which for some introverts could really be their worst nightmare, why not task individuals with individual thinking, ask for feedback in different forums, whether that’s 1:1 meetings, forming smaller committees or making email submissions.
Going back to my question around management and taking on a leadership role as someone who sits more towards the introvert scale; because even as a senior lawyer in business, it can be difficult to get your voice heard. There are also stereotypes about lawyers which we are trying to myth bust: we should be loud (especially in a crisis scenario), aggressive, throw our weight around in order for someone to say ‘they’re really good’. The answer is though, you need both in the board room, you need both at senior level and at every level.
One example from my experience is in crisis management mode. Typically, when tensions and emotions are high, loss is foreseeable, there is a feeling of lack of control and you need to act at pace, extroverts will naturally be more emotionally charged, louder and want even more engagement; introverts will seek more analysis, thought, understanding and reflection. It can help for someone to Chair these meetings, to ensure everyone contributes and is given the opportunity, to not point fingers or put people under pressure who don’t respond well to it. A facilitator could be someone who encourages every viewpoint and to ensure business decisions are as inclusive as possible, the environment of which accommodates a safe place for every personality type to contribute. Let me be clear however, all must contribute and come to the table.
I am encouraged by Susan Cain and the articles I have recently read, that there really is a place for introverts at senior leadership level, but business culture needs to accommodate it, instil it and be reminded that it’s not the people who speak up the most who are deserving of such roles but rather those who contribute and add the most value in what they deliver.
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