How to embrace your stellar qualities as an introvert
This is the third, and final, blog in a series written by Dr Helen Nolan, University of Warwick Medical School on why introverts make exceptional leaders.
In the first blog in this series, Why the introverted leader gets a bad press, I looked at the research on leadership and how research has too readily presented a negative view of those with introversion traits. I highlighted how women with such traits face a double whammy. This is because, rather than meeting the traditional expectations of a woman being sociable and caring, their introversion qualities make it all too easy for them to be seen as “aloof’ or “hostile”
In the second blog, Twelve strengths of the introverted leader, I set out how the qualities and traits associated with introversion create strong leadership.
In this final blog in this series, How to embrace your qualities as an introvert, I set out how those of us with introvert tendencies and behaviours can authentically finesse, safeguard and deploy our leadership qualities to secure those future roles. As an introvert, how do you authentically finesse, safeguard and deploy your capabilities to truly embody a leadership role?
1. Acknowledge your introversion and, when you are ready, embrace it. Rather than fighting against it or trying to emulate a particular way of being seen by others, aim to be comfortable and assured in your own skin. Hopefully having looked at or revisited the strengths and possibilities suggested here and by others, you can recognise – and be proud of - all you have to offer at as a creative, humane, and effective leader.
2. In the same vein, get to know others, including your team, colleagues, and collaborators. Recognise their needs and preferences and consider how these can maximised. Organisations not only have enough space for a range of style and combinations, for optimum function and creativity, organisations - and us as leaders in these organisations – need to embrace this diversity.
3. Introverts benefit from downtime, time spent in solitude with opportunities to recalibrate and recharge. This is particularly necessary, as we tend to be more expended by lots of social engagements. The need for solitude and time to recharge shouldn’t be viewed as a weakness, or a luxury, but as essential housekeeping that enables you to deliver on the skills and strengths described earlier. Scan for and recognise the tell-tale signs that you are becoming depleted. This can help with pacing and planning for future. This ensures that you can be truly present with, and responsive to, stakeholders and colleagues when the next interaction occurs. This also safeguards your ability to continue to view the organisation and associated tasks differently from others, thereby bringing fresh and original perspectives.
4. I have already acknowledged the introvert’s self-possession and self-drive – the independence to engage with problems and drive solutions forward in a self-directed way. However, be mindful not to neglect your valued networks and relationships. Remember you’re great at this; you tend to eschew the cocktail party chatter or the need to “work the room”, going instead for strong understanding and more meaningful, empathetic connections. Set time aside to cultivate and nourish these connections – and lean into the support that is available to you from those who cherish your wisdom and presence.
5. Carefully consider your medium for communication. We sometimes tend towards written communication over face-to-face conversations. And again, that’s fine – great, even! Writing can be a great way to share something of yourself, reaching a wider audience, in a controlled way. This allows sharing of insights and personal experiences, proportionate to what is comfortable and achievable for the individual. This might be by way of a blog, written feedback to colleagues or as part of routine email correspondence. This medium supports a detailed and comprehensive approach to issues. We can more fully convey our reflections and conclusions, and carefully consider how we present these. We want to give due attention to our stakeholder. On occasion, however, a face-to-face, co-present personal and socially present conversation may be more beneficial. This allows reading of immediate reactions, subtle cues, and body language, and accommodates personalisation. It can also enable discussions to progress opportunistically and organically. Conversations involve turn-taking, generative of more effective and balanced real time dialogue compared to written exchanges.
My aim in this series has been to assert that introverts merit being understood and seen. I hope that by doing so there is proportionate consideration and recognition for our alternative and untapped perspectives and skills. Organisations not only have enough room for a range of style and combinations; for optimum function and creativity, organisations - and us as leaders in these organisations – need to embrace this diversity.
The range of contexts and evolving changes we face together means that there is more than enough space for both introverts and extroverts to flourish. However, to continue to attempt that journey without the introvert will be imprudent. It’s time to embrace the wisdom and beauty of reflection, independence, self-possession; harness that quiet power as you go forth and lead!
Dr Helen Nolan is an Associate Professor at the University of Warwick Medical School. She has recently won an Education Innovation Award by the ASME’s Educator Development Committee (EDC)who support and promote the personal and professional development of healthcare educators of all disciplines and to disseminate good practice in medical education.