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CEP:November2016

Editorial:TheIntrovertedLeaderAnOxymoron?

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CynthiaMascone
November2016

ForaslongasIcanremember,Ivethoughtofmyselfasanintrovert.SusanCain,theauthorofQuiet:ThePowerofIntrovertsinaWorldthatCant
StopTalking,explainsthatintroversionisapreferenceforlowerstimulationenvironments.Introvertsdrawtheirenergyfromquietreflectionand
solitudeextrovertsthriveincrowdsandcravestimulationinordertofeelattheirbest.
Cainhaswrittenandspokenaboutthesocietalandculturalbiasagainstintroversionandthenegativeimpactsofthatbias.Ourmostimportant
institutions,ourschoolsandourworkplaces,aredesignedmostlyforextrovertsandforextrovertsneedforlotsofstimulation,shepointsoutina
TEDTalk.Insteadofsittingatdesksarrangedinrows,todaysstudentsaremorelikelytositinpodsandworkingroups.Mostmodernworkplaces
haveopenofficeplans,withoutwalls,wherewearesubjecttotheconstantnoiseandgazeofourcoworkers,Cainsays.Thesearrangements
makeitdifficultforintrovertstofindthesolitudeandmindspacetoworkattheirbest.
Consideringthatonethirdtoonehalfofthepopulationisintroverted,brainstormingmaynotbethemosteffectivewaytogenerateideasandsolve
problems.Groupsoftenfollowthedominantormostcharismaticpersonintheroom,eventhoughthereszerocorrelationbetweenbeingthebest
talkerandhavingthebestideas,Cainsays.Andalthoughthebesttalkersmightindeedhavethebestideas,theymightnot.Muchbetterfor
everybodytogooffbythemselves,generatetheirownideasfreedfromthedistortionsofgroupdynamics,andthencometogetherasateamtotalk
themthroughinawellmanagedenvironment,sheadvises.
Cainalsonotesthatintrovertsareroutinelypassedoverforleadershippositions.Thatsashame,becauseasleadershipcoachJeffBosswriteson
Entrepreneur.com,introvertsmakegreatleadersbecausetheyareprudent,learnbylistening,leveragetheirquietnature,demonstratehumility,
manageuncertainty,andarecomfortableworkingalone.
AstudybyAdamGrantofHarvardBusinessSchoolandhiscolleaguesfoundthatpairingextrovertedleaderswithemployeeswhotakeinitiativeand
speakoutcanleadtofriction,whilepairingsuchemployeeswithanintrovertedleadercanbeapathwaytosuccess.Inadynamic,unpredictable
environment,introvertsareoftenmoreeffectiveleadersparticularlywhenworkersareproactive,offeringideasforimprovingthebusiness.Such
behaviorcanmakeextrovertedleadersfeelthreatened.Incontrast,introvertedleaderstendtolistenmorecarefullyandshowgreaterreceptivityto
suggestions,makingthemmoreeffectiveleadersofvocalteams,theywroteinHarvardBusinessReview.Thatsgoodadvicetokeepinmindwhen
weareformingteamsandassigningwork.
GeoffreyJames,acontributingeditortoInc.com,hasgoodnewsforintroverts:Introvertswillsoonrulethebusinessworld.Whileintroverts
innovate,extrovertsaremostlytalk.Soinabusinessworldwhereinnovationiscritical,dowereallyneedtheextroverts?Yes,ofcoursewedo,but
letscapitalizeoneachothersstrengths.

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12/10/2016

Editorial:TheIntrovertedLeaderAnOxymoron?|AIChE

Whileintrovertsandextrovertsinherentlybehavedifferentlyinsocialsituations,asweentertheendofyearholidayseasonandfacenumerous
celebrations,bothshouldheedEmilyFrangenbergsadviceinthismonthsYPOVcolumn,HappyHourEtiquette:HowtoBehaveatAfterHours
Functions.
CynthiaF.Mascone,EditorinChief

Authorio:

CnthiaMacone
CindyMasconeisEditorinChiefofChemicalEngineeringProgress,AIChEsmembermagazine.Shehasmorethan25yearsofexperienceasatechnicaleditorand
writer,includingfouryearsastheheadofherownfreelanceconsultingbusiness,EngineeredWriting.Previously,sheworkedfortheU.S.EnvironmentalProtection
AgencyintheOfficeofAirQualityPlanningandStandards.
SheholdsaBSinchemicalengineeringandengineeringandpublicpolicyfromCarnegieMellonUniv.,andhasbeenanactivememberofAIChEandSocietyof
WomenEngineers. Readmore

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