Bertrand Russell famously said, “We are all prone to the malady of the introvert who, with the manifold spectacle of the world spread out before him, turns away and gazes only upon the emptiness within.
But let us not imagine there is anything grand about the introvert’s unhappiness.”
For extroverts, the idea of gazing within one’s own thoughts might be the idea of unhappiness; but for the introverts who get recharged by spending time alone, such solitary activity actually leads to better mental health and increased productivity at work.
They’re just shy, right?
The term introversion was first popularized by psychoanalyst Carl Jung, who explained that extroverts feel stimulated when interacting with large group of people, while introverts need time alone to be energized and can feel drained in these situations.
It is a common misconception that introverts are shy, socially maladjusted or fearful people. While these qualities can be found in introverts, they are also present in the rest of the population.
And research shows that the distinction actually has a physiological basis. Psychologist Hans Eysenck first discovered that the brains of introverts and extroverts respond differently to stimuli, with introverts requiring less stimulation by the senses to arouse the cerebral cortex. This explains why introverts can feel so overwhelmed by large groups. Research subsequently published in The American Journal of Psychiatry also supported this idea of the respective “outward” versus “inward” focus of extroverts and introverts. Debra L. Johnson and her team at the University of Iowa found that, while in a resting state, extroverts show increased blood flow in areas that respond to external stimuli, while introverts have increased flow to the areas of the brain responsible for internal processing, such as planning and problem solving.
Atlantic Monthly correspondent Jonathan Rauch illustrates the personality difference well, saying “Leave an extrovert alone for two minutes and he will reach for his cell phone. In contrast, after an hour or two of being socially ‘on’, we introverts need to turn off and recharge.”
Being true to yourself
The fact that introverts tend to be reflective thinkers who enjoy working in a field they strongly believe in means it’s likely a large percentage of staff and volunteers in many not-for-profit organizations will be introverts. They often prefer to make a difference behind the scenes doing administrative work or in one-on-one roles. Sara Murphy, an intake worker at a youth addictions centre in Kitchener, ON, identifies herself as an introvert and says the majority of the counsellors she works with are introverts, as well.
Tasks such as managing data or conducting research projects are also a great fit for introverts, are vital to a charitable organization and may not be as appealing to more outgoing staff and volunteers.
Some positions simply better suit the needs and wants of extroverts, such as jobs with a significant, sustained amount of public contact. Deborah Legrove, president of Crawford Connect, an executive recruitment firm for the nonprofit sector, says that fundraising roles, for example, tend to attract extroverts who don’t mind being out three or four nights a week and the constant engagement with donors required to succeed at this type of work.
When in Rome…
Advancement in the workplace seems to demand at least some extroverted skills, however. A recent study of Fortune 1000 executives found that while 28.4% described themselves as being introverted at home, only 9% of them said they were introverted on the job. The study’s author concluded that an ability to adapt to the environment appeared necessary to be successful in one’s career, particularly for those who were naturally introverted.
One area where some adaptation may be required is meetings, where introverts can be sidelined and not participate fully, because they tend to need time to think and process ideas. Calling an impromptu group “brainstorm” for your next fundraising event, for instance, can be anxiety provoking for introverts. Instead of relying on traditional brainstorming techniques, Southern Methodist University business professor Peter Heslin developed an idea-generating technique that gives introverts a voice. “Brainwriting” involves participants jotting down a single idea on a piece of paper and then passing the list to the person beside them. Once a few ideas have been generated, the group discusses them. This approach gives introverts time to think of what they want to say.
Marti Olsen Laney, a speaker and author on introversion, suggests introverts send a memo after a meeting if they struggle with speaking up. She also reminds introverts that it is perfectly acceptable to say they need time to think before they can discuss their thoughts.
Introvert Sara Murphy says that she functions best at her job when she has time between meetings to reflect and prepare. She has also developed techniques to balance her needs with the demands of her work.
“I think it’s the choices I make to take care of my introversion outside of work that allows me to function well on the job. Because I am careful not to fill up my evenings with social activities, I have time and space to do all the processing and re-energizing that I need to be present at my job the next day.”
Rising through the ranks
A recent study by Harvard Business School professor Francesca Gino concluded that introverts can actually be better leaders than extroverts. Her research revealed that “New ideas can’t blossom into profitable projects if everyone in the room is contributing ideas, and the leader is too busy being outgoing to listen to or act upon them.”
Further, an extroverted leader with a team of extroverts can be a liability, as can an introverted leader with a team of introverts. “An introverted leader is more likely to listen to and process the ideas of an eager team” while “a team of passive followers benefits from an extroverted leader.”
Yet it can be hard for the introverts to make their way to the top roles.
Trina Isakson, an introvert who works with community- and education-oriented organizations in Vancouver and who blogs about the nonprofit sector at trinaisakson.com, has noted that reward systems and recognition on the job are generally structured in ways that favour extroverts. “Extroverts get rewarded because their work is apparent.”
And despite the potential of introverts in leadership, the Harvard study found introverts typically have a harder time rising through corporate ranks, largely because they are poor self-promoters. The researchers plan to examine the topic of authenticity, the degree to which introverts can genuinely adopt extroverted behaviour in leadership roles, but believe that organizations need to adopt policies that reward good listeners as much as they reward good talkers.
It takes all types
Nonprofit managers can benefit by familiarizing themselves with the strengths of introverts and placing them strategically within the organization.
Introverts are strong assets because of their skills in planning, solving problems, listening, building deeper relationships and taking time to fully grasp a problem before responding to it. “We’re not impulsive with our response to the world,” says Wendy Gelberg, author of The Successful Introvert: How to Enhance Your Job Search and Advance Your Career.
Robina Yasin, human resources advisor at the YMCA of Greater Toronto, who is herself an introvert, says that personality type and learning styles are considered and valued in all the recruitment and learning processes used by the YMCA, with activities planned for introverts and extroverts alike. The YMCA uses a variety of structured testing processes to assist their staff in understanding and accommodating one another. These include the Myers-Briggs Type Indicator test, which includes a measure of a person’s introverted/extroverted preference.
Understanding that people have different needs can be important for productivity and getting the best out of staff. Yet Gelberg points out that “a lot of workplace things are organized in extroverted ways.” This includes everything from brainstorming sessions to job recognition to office design. For Murphy, the cubicle design of her office is a major challenge: she says there are many times when she craves a door she can close.
Forward-thinking organizations are adapting their methods to consider such needs. The YMCA, for example, is recognizing the diverse needs of staff in terms of how office space is structured. When offices move to new space, staff are asked to contribute to the design process by defining their optimal working environment. For some people, this means that they will work best with a solid door, while others need the stimulation of colleagues around them.
More than a label
Some people shun personality tests, believing they only label people. While identifying people can serve to pigeonhole them, it can also help to understand them. Introverts may appear to be shy and retiring, but they are involved in and contributing to nonprofit organizations everywhere, and they have often underutilized strengths. Recognizing that both extroverts and introverts have unique needs creates an opportunity for their skills and talents to be used fully in service at any nonprofit organization.
Tips for introverted staff
1. Share your route of thought. Don’t assume that everyone else has gone through the same thought process, as obvious as it may seem.
2. Prepare. Request or research information before meetings so that you can prepare your thoughts.
3. Share your successes. Make small daily goals to share a project you are working on, a great meeting you had, or a positive outcome that you have reached.
4. Create space. Whether when working on an important project or debriefing from an intense meeting, find a quiet place.
5. Share your ideas. And don’t fret afterward about whether or not people thought your idea was silly.
6. Seek out other introverts. If you have an event or activity to go to, buddy up with an introvert
— Tips by Trina Isakson
Drawing out the best from your introverted staff
1. Ask their opinion.
2. Give them information (e.g. a meeting agenda) beforehand.
3. Use email. When asking for important input, give your staff time to consider their thoughts rather than putting them uncomfortably on the spot.
4. Delegate properly. Give them the authority to make decisions on their own without interrupting and micromanaging.
5. Be flexible in recognition. Don’t assume everyone’s idea of fun and reward is a big party.
6. Find out where credit is due. Introverts don’t often sing their own praises, so be sure you are thanking the right people when things go well.
— Tips by Trina Isakson
Susan Fish is a writer/editor at Storywell, a company that helps individuals and organization tell their story well. She has written for the nonprofit sector for almost two decades and loves a good story.
