The Power of the Introvert in Your Office
Heba Judeh
University of New Orleans
Abstract
This paper explains how the introverts are a powerful force in an office. The paper explains that introverts can be just as successful as the extroverts. A literature review has been including to show how introverts are of great importance in an organization. This paper concludes that introverts are very creative individuals who can make good leaders in a firm.
Introduction
Introverts operate ideally on another level of simulation compared to extroverts. An introvert employee does not have worse individual skill than the extrovert one meaning that they have the capacity of being team players. Introverts are sensitive to stimulation and powerful in an office as they are amazing at creative thinking. It is widely known that solitude creates a platform for creativity. Research notes that Charles Darwin and Wozniak were introverts who are prominent for their achievements. Requiring alone time does not mean that there is something wrong with an employee or they are antisocial. Instead, it gives them an opportunity to think of new processes and solve the business problems. The innovativeness within introverts helps them spark new ideas that can help an organization to progress.
Statement of Purpose
The paper examines the power of the introvert in the office.
Literature Review
According to Kahnweiler, (2010), introverts usually worry that they are likely to be overlooked for promotions or overshadowed by their outgoing colleagues. To reimburse for their uncertainty and self-doubt regarding their quiet personalities, introverts usually go to great lengths to cover-up as extroverts. In most cases, introverts strive to act more like their social, talkative and harming colleagues but may end up being frustrated. Research indicates that introverts manage uncertainty in the firm without acting on impulse. Fundamentally, they take the time to research the alternatives and make calculated resolutions. Additionally, they are great listeners. The same personalities make introverts adept leaders in a wider scope of settings compared to extroverts. Introverts tend to be very cautious and are less likely to take outsize risks.
Studies by Cain & Mone (2016) show that introverts let their co-workers shine. When introverts are managing proactive personnel, they are much more likely to let those workers run with their notions, while extroverts exhibit a contrary case. A good leader is entitled to encourage their team to progress and become successful and in some cases, extrovert leaders hinder that approach. On the other hand, introverts have a careful consideration and listen to their colleagues thus fostering empowerment and motivating employees. Contrary to the prominent belief, introverts are highly relational. Although extroverts are likely to socialize more easily with numerous different kinds of people, introverts have a skill for strengthening the close one-on-one relationship. Using their relational skills, introverts have the strength to establish valuable networks built on real trust. This is a key resource for constructing and growing a loyal client base. In the workplace where there is a high focus on teamwork, relational skills are essential for the organization.
According to Cain (2012), in some business settings, collaboration is not always the answer. Some settings require sole operations with no time for interactions. It is notable that teams tend to follow the views of the most vocal person in the office, even though there is no proven correlation between being the most talkative and having the best ideas. In the case of an introvert, they will work alone without interruption and produce work with a better quality than a group of employees who consult with each other for ideas. Introverts tend to feel most alive and energetic when they are in quieter and lower key settings. Introverts are good leaders who possess the skills of leading and directing others. Introverted leaders have been known to grow the competence of the employees and increase profitability. By listening and executing the notions of their teams, introvert managers inspire their employees to work harder by being more receptive and open to guidance.
Introverts are beneficial to an organization because they show a level of persistence and a high level of concentration that extroverts have trouble with. That is to say, when introverts and extroverts have a problem to solve, it is easy to find that the introverts spend more time evaluating the issue before they delve into it. Meanwhile, the extroverts jump right into the problem. Introverts spend more time dissecting and working on the problem before giving up any idea. Since leadership is very dynamic, it is important to have someone who shows patience and persists in organizational activities. Introverted leaders tend to deliver better results compared to extroverts in the management of the proactive workforce. Introverts are crucial assets in an organization as they are inspired to better the group as a whole; this is quite contrary to the extroverts who tend to exhibit a selfish behavior (Petrilli, 2011).
As noted by Pollard and Lewis (2018), when it comes to personality features in the workplace, the suitable workers have often been the extroverts- the ambitious, competitive go-getter, who is able to express himself and can self-promote and network easily. Yet, in all those aspects, there is the introvert whose presence in an organization is very influential. Researchers in industrial-organizational psychology indicate that introverts can be effective and valuable to a firm just like extroverts. Since it has been noted that introverts are good listeners, they listen to the other side of any argument before giving their own opinions. It is important to note that introverts are well informed resources in the office as well as great decision makers. Introverts are also identified as effective interviewers as they tend to ask strategic and important questions. They are also known to be incredibly organized, well prepared, and great at planning their time. These attributes are ideal for creating schedules, formulating budgets, supervising the human resources department, and even leadership roles.
According to Taylor (2014), although introverts do not speak up frequently, they are usually capable and skilled writers. Activities that involve written communication like writing press releases, newsletters, or being part of a social media or marketing platform, are ideal for introverts. The introverts are skilled in interpreting abstract theories and concepts into writing. In a sales department, introverts can fit very well. Most people consider extroverts as the best salespeople, but it is good to note that extroverts tend to be more aggressive, charismatic and competitive. Nevertheless, introverts are important salespeople as they are great listeners. In that case, they are likely to listen to their customers which make the customer feel that he or she has been given the top priority. This way, they easily gain customer loyalty compared to their extrovert counterparts.
Conclusion
It is therefore clear that introverts tend to be the quiet and less talkative employees in the office. Extroverts tend to be the talkative and aggressive employees in an organization. However, introverts are powerful assets in an organization. In most cases, the capabilities of introverts are overlooked, yet they can perform just as well, if not better, as the extroverted employees. Introverts are good listeners meaning that they can easily gain the confidence of a customer. They also tend to support the talents of their colleagues and tend to think about things before they make a solid decision. Their decisions are precise and accurate because they take time, unlike their extrovert counterparts. Introverts are known to mirror an approach of observing carefully before acting, therefore, they are able to avoid risks, dangers, wasted energy, and failures. Introverts are also able to work under pressure, unlike the extroverts who are unable to handle extreme pressure in the workplace.
Summary
In real-world situations, there are numerous introverts who act carefully and are successful in what they do. One case is Warren Buffet; he is the most successful investor of the 20th century. Buffet is known to be a non-impulsive risk taker. In numerous publications, it has been noted that Buffet’s success comes from his process of taking long, thoughtfully calculated risks. He does his risk-taking research alone. Introverts tend to mirror information before talking. They mirror this form of deliberate practice and thought in their writing effectively as well. Looking at the case of Steve Wozniak, who invented the first Apple computer on his own without consultation with anyone, he credits his ability to innovate to the time he spent alone showing how creative introverts can really be.
References
Cain, S., (2012). Quiet. S.I.: Crown Publishing Group.
Cain, S., & Mone, G., (2016). Quiet Power: The Secret Strengths Of Introverts. Recorded Books, Inc
Kahnweiler, J. B. (2010). Introverted leader. Readhowyouwant.com Ltd.
Petrilli, L. (2011). The Introvert's Guide to Success in Business and Leadership. Cork: BookBaby.
Pollard, M., & Lewis, D. B. (2018). The introvert's edge: How the quiet and shy can outsell anyone. American Management Association.
Taylor, L. (2014). The Dynamic Introvert: Leading Quietly with Passion and Purpose. Western Winds Publishing, Inc.