Building a Case for... Ambiverts

What Personality type makes the best sales person?  Most people will quickly respond with - Extroverts.  Indeed, this is typically what most hiring professionals will look for when hiring for 'sales' specific roles.  However, there is actually no direct evidence supporting the assumption that Extroverts make the best sales people.

Consider now the fact that Leaders sell.  It is a primary function of the Leader role, regardless of what the job description actually calls for.  They are constantly selling ideas, concepts and action plans to employees, suppliers, customers, clients, funders, board members, stockholders...  Likely it is their number one job function and responsibility.  If we believe the assumption above, that Extroverts make the best Sales Professionals then, by extension, it would follow that the best Leaders are Extroverts.

In new research, from Adam Grant, Professor at the University of Pennsylvania's Wharton School of Management (to be published in the Journal of Psychological Science later this year), it was determined that true Extroverts fared little better in sales success than did true Introverts.  Surprising results given the common expectation concerning the extroversion/sales connection.

Grant used a 7 point scale to assess the degree of each participants Introversion (1 and 2) to Extroversion (6 and 7).  He assessed a group of software sales personnel over a period of 3 months.  His findings?  Introverts fared the worst, averaging $120/hr in sales.  However, the true Extroverts did little better, averaging about $125/hr in sales.  Most interesting was the finding that the Top Performers were those in the middle (4/5/6), the Ambiverts, those individuals that are neither extremely introverted or extroverted.  The absolute top performers were those that were a '4' on the Introversion/Extroversion scale, selling roughly $208/hr.  A big leap ahead of everyone else.

We've heard a lot over the years about Introverts versus Extroverts, but have paid little direct attention to the value of those in the middle, those individuals that carry traits of both.  True Extroverts often focus more on themselves, talking more than they listen, which can be a strong disadvantage for a leader.  Their personalities can seem like a force onto themselves, often overwhelming those around them.

Introverts, on the other hand, have challenges of their own in leading others.  They prefer to process their own thoughts before sharing, which can make them appear hesitant to speak their mind, share direction or to close the deal.  Employees often feel that they are not as well-informed as they would like or need to be.

Enter the Ambiverts.  They tend to strike the right balance between the other two styles.  They can speak smoothly and convincingly when needed but are also capable of listening to and including others.  They know when the Extrovert's initiative and gregariousness is needed and when the Introvert's quiet confidence and thoughtfulness is called for - shifting comfortably and seamlessly between the two.

The truly good news coming out of this finding is that the majority of us are Ambiverts.  Most of us sit somewhere in the 3 to 6 range used by Grant in his study, making more of us better at Leading others than we might previously have thought.  The downside of course is that we no longer can hide behind the belief that we are not 'extroverted' enough to lead.  As it turns out, sitting somewhere in the middle of this scale is more than enough for leadership success.

The Perceived Leader

If you put a group of people together and give them a task, a leader will emerge. It's inevitable.


I was thinking about this concept the other night while watching an episode of Survivor.  There was a returning player telling the camera that his strategy this time around was to lay back and not take charge of the group.  He was going to avoid the 'leader' role. However, as soon as the group arrived at their home beach, he started tossing out ideas and suggestions about what should be done, how it should be done and the order of each.  He couldn't help himself.  The other players immediately labelled him as 'leader'.

In a recent study, published in Personality and Social Psychology, it was suggested that leaders emerge in problem solving situations due to two primary factors:

• their outspoken behaviour
• how others perceive this behaviour

It typically has very little to do with competence.  In fact, there is often a big gap between the actual Competence and the Perception of a leader's capabilities; the perception of leadership capability having been driven by the individual's outspoken behaviour and not their competence.  

In the study it was found that the leader's dominant behaviour during group problem solving led them to offer more suggestions than others did, thereby increasing their perceived value by others in the group.  It is interesting to note though that their solutions were no better or worse than anyone else's. There were just more of them.  When reviewing the content of the suggestions it was found that the 'leaders' did not add the best value, they were just heard from first and most often.

The results of this study help to understand a critical issue that Introverts face when looking to heighten their leadership profile.  They must learn to share more during group situations.  The difficulty that most Introverts face though is that they prefer to fully process something before sharing a finished conclusion.  They aren't comfortable in sharing a partially developed idea, since that does not have as much perceived value to them as an idea that is fully processed.  Therefore, Introverts don't tend to speak up as often as their more outspoken peers although they tend to share more solid content when they do.  As we've seen though, there is a gap between Competence and Perception.  Introverts may share more content and value-filled ideas than their outspoken peers but they are not likely to be perceived as a 'leader' by the group since they don't share as often. 

Despite their discomfort in doing so then, it is evident that Introverts need to learn to 'share' more often in group situations if they want to heighten their leadership profile.  The following are two solid strategies you can use to be seen as more of a leader within your team activities:

Speak up early, if not first.

Introverts will find it easier to speak up if they are not caught up in processing too much information.
Therefore, make a point of speaking early in a meeting, before there have been too many topics raised bogging down your thought processing centers.  First is best, but early and often counts too!

Go for Volume.

Pull from the studies above to recognise that it is the act of tossing out ideas and suggestions that has perceived value by the group, not necessarily  'good' ideas.  Introverts like to share solid content. Therefore, they tend to hold onto their thoughts until they have reached a finished conclusion.  This costs them visibility.  Instead, learn to let go of the need to share something that is fully formed and share the issues that you are mulling over.  The group will perceive that as having as much value as your finished conclusion would have netted you, getting you into the game earlier and more often.
  

That Survivor contestant engaged in all the right activities to be quickly perceived as and labelled a leader.  However, unlike in our careers, when you are playing Survivor it is important to know how 'not' to be seen as the leader, which meant keeping his ideas and suggestions to himself.  Although he believed he was merely being 'helpful', speaking up first and often will be perceived as a bid for power by the group.  In the board room this could be a good thing.  On the 'island' decidedly not.

The Power of Introverts

Quiet.

This is the lifeblood of the introvert, their deepest need and desire.  Not necessarily the quiet of a total absence of sound, but the sort of quiet that allows for solitude, a time for internal reflection and thought.  Today's workplaces though allow for few opportunities for individuals to break away from group meetings and discussions, or from group-think brainstorming sessions, and truly have time to think and process ideas on their own.  Without this time though, introverts suffer and we rarely then get the best ideas from them.

In her new book, Quiet, Susan Cain speaks out not only about the inherent differences between Extroverts and Introverts, but why we need to modify the way we live, teach and work in an effort to truly allow introverts, and not just extroverts, to shine.  With a third to half of North America's population being more introverted by nature, our failure to create cultures that recognise and embrace their natures often results in poorer decisions, ideas and insights.

I have attached a Ted-talk given by Susan Cain that you will surely find interesting and enlightening.  For you extroverts out there, I hope that you gain some insights about how you might work with, manage and mentor your more introverted co-workers better.  And for my introverted brethren...  I hope you discover in this talk the message that you are not alone, that you are not 'wrong' for wanting to spend time on your own and, perhaps most importantly, that you come to realize how much the world needs and counts on the insights you develop in those solo flights of mind.

Being Invisible doesn't get you Noticed!

One of the phrases heard often from Introverts is that they feel invisible in group situations, especially those
with a number of extroverts present!  In a society that tends to recognise and reward extroverted behaviour as the 'better' of the two, is it any wonder that introverts can be left feeling like a poor second cousin?

One of the biggest challenges of course is that if the extroverts are the ones that get 'seen' then they are also the team members that get remembered.  They stand out while the 'invisible' introvert gets left out!  Remember that dreaded feeling of being the last one picked for school gym teams?

With the 'busyness' of today's workplace it is necessary to be seen, heard and remembered if you want to stand a chance at getting those plum roles, the exciting projects, the big promotions.  Otherwise we run the risk of our best stuff going largely unnoticed.

Unfortunately for introverts, many behaviours exhibited by them will often be misinterpreted by others, in particular by the extroverted team members.  This is only a problem if and when that misinterpretation gets in the way of something but... if you don't control your perception you are leaving this possibility to chance, increasing the odds that it's going to come back and bite you in the butt.

The quieter nature of many Introverts will often lead people to believe that they lack confidence.  This may or may not be true, but it will tend to get interpreted that way.  Consistently.  Introverts are, by nature, much more introspective than Extroverts.  The source of most of their energy is internal, while for Extroverts it's externally oriented.  The assumption that many will make is that the quieter Introvert simply didn't have anything to share, thereby discounting their overall value to the meeting or even team.

Introverts instead need to find ways to heighten their visibility.  Not by emulating Extroverts, but in a quieter, more comfortable way.  Try a combination of any of the following tips on for size...

• Dress just one small step better than your peers.  Maintaining a quiet, but polished and professional image does get noticed and helps you to get noticed in a positive way.
• Don't underestimate the value of good posture.  Introverts often make the mistake of trying to 'hide' in the crowd and they do so by slumping or slouching, making themselves appear physically smaller.  You might not be the loudest voice around the table but your posture should be strong and erect, communicating your confidence and engagement.
• Consider the possibility of creating a 'signature' look.  This could be a small element that you integrate into your personal brand statement that just lends a distinctive and unique element into your personal look.  Perhaps you're the only one writing with a fountain pen, you carry a distinctive leather notebook, you are known for your unique jewelry or shoes (I have a client that always has on fabulous shoes!), great glasses.  A small but distinctive statement can also help you stand out and be remembered.  Just ensure that it is in a way that is appropriate for your environment and audience.  Oh, and... no bow ties please!
• Speak up and share a point early in a meeting.  As the meeting goes on you are going to get bogged down with more and more thoughts, making it more difficult for you to interject those thoughts into the conversation.  Share early, when there are fewer thoughts in your head vying for your attention.
• If you do have ideas, suggestions or thoughts about a meeting after its done (and you've had time to process), ensure that you jot them down in a succinct, concise email and forward them to the team members.  Don't just forward them to the chair... this minimizes your visibility.  Demonstrate your value by letting others 'see' your contributions.

Try any of the above, or share some of your own below.  The idea is to find ways and means that are 'doable' and comfortable for you that help to move you from being invisible to showing up on the promotional radar!

The Introvert Challenge

It is no coincidence that many of my clients are Introverted by nature.  Most of my practice is centered within North America, a place in which many Introverts find themselves struggling with trying to fit in and be recognised in working environments that predominantly recognise and reward Extroverted behaviour.  As life here in North America becomes more competitive and fast-paced, with the growing emphasis on the need to be a 'team' rather than an 'individual' contributor, Introverts today are facing more challenges than ever before.  Is it any wonder then that more of them are turning to coaches for help and direction?

It's interesting though, that different cultures have different styles, some of which value Introversion for its many strengths.  Individualism, more characteristic of direct, fast-paced communication (such as that found in the US and Germany) is more closely aligned with Extroversion, whereas Collectivistic societies (such as those found in East Asia) are more aligned with the characteristics of Introversion.

Despite the emphasis on Extroversion in North American society, Introverts make up 50 percent of the population.  Interesting then, to consider that most Introverts feel they are in the minority and that it is important, if not critical, to their careers to adopt more Extroverted tendencies.  Much of the work of coaches, such as myself, tend to be focused on helping Introverts to not just recognise but to capitalize on the strengths they bring to the table;  helping them to develop strategic and comfortable ways to promote themselves and those abilities.

Some quick thoughts and tips for Introverts to consider, that even you Extroverts may benefit from...

• Email can be a great communication tool for Introverts, providing them with the time they need to fully formulate their thoughts before sharing, and a communication forum that is comfortable.  Consider using this as a strategic way of sharing your thoughts and insights, not just as a tool for arranging a meeting time.
• The longer a meeting goes on, the more thoughts and information an Introvert has taken in and is processing.  As a result, they are less likely to be vocal.  Instead, consider speaking up early in meetings.  Your thoughts will be cleaner and more direct and you will have demonstrated already, to those present, your willingness to contribute. 
• Introverts are not likely to be the most vocal person around the table.  Therefore, when you do decide to share something, it is important that you say it in a voice that makes it easy for others to hear you.  It is worth investing some effort in using audiotape to cultivate a voice (strength, variability, volume) that helps convey your message.  You may not speak often, but you do want to speak in a way that lets your audience know that you are worth listening to.
• Posture can also make a big difference.  Introverts will often shift their mental focus internally, in order to process new information.  As they do, their body positioning and posture tend to also shift and change.  Typically, the head and eye contact will drop, shoulders may round forward... all of which serves to soften the overall posture and presence of the individual.  Instead, work to maintain an upright posture, shoulders back, head up and eyes forward.  Even when not speaking you can still convey to others that you are confident and comfortable.