Dr. Patricia Schmidt

We’re not dumb or uninterested; our brains work differently

It’s the same story every week: I sit in a meeting at work. There’s a vibrant discussion about a topic, and everybody seems to have a firm opinion and an eloquent discourse about it. Except me.

I’m an introvert. A slow thinker. I like to analyze things deeply and formulate a discourse in my head (often supported by notes on paper) before saying anything. But by the time I’m almost ready to express my opinion, the meeting is over.

Yet another meeting where I didn’t speak up.

My lack of speaking up in meetings is not due to a lack of interest or intelligence—it’s because I struggle to keep up with others’ apparent speed of thinking, generating an opinion, and expressing it. And it often leads to the frustrating feeling of “not being able to contribute”.

Most workplaces are designed for extraverts, and that’s a problem. The louder, faster thinkers dominate meetings. The quieter ones get overlooked.

This doesn’t just hurt introverts. It hurts organizations.

Let me explain why.

The science behind introversion and extraversion

Introversion and extraversion (or extroversion) are referred to as ‘personality traits’ in psychology. It means that they’re relatively stable over time and are an integral part of who you are, how you process the world around you, and how you behave.

There’s a continuum between the two: Nobody is 100% extraverted or introverted. We all carry both in us, and many people are ambiverts: They have a relatively balanced mix of both.

In my case, I’m located pretty much to the left of the following graph:

Introversion isn’t just about being ‘shy’ or talking very little. It influences how you react to external stimulation.

Introverts get easily overwhelmed by noise or intense social interactions (such as a lively discussion in a meeting).
Extraverts thrive in dynamic environments and social situations.

So, the same situation can be great for extraverts and a significant source of stress for introverts.

Personality research has identified a higher baseline level of arousal in introverts than extraverts; in other words, they already have more internal noise than extraverts, so if there’s any additional stimulation, their arousal level quickly surpasses a critical threshold where the situation becomes overwhelming.

Other research also showed that extraverts’ brains react more strongly to social cues (such as faces) than introverts’ brains.

Susan Cain, author of the #1 New York Times bestseller “Quiet: The Power of Introverts in a World That Can’t Stop Talking”*, says:

“Introversion is about the preference for environments that are more mellow, to put it in really colloquial terms. There’s fewer stimuli bombarding you at any one time, which is why you often hear people say, “How do you feel after you’ve been at a party for a couple of hours?” For an extrovert, it’s as if they have an internal battery that’s getting charged by that experience and so they’re now really revved up because they’re getting energy. For an introvert, even if they’re very socially skilled and great at small talk, at the end of the two hours they feel as if their internal battery is being drained and they’re starting to wish that they can go home. All of that is different from shyness, which is much more about the fear of social judgment.” (Source: https://slate.com/human-interest/2020/05/quiet-author-susan-cain-on-introverts-in-the-workplace.html)

Here’s Susan Cain’s fantastic TED talk:

So, while extraverts seek out social interactions and sensory stimulation and thrive in these environments, introverts are the opposite.

Their way of processing the world around them is different, but they can be a valuable asset to any organization.

Why introverts should be included more in organizations

Introversion can be a superpower: In a study that surveyed 1,208 IT decision-makers in the UK, US, France, Germany, and Japan, 28% of introverts but only 14% of extraverts identified project failures at an early stage of the project.

Imagine how much money could be saved if we included more introverts in project monitoring!

What about introvert leaders?

World-famous researcher and bestselling author Adam Grant and colleagues found that introverted leaders often deliver better results than extraverts when managing proactive teams. Unlike their extraverted counterparts, who may dominate discussions and ‘be the loudest in the room’, introverted leaders were more likely to listen to ideas and make all voices heard, fostering innovation and higher productivity. Extraverted leaders had an advantage in motivating passive teams.

But although introverts can be great leaders, scoring high on extraversion and being authoritarian are still the best predictors for who gets promoted into leadership positions. The ‘loudest person in the room’ is more likely to climb the corporate ladder than the introvert, even though introverts are often better leaders than extraverts.

Promoting the loudest employees instead of those who have the best capacities for the role can be expensive for organizations.

Practical tips for workplaces: Making introverts feel welcome and heard

Workplaces can take a few simple steps to help introverts feel heard and meet their increased need for recovery from stimulation.

Here’s a list of what organizations can do to include introverts more:

1. Send the meeting agenda in advance: This allows introverts to prepare for the topics that will be discussed and reflect on them beforehand.

2. Rethink communication: Not everything must be discussed (exclusively) in meetings. Enable and encourage written and/or asynchronous communication to make decisions.

3. Encourage delayed responses: Let employees know it’s okay to follow up with written feedback or one-on-one chats after meetings.

4. Modify your expectations: Introverts often need more time to process before responding. Don’t expect immediate answers.

5. Schedule regular one-on-one meetings: Introverts communicate more effectively in one-on-one conversations than in group settings.

6. Avoid back-to-back meetings: They’re stressful for everyone anyway, but even more so for introverts who get quickly overwhelmed by too much stimulation.

7. Provide a quiet space: Introverts often need time alone to recharge. Make sure they have access to a space where they can decompress.

8. Optimize workspace assignment: If possible, offer introverts a private office, unless they prefer to share.

9. Rethink your organization's promotion strategies: Maybe the employee who talks the most in meetings isn’t the best choice for filling a leadership position.

Wrapping up: Introversion is a superpower

A successful organization should combine the powers that introverts and extraverts bring to the table. Each group has specific capacities that help organizations thrive.

Many workplaces are rather extravert-friendly, but a shift to including introverts more and making their voices heard will benefit both sides:

• Introverts will be more motivated if they feel they can make meaningful contributions to the organization.
• Organizations will benefit from a better work environment, as well as financially through improved decision-making.

It’s time to give us a voice.

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This article was originally published on Medium.