Introverts can sometimes feel that leadership positions aren’t really for them. After all, leaders need to be outgoing, right? They’re the ones slapping people on the back, the life of the party, the folks everyone wants to follow.
However, a tendency toward introversion can be a “superpower” in leadership. Some of the most renowned leaders in government, history, and business have been introverts. Abraham Lincoln was an introvert, and so is Barack Obama. Rosa Parks had a reputation as “shy and timid,” and Mahatma Gandhi said his shyness became his shield.
In business, leaders including Mark Zuckerberg (Facebook), Steve Wozniak (Apple), Larry Page (Google), Mary Barra (General Motors), and Marissa Mayer (Yahoo!) are recognized as introverts. Mayer describes herself as “geeky and shy.”
All these leaders and figures learned to use their tendency toward introversion to their advantage. Introverts don’t have to force themselves to become extroverts to succeed; instead, they can leverage the skills that come more naturally to them to boost their executive presence and visibility in the workplace.
Here are five executive presence “superpowers” that introverted leaders can use to their advantage.
Have you ever been at a party where one particularly quiet guest suddenly speaks up to drop a truth bomb, ask a brilliant question, or even share a witty joke? That introvert has been listening and taking mental notes all evening.
Introverts are often the best listeners around. When they ask thoughtful questions and lean in to hear the responses, they demonstrate how to show up with influence, which is a vital part of executive presence.
Where introverts might struggle: Some introverts can be overly chatty in some circumstances, perhaps out of nervousness or anxiety. Take some deep breaths, and remember to ask your conversation partner lots of questions.
Many introverts come across as naturally authentic—possibly partly because they don’t want to spend the energy to “fake it.” Introverts tend to have lower social needs and a higher need for alone time to recharge. Expending energy to enforce an extroverted approach isn’t appealing when the energy supply is limited!
Because introverts tend to be “what you see is what you get” people, others will often find them instantly relatable and authentic. Contrary to opinion, most introverts don’t “hate” people; rather, they dislike shallow or meaningless conversations. They will naturally communicate authenticity when they can have genuine, one-on-one discussions and connections with others.
Where introverts might struggle: It’s always tempting to force yourself into what you think is necessary for success or to push yourself to become more of an extrovert. While it’s okay and even helpful to push yourself to try new things, like public speaking, remember that you don’t have to change your personality to be a good leader.
Introverts are often wildly focused internally and may have an internal thinking process. Though they may seem to take a long time to decide, it’s only because most people don’t see the long, careful thinking that goes into every decision.
Where introverts might struggle: Don’t forget to ask for outside opinions and gather other information. It may be tough to reach out because of shyness or fear of judgment, but you’ll gain respect and admiration for gathering additional input. Asking for help or outside opinions can help you break out of “analysis paralysis.”
Rather than bluster or shout, introverts instinctively know that using quiet authority can cause others to lean in and pay attention.
Introverts can be especially good at leading by example, in part because they tend to be good at preparing ahead of time and practicing new skills on their own before demonstrating them publicly. When they project firm but quiet authority and make solid decisions, they can make others feel more at ease as well.
Where introverts might struggle: It can be tempting to raise one’s voice when others don’t come behind a decision or directive. If appropriate, ask about the source or reason for resistance. If it’s not a time for consensus decision-making, remember that raised voices don’t necessarily make people more likely to fall in line.
Introverts tend to be very self-aware and often possess a high degree of emotional intelligence. Their powers of observation and active listening contribute to their ability to meet the needs of their direct reports and others in their organization.
Many introverts also have a natural tendency toward intense empathy, which can sometimes drain them. They are such intense and careful observers that they often connect with others on an emotional level.
Where introverts might struggle: Some deeply empathetic introverts can risk getting too close to direct reports. Part of emotional intelligence means maintaining appropriate boundaries with direct reports and colleagues. Remember to occasionally step back and reassess any lines that have blurred over time.
Leadership isn’t just for extroverts, and leadership presence isn’t just about a charismatic person who can command the attention of everyone in the room. Sometimes, the quietest people can have a magnetic presence.
Contact our world-class coaching staff to learn more about developing your executive presence—whether you’re an introvert, an extrovert, or somewhere in between.