Introverted Leaders - Innovation & Change

Innovation is more than a capability: it's a competitive advantage. The ongoing and cumulative impact of significant global shifts - political, demographic, finance, economic or environmental - are significant drivers of innovative capacity. Simply put commitment to development of innovative capacity means change.

First, change happens in the minds of leaders and managers and when acted on seriously, filters through the rest of the organisation - through processes, systems, reward structures and modeled behaviour. In terms of leading change, outgoing personality traits are traditionally associated with top corporate roles and it is assumed that this type of leader has the capacity to lead change; but new research suggests businesses miss out when they fail to find and promote executives with more understated styles.

We're all aware of highly successful, dynamic leaders like Richard Branson and the late Steve Jobs. But what about the introverted leaders, can they be as effective? Some say being an introvert is an impediment, even introverts themselves. However, it seems we shouldn't dismiss the value or influence on innovation and change introverts can have.

Most senior managers who are introverts are shy, quiet, don't like the lime light and find large gatherings draining. They lack luster and likely don't say much, but it is fairly evident they are actively listening and you may even feel like you're being sized up - and you likely are. Some research suggests that if introverts make it to a senior management position they can be as successful as their extroverted counterparts and in some situations more effective.

"Messrs. Page [CEO of Google] and Conant [Campbell Soup Company] represent the latest examples of how introverted leaders can flourish despite strong cultural bias against them. About 65% of 1,542 senior managers see introversion as an impediment to reaching higher management levels..."

Most introverts likely have had to overcome fears, shyness and perhaps insecurities. And they don't really fit into the convention mold of a bold, dynamic leader. They have to challenge themselves regularly to break out of their comfort zones. But wait a moment, this fits perfectly with one of the most difficult things senior managers must deal with on an increasingly regular basis - change. These days we're constantly being challenged to step out of our comfort zones - and we reluctantly do so eventually.

Letting go of 'old' thinking and practices [which might not be that old at all!] is not an easy task for most of us. We truly are creatures of habit. Some researchers are suggesting this is the perfect climate for introverts to shine. According to the Wall Street Journal there are at least four reasons to look to our introverted senior managers to lead change these days:

• The Anecdotal Evidence Is Overwhelming: there are many more successful executives i.e., the two noted above in addition to others like Bill Gates and Warren Buffet. These executives continually confront their fears, challenge themselves, and break out of their comfort zones.
• Technology is the Catalyst: The increasingly rapid pace of technological innovation, globalisation and an unstable economic landscape calls for a variety of leadership types. Adam M. Grant, associate professor, University of Pennsylvania, Wharton School sees that introverts may be more effective leaders now than ever before.
  Since public speaking is often a challenge for introverts, technology now makes it easier for them to communicate with employees, stakeholders and customers whether through email, conference calls or virtual meetings.
• Introverts generally are Good Listeners and Read Body Cues: This ability is a powerful tool for interviewing, negotiating, motivating and leading and would indeed give them an advantage in terms of reading people. They also have the ability and need to see the bigger picture to ensure strategies and plans are relevant, successful and innovative to address solutions to change.
• Achieving the Best of Both Worlds: most introverts are self-aware, some painfully so, not just about themselves but about their own shortcomings. Many introverted leaders realise they need a team to complement their shortcomings i.e., a more verbal second-in-command.

Beyond facing their fears, shyness and insecurities, astute introverts explore techniques of overcoming these impediments and develop an understanding of how to improve the way they connect to others - one person at a time. Some introverts have benefited from outside coaching. Often it's a question of reframing perspectives. Introverts generally have to become comfortable sharing enough about themselves to make interpersonal connections - thus building trust with the people with whom they need or want to interact. According to Connie Russell of Right Management it comes down to this:

"Without connections, people assume you're self-centred or too self-effacing to take command," Russell said. "You have to make connections to show you have the self-confidence to command respect."

The bottom line is there is a place - and a significant one at that - for both introverts and extroverts. Leading employers are recognising the strengths and weaknesses in both and positioning and managing this talent strategically to reframe status quo thinking in order to effectively lead innovation and manage change.

 "In a race without end, there are no winners, only losers. Change ability means survival. It means living to fight another day. It is an advantage that many seek and few find. The Fortune 500 changes with the day, and even the largest and most nimble can become complacent and ossify." [changingminds.org]

Are we excluding 50% of our own employees and potential hires who don't immediately demonstrate traditional characteristics of what we're used to ascribing to leaders?

What has your experience been working with introverts?

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