Can only extroverts be managers?

Can only extroverts be managers?

Do you have to be an extrovert to be a successful manager?

If you aspire to a management role there are numerous skills that you will need to develop.

You are obviously going to have to be able to make decisions and then you are going to have to communicate those decisions in a way that gives other people confidence that you have made the right decision.

You are going to have to be as comfortable making a presentation to large groups of people or superiors as you are talking to people one-to one.

It is hardly surprising that in many organisations the people who succeed as managers are those who have extrovert personalities.

But it doesn’t have to be that way!

In, The Introverted Leader – Building on Your Quiet Strength Jennifer B. Kahnweiler spells out in great detail – complete with strategies, examples, self-tests and forms – how introverts can emerge as better leaders.

Kahnweiler is an extrovert, who is married to an unabashed introvert, a man who is also a successful manager.

She believed her husband’s successful example of introvert as a manager gives her special insight into how introverts can use their personalities as an asset

His example inspired her to embark on a decade of research including surveys, interviews and case-study analysis.

She has as a result created an insightful analysis of the nature, behaviours and leadership potential of introverted professionals. The result is a practical guide for introverts who aspire to be managers.

There was a time when the introvert would focus on being the technical expert, being given work by an extrovert manager who interfaced with the rest of the organisation or customers to identify needs and scheduling work in a way that allowed the introvert to focus on their area of specialism.

That in-between person has as many organisations attempt to cut costs become something of a luxury for many organisations. The introvert is being pushed into the limelight like never before.

They may not be taking on management responsibilities, but they may have to appear in public more often in discussions that require to represent their view and convince others to their point of view.

Kahnweiler’s well-informed strategies will open doors for

  • introverted middle managers,
  • tech professionals who need to develop people skills,
  • women and other people with protected characteristics who have a hard time getting their bosses to listen.

Manager of introverts will also find The Introverted Leader a useful guide to helping them to bring out the best in their introverted team members.

The Introverted Leader – Building on Your Quiet Strength Jennifer B. Kahnweiler is this week’s free getAbstract book summary available from The Work Place Learning Centre at this link.

Read this summary to learn:

  • How introverts and extroverts differ,
  • What six challenges introverts face, and
  • How to apply the “4Ps Process” to parlay your “quiet strengths” into “introverted leadership.”

Image by Gisela Merkuur

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During a career as a human resources and employee development professional that started in 1981 Michael Millward has worked around the world in a wide range of businesses from start-ups to major conglomerates. His industry experience includes, local and national government, manufacturing, financial services, retail, distribution, hi-tech, e-commerce.

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