Jan:   I'm Jan Terkelsen.

Brett:    I'm Brett Jarman.

Jan:   This course has been designed so people who have preference for introversion can start using their introversion as a strength in the corporate workplace. We are going to share with you key tips and strategies that will assist you and your team to leverage each other's strengths, talents, and gifts.

 Jan:   The world rewards extroverted behavior and we see this is corporate life all the time. Latest research out on top 500 companies show that up to 80% of CEO’s display this extroverted behavior. Understand the difference between extraversion and introversion will give us an insight as to how we can be more effective at work and be authentic to our strengths and talents. This is primarily based on Carl Jung's theory of typology, where he looked at different attitudes and orientations to the world. You get your psychic energy from moving towards someone or something which  defines extraversions or moving away from someone or something which defines introversion.

Brett:   You should also make the point that the world, especially the corporate world supports extroverted behavior. There are things like open plan offices that's a structure that is actually set up to support extroverted behavior and it’s not always comfortable for introverts.

Jan:   Also extroverted behavior tends to get rewarded, tends to get noticed, more recognition, more acknowledgement and hence usually tends to get promoted a lot. Clearly when we talk about an introvert or an extravert it isn't the definition.  It’s really just a shorthand way of explaining extraversion or introversion preference. 

Brett:   Yeah, if you have a preference for introversion or introverted behavior that doesn't define you as an introvert because you can still be extroverted in a lot of circumstances and you'll find that through out this course. I just wanted to make these distinctions to give you a clear understanding of what some of the terminology means. 

Jan:   As you go up the corporate ladder. The level of self awareness and emotional intelligence usually impacts job performance. The more self aware you are it will enable you to understand yourself and what drives your behavior, but also understand the people that you managed and the people that you worked with, and how they orient themselves to the world of work. This theory of extraversions and introversion is also based around the work of the MBTI, which is a really well researched validated tool for developing and enhancing self awareness.

Jan:   Here is a quick summary of some of the points that we're going to look at. Why it is useful to know if you're an introvert or an extrovert? Once you understand what your strengths are and you can articulate them, then you can develop strategies and be more effective at work. We're going to look at the contrast between introversion and extraversion. Because they're going to be people who are absolutely different from you and you will understand why. Look at the key characteristics of extraversion and what extroverts really think of introverts in business and in work. This is really interesting. Also look at how to thrive in a world that rewards extraversion. How to be your best at work and we're also going to look at your preferred work situations. Because the split is 50% of people are introverted and 50% are extraverted.

The Introvert’s Edge

Using introversion as a strength in the corporate workplace

Lecture Transcript

Section 1 – Characteristics of Introversion

Lecture 3 – Characteristics of Introversion

Brett:   We are going to look at some of the characteristics of introverts. You might find that you relate to some of these characteristics and you might find that some of them you don't relate to at all. It’s okay because it’s not about having a hard fast rule in any of these things. These maybe of some help, firstly, to understand that there are other people who view the world the same way you do but also you may be surprised to find that there are other people who don't view the world in the same way that you do. By going through these characteristics this will just give you a bit of an understanding of yourself and others that you are working with.

Jan:   Once you can understand how you are observed in the world then you can make choices about whether or not that suits you in the workplace or whether or not you need to change or temper anything, and start using it to your advantage.

Slide 2

Jan:   One of the most typical characteristics of people with introversion is this natural tendency to observe or to stand apart from people and things rather than interact with people. How will you do this? This will depend on other factors like, life experience, formal learning, and your whole type orientation, where you are on the scale, how social you are?  Because you have a preference to observe and analyze, this lends itself to actually standing apart, stepping back, even detaching a little.  In many circumstances this is appropriate and really useful,  and an effective strategy, because you can actually train yourself to become a keen observer and to use this characteristic to your advantage. You may notice particular tendencies in others, picking up  information that others may overlook, but also picking up on subtleties of a conversation or a situation. However, if you are working in a team, working with people, stakeholders, clients, you may need to be a little bit more aware of how your natural tendencies  are impacting others because then you are free to choose if you want expand your repertoire of behaviour or continue as you are

Slide 3

Brett:   As an introvert you may find that you need time to think before changing your perspective. For example, if someone asked you a question or shares an idea with you, it’s a natural process for you to spend some time clarifying, reflecting, and analyzing. You usually do that internally. Whereas, an extrovert, might do that externally.  Sometime if an extravert is asking me a question or is sharing their idea, they be disappointed in the manner in which I respond or don’t respond, because they are  waiting for a response and it’s not necessary forth coming straight away because at this stage I don't have a response. It doesn't mean we are slow or hate to do that. It just means that we are doing our processing within our head.

Jan:   That’s right and we are also talking about the time it takes before changing perspectives. For people with introversion it’s going to take more time usually to change their ideas, to change perspectives because they are analyzing. They are going through a certain well orchestrated method of thinking and reflecting before they can actually change their ideas or change their mind about something. For people with extroversion they may be disappointed because they've stated their case really clearly and empathically and you still haven't changed your mind. This is where conflict in a conversation can happen with introversion and extroversion. Give someone with extroversion the heads up, be confident and tell them that you are thinking about it.

Slide 4

Brett:   You tend to respond carefully and thoughtfully to people, ideas, and concepts.

Jan:  You prefer depth over breadth and with that comes the ability to shape  and mould your ideas, you place great importance and value on an idea. If someone in the workplace is asking your opinion, usually time is of the essence  and they what to  get your opinions straight away, however because you respond carefully and because you really reflect on ideas you may not be so giving over of that idea, unless you have that time to consciously and carefully think and respond.

Brett:   Yes, an analogy of that might be an artist. An artist doesn't want to reveal the finished product until its finish. In some case but not always the case but because introverts think of their thoughts as an art form, we like to finish it off before it gets viewed.

Slide 5

Jan:   You usually take time to get to know. It’s easier to manage, it’s easier to have deep thoughtful friendships with fewer people. In a work situation this can be a little bit of a disadvantage because we need to be able to establish rapport, quickly. We need to  have relationships with people because we are going to be asking them to do things. We need to influence outcomes. If you know this is a tendency of yours, taking time to get to know you, perhaps you can start to expand your repertoire of behaviour and share a little bit more of yourself sooner. You can actually start to establish rapport quicker.

Brett: It’s not necessarily because you are consciously trying to make people not know you. As an introvert, you don't have that natural tendency to share of yourself as early as an extrovert might.

Slide 6

Brett:   Someone with the preference for introversion is likely to have a preference to know a few people and to know them well. This is actually an unconscious structure that set out to help protect their energy. Because their energy is depleted  in large groups. This set up this protection by just knowing smaller groups and fewer people, but knowing them well.

Jan:   The most common feedback that I have received as an executive coach from managers who have people with introversion in their team is, “ I really want them to expand their network.” “ I really want them to expand their relationships and the people that they know inside and outside the organization”. If this isn't a natural tendency for you beware that you may be blocking people from your circle or your network and stepping back instead of encouraging relationships. So just start to be more conscious and be clear about who you would like to be a part of your network. So you can expand your base of knowledge and experience.

Brett: This isn't a case of rushing out and suddenly trying to become everyone's best friend. That's not what this is about. Just being aware of that resistant that you might have. Most of time you're unconscious of it. We are encouraging you here to be aware of it so that you can create more opportunities where you can get to know others well.

Slide 7

Jan:   You have a depth of interest and ideas and like to understand topics in depth. You guys are going to be the subject matter experts at work. The point about this, is, back yourself. You do have the knowledge; you do have that understanding because you like information that is written down,  and you can absorb that information.

Brett:   You probably recognize this, when someone asks you a question about something, “Do you have some expertise?" That's when you likely become more extroverted and more animated. So, don't hold back on those situations. When you do have a chance to express your expertise just go for it a 100%.

Slide 8

Jan:   You tend to listen to others without interrupting. You are very comfortable with silence because what you are actually doing is, you are processing what the other person has said. You're analyzing what the other person is actually saying. From the other person's perspective it sounds like and it seems like your respecting what they're saying. You’re really processing what they're saying and this is gold for developing relationships in workplace.

Brett: In fact this will give you an edge over someone who is interrupting and is talking, because they aren’t  actually listening as well as you are. So, use that edge to your advantage.

Slide 8

Jan:   You can be seen as a quite and calming presence, especially in times of change and chaos. This is a key advantage when people are running around with their frenetic energy and you are calm and centered, and sometimes even reserved.  They can model that behaviour and calm themselves.

Brett:   Exactly! Sometimes you are ready to execute leadership in a chaotic situation.  Step up and offer a different perspective to those who are running around with like their heads cut off. The different perspective can help them be calm and sort of meet your energy halfway rather than them continuing as they are. That again is an introverts edge that you can bring to a team situation.

Slide 9

Jan:   You feel comfortable being alone and like solitary activities. You actually prefer one to one interactions. You prefer projects that take time that have research and analysis. Because you like being alone, to process and explore your thoughts, in your head. At work , if you're in an open plane office, you can develop some strategies that allow you to extract yourself from the frenzy of people and interactions and work alone? Is it booking or meeting? Is it going outside?  Is it being able to cut off interactions and turning your voicemail on?

Brett: If there is some project work you can get involved in and it comes time to give out tasks. Perhaps select the tasks that you think might give you  some solitary or one on one time.

Slide 10

Jan:   Sometimes you can spend too much time reflecting and not moving to action quickly enough. Remember extroverts act, introverts observe.

  I want to share with you a story of a client who was quite introverted and an enthusiastic employee. The employee was quite extroverted and often came up with new ideas, however, when she tried to discuss this with her manager she felt that her ideas where dismissed or even ignored. Her manager was surprised to hear this, because he had listened very carefully to her ideas and was thinking of ways to implement many of her suggestions. Sometimes he was thinking about other things and he was processing other things when she would share her ideas and interrupt.

  The manager is now going to offer immediate feedback and the employee is respecting her manager's introversion preference by asking first “If this is an appropriate time to talk?" rather than just launching directly into her ideas.

Brett:   In fact if you are an introvert, you might well find this probably one of the biggest causes of conflict and frustration. You may be receiving information from the extrovert and you think you are doing a lot of things  because you're processing, analysing it, that sort of stuff. However, because they're not getting your feedback that becomes a source of frustration for them. This plays out just as much at home as it does at work.

Jan:  Because no cues mean bad cues.

Brett:  For an extrovert.

Slide 11

Jan:   You are comfortable with silence. This can cause other people to be a little bit uncomfortable. Especially if you are relating to an extrovert who likes feedback, who likes social exchanges. So, in one on one conversations this is when it is going to play out a lot more than in a large group environment. Perhaps take a pen and paper, look down, and then it looks to the other person that you are contemplating. ( Just remember to come up for air and look at the person you are conversing with. You want to be able to match another persons level of comfort as well as being authentic in your own processing of the information.

Brett:   In fact you’re probably more than comfortable with silence, you actually appreciate it. That pen and paper tip , that's the way of you creating opportunities for silence to happen.

Slide 12

Jan:   You have the tendency of taking a back seat or staying in the background. You expect others are going to find out what they need to know anyway. You suppose that others are not that interested in knowing what you know and so you don't share it. If you are going to take anything out of this course, its share what you do know sooner, because it is worthwhile.

Brett:   What you might think is obvious, isn't necessarily obvious to other people? Just come out and say what you are assuming others know, make it obvious. 

Slide 13 

Jan:   You can sometimes forget to check with the outside world to see if your ideas have traction. The physical world is where ideas and analysis are taken for a test run.

 Brett: As introverts, we will spend a lot of time as we've talked before about getting an idea, perfecting it, and polishing it, and once we get it perfect in our head, sometimes it is a risk, if you are like me of putting it out there and making it imperfect again. We tend to hold back. If the idea is just remaining in your head then it’s probably not the best place for it to be. Take the risk, get the idea out there, test it in the real world, get some feedback, and you may be able to perfect it even further.

Slide 14

Jan:  You prefer to have information, especially new information ahead of time. You like to have well thought out answers, and be able to cover all options and prefer  it written down. If you want to be your best at work try and solicit as much information and context as you can before a meeting or before you actually have to hand in an opinion or an idea. If you are managing people with introversion give them as much information and context as you can beforehand. Also, a tip for people with introversion, ask yourself a couple questions beforehand. Questions that you think people may ask you, so then you've already actually started the process of analysis and reflection before you get into the meeting or have the conversation.

Slide 15

Jan:   You have the tendency of defending against external demands, intrusions, and interruptions. The normal work environment is actually set up for interruptions and for people with the preference of extroversion. If you do have this tendency of defending against these interruptions and demands, perhaps you need to start educating people around you about what you actually need to be at your best.

Brett:   That might take the form of a hat that you wear or flag that you fly on your desk. It could be closing the door of your office, whatever it is, just have some signals. time just for you.

Jan:   Sometimes the outer world will give you the necessary information or insight that you're actually looking for. Again, be prepared to flex your style and to look out instead of habitually looking in.

Slide 16

Jan:   You prefer to share well thought out near perfect ideas, concepts and even questions. In a work environment people are expecting you to share what you know. Off the cuff conversations, presentations, you might find yourself walking out and think “Oh I could have said this or Oh I wish I would have been able to have shared that information. “ It’s not that you're purposely holding back, it’s just that you haven't had the time to process and extrovert it.  If you are asked your opinion or you need to give someone an answer to something, perhaps you can prepare a little caveat  like “Given the information I have at the time, this is what I would suggest or given the limited amount of information, this is what I would say or this is what we need to do next.”  It gives you a level of comfort that you're sharing what you know even though it hasn’t been perfected. This also gives other people comfort that you are actually sharing information with them.

Brett:   This goes back to the fundamental question that we discussed earlier. “Is this going to make me look bad?" That's one of the reasons why introverts don't share their imperfect thoughts because there is a risk of looking bad.

Slide 17

Brett:   As introverts we tend to be less tolerant of small talk, or of having people say things just for the sake of saying them. We tend to speak in shorter sentences, we don’t advise, and we don't go into grand detail. We just speak out the essential facts or essential matters. We get info across as quickly as possible. That can be a disadvantage in the corporate environment especially when others are trying to get know you. Brevity in conversations doesn’t establish rapport easily, so, don't be afraid to add extra details that you might not normally add to a sentence or a discussion.

Slide 18:

Jan:   You have a tendency to speak with a quiet voice. If you have been given this feedback before like, “Turn up the volume;” “I can't hear you.” Notice this feedback and perhaps you might want to start practicing projecting your energy into the room, using your body not just your voice, expanding your diaphragm. I've even had clients go down to large basketball stadiums or open air courts and practice throwing the voice using that energy to project to the other end of the field.  Once you actually start to practice it then it’s going to be a little bit more comfortable. We are talking about being authentic and we are talking about extending your mode of behavior so its serves you. Because what you have to say is important and people need to hear it.

Brett:   Especially because you don't speak as often as someone else might, because you are efficient with your words you get as much value out of them (words) as you can.

Jan:   If people are saying "Speak up I can't hear you." There could be that tendency to think of you as not being confident whereas that’s totally unrelated. This is just about projection. 

Slide 19

Jan:   You usually have subdued body language and not particularly expressive with your hands, your body, or even eye gestures. Body language is really an outward reflection of your emotional condition and people are going to make up their minds about you by what you display to them in the outer world. This is just initially because body language is the language of influence and rapport. This is the language of establishing relationships and bonds. People are going to form 60 to 80% of their initial opinion of you in less than 4 minutes. You want to be on the front foot because influencing outcomes, influencing ideas is going to be directly related to your ability to indirectly control and affect the actions and emotions of other people. You want to gain acceptance and by in to opinions, ideas, and propositions so use as much of yourself as you can.

Brett:   This goes back to the previous point about speaking with a quiet voice. Effectively what we are saying here, is, you might have the tendency to speak with a quiet body. By adding some body language you can add an enormous amount of impact to the voice that you're using.

Slide 20

Brett:   One of the things that introverts often do because we don't want to draw attention to ourselves is, we downplay our strengths externally to the outside world, this relates to what we discussed earlier, the world rewards the extroverts. That's because they tend to be more overt and there is more opportunities to acknowledge their strengths.  Some of the latest research suggests that up to 80% of high level executives display mainly extraverted tendencies. As introverts, we hold back, sometimes so those opportunities don't come up. An example might be, let’s say you are in a team environment and there is a project going on and there is an important task that comes up, which you are aware of suited for but because you don’t want to bigmouth yourself or you don't want to edge someone else out of that opportunity. You might hold back on putting yourself forward for it. The trick is to notice when you are holding back in those situations and push through it, stand up for yourself and say, "Well actually I think I could do that task very well.” That, then gives people an opportunity to understand some of your strengths, gives you an opportunity to express it, and then there are more opportunities for reward and acknowledgment that come about as a result.

Slide 21:

Brett:   We've looked at a lot of characteristics of introverts. Let's spend a few moments here looking at when you are at your best.

  When is an introvert at their best?

  If you have opportunities to take quiet time, take it. Build that into your day, it  gives you time to put your introversion to work as much as you can.

Jan:   When you can spend time in the internal world of ideas and reflect upon conversations that had happened and build on information that you gained throughout the day and contemplate what your moves are you will be more confident to proceed and move into action.

  When you can take in information or ideas ahead of time you are going to be at your best.

  When you can plan or view your day in your week you are going to be at your best.

  When you can think things through and by writing a plan of action it will help you to solidify those ideas.

  When you have the opportunity to analyze situations, events, and experiences then you are going to be at your best.

  You are at your best when communication is brief, accurate, and to the point,  you can then process that information a lot more clearer, efficiently, and effectively.

Brett:   As this module comes to a close. It will be a good idea to just go through those qualities and ask yourself how many of those qualities am I getting in my work at the moment. Is there enough quiet time? Am I taking time to plan and review my day or week? If you're not doing some of these things, build them into your work routine so that you can be at your best.

Slide 22

Brett:   As far as having a display of introversion and extroversion on an individual level, there is also introversion and extroversion on a cultural level. You can see in the slide, is a list of countries and where they are on the scale of introversion and extroversion.

Jan:  You can guess that the USA would be quiet extroverted. They build stadiums so people can come together, interact, when they greet each other they shake their hands, small talk is considered a social norm. Whereas on the end of this scale ( Introversion) like Finland, conversation for its own sake is considered a waste of time. Places like Japan are also quite introverted. They have Tea Gardens and they have places of serenity, that offer peace and quiet, and spaciousness. Also karaoke bars where they can demonstrate their extroversion, however they do it in small intimate group settings. That's just a little bit of an example how people can demonstrate different scales of introversion and extroversion.

Summary

Lecture 3.1

  Characteristics of introversion.

  They get their energy from the inner world of ideas and reflection.

  They prefer space and they prefer quiet time.

  They need time to process information and analyze thoughts and feelings.

  They share well thought out responses and ideas.

  What you need to be at your best?

  Is when communication is brief and to the point.

    When you have time to process information and written information usually well ahead of time.

Lecture 3.2

  What is psychological type and how it’s universal. Carl Jung sees type as the basic structure of the human mind, which can be expressed through culture, through our beliefs and values.

  Culture reflects the values and behavioural norms of the society. The basic question to clarify what type of culture you are in is -  “What does it actually take for me and people like me to fit in?"

  You see this in the corporate environment. I have been in the corporate environment where one level in the same organization has a very different culture to what it is two floors down. Sometimes it just takes up to 3 months usually before someone can start to feel like they fit in and are like the people around them.  When you're asking  for feedback about your culture and about the people in your team or environment. You may wish to get people who are new to the situation and the environment. To get you some fresh perspective.

  How type defines inborn preferences, while culture establishes the ways in which those preferences are expressed it is going to look different, depending on whether or not you are extroverted in a western culture, an asian culture or any other culture.