The Introvert's Edge

CORPORATE TRAINING EDITION Learn how to use introversion as a strength and key advantage in the corporate workplace
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  • Lectures 15
  • Contents Video: 3.5 hours
  • Skill Level All Levels
  • Languages English
  • Includes Lifetime access
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About This Course

Published 2/2013 English

Course Description

This Corporate Training: The Introverted Intuition course is about how to identify and take advantage of your personality preference for introversion in the corporate workplace.

Duration : Over 3.5 hours of video content with a summary and transcript for every lecture

Structure: 6 Sections - 15 lectures

Why take this Corporate Training: The Introverted Intuition course?

  • Do you feel drained after interacting with people all day at work?
  • Do you often say to yourself “ I need time to think” when people around you are telling you to “think on your feet”?
  • HAve you been given feedback that you need to speak up more at meetings?
  • Are you often mistaken for being shy when you are just being yourself?
  • Do you get a little discouraged when the best part of you is seen as a problem or something that has to be “managed”?
  • Do you need time to reflect on issues before changing your mind?
  • Do you frequently hear that even though you are present and listening, others see you as remote or hard to know?
  • Do you downplay your strengths with the result that your abilities are often underestimated?
  • Do you prefer to stay in the background?
  • Do you find too much interaction stressful and seek out silence and solitude?

If so, this Introverted Intuition course is for you, you blessed, gifted, quiet introvert you.

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What are the requirements?

  • Access to high speed internet and pdf reader
  • Adobe Flash Player 10.0.22+ plug-in Firefox 1.1+, Internet Explorer 9, Safari 1.0+, Google Chrome*, or Opera Broadband connection with 500+ Kbps *We highly recommend using Google Chrome to view our courses. You can download Chrome for free here: www.google.com/chrome

What am I going to get from this course?

  • What you’ll learn
  • Why it is useful to know if you are an introvert or extravert. The contrast of introversion and extraversion. The key characteristics of introversion. What extraverts really think of introverts in business and the workplace. How to thrive in an extraverts’ world. How to be at your best. Preferred work situations. Key strategies when interacting with extraverts. Key strategies when interacting with introverts. Networking tips for introverts. Meeting tips for introverts. Negotiation tips for introverts. Dealing with conflict as an introvert. How to deal with stress as an introvert. Myths about introverts. How to use your introversion to your advantage. The key question every introvert secretly asks themselves and strategies for dealing with it.
  • What you won’t learn- How to become an extravert. There’s enough of them already.

What is the target audience?

  • No prior knowledge or experience of personality is required
  • This course is intended for people working in business, in teams and the corporate environment. It will also be useful for people who are interested in developing their level of self awareness and effectiveness in the workplace.

What you get with this course?

Not for you? No problem.
30 day money back guarantee.

Forever yours.
Lifetime access.

Learn on the go.
Desktop, iOS and Android.

Get rewarded.
Certificate of completion.

Curriculum

Section 1: INTRODUCTION AND CHARACTERISTICS OF INTROVERTS
05:32
A discussion between Course Instructors, Jan Terkelsen and Brett Jarman, outlining the benefits, structure and outcomes of The Introvert's Edge Course.

Lecture Transcript

Brett:    Hello and welcome to the Introverts Edge!  I'm Brett Jarman, co-instructor on the course and this is Jan Terkelsen, the developer and chief instructor on the course. 

So, Jan why would anyone want to do a course on Introversion in the workplace?

Jan:  Because their manager told them to? Or if you're curious about your preference to introversion and extraversion. That you've been given feedback about the way in which you orient yourself in the workplace. You might have been given feedback that you're a little bit reserved or you don't share enough information or it may be that you're just interested in your professional development.

Brett:   When we talk about introversion extraversion what exactly do we mean by that? What were those terms mean? Everyone has different understandings of them?  

Jan:   Yeah, absolutely! It doesn't mean that if you have this preference to introversion that you are shy or if you are extroverted you’re the life to the party. This is all about where we get our energy from, and our focus, and direction. These are the terms that I think are really important for people to understand because the world does reward extroverted behavior. It doesn't mean that someone who has this preference for introversion is a pure introvert and there are no pure extroverts. We have a combination of each of those qualities. It’s just that how we actually show them and orientate ourselves in the workplace will determine whether or not we are more introverted or extroverted.

Brett:   Okay. Is there any theory that this is based on?

Jan:  Yes. The predominant theory that we focused on is Carl Jung's theory of typology. He looked at these innate preferences. So people are born with this innate attitude towards the world, of where they get their psychic energy. It's either moving towards something, which is extraversion or away from something, which is introversion.

In this course we looked at the MBTI which is the Myers Briggs Type Indicator which I'm sure a lot of people in corporate environment would have perhaps done as part of their professional development and that used Jung's theory. Katherine Briggs and Isabel Myers-Briggs, it was a mother and daughter act that actually used that theory and put together a psychometric tool. Over 2 million of these assessments are done every year. Really good validated tool and also social psychology in research, and my experienced from running hundreds and hundreds of workshops on personality and Myers-Briggs.

Brett:   Okay. How does knowing this help someone in the workplace?

Jan:   It just brings more consciousness to the way in which you work in teams. The way in which you like to be managed and also you'll understand how you can maintain your energy, your preference for dealing with conflict, how you like to be communicated to and how you communicate to others. Also, I think in order for you to be as effective as you can, it really starts with a certain level of self awareness. I think this is a wonderful introduction for that.

Brett:   How is the course structured? What will someone's experience of the course be?

Jan:  We always start with an introduction, the fundamentals. We have a short assessment. So, if you are not clear about introversion extraversion, there's a little assessment at the end of this module.

We have 14 lectures. Every lecture has transcripts. We have summaries and also Udemy has a platform where you can upload questions and then we can answer them. There is that interaction for people who are taking the course.

Brett:   What qualifies you to speak on this subject?

Jan:   I've been studying personality for over 15 years. I'm a qualified Myers-Briggs practitioner. I'm also a certified coach. I've been doing both of those for 15 to 17 years now. I have always been interested in these fundamental behaviors of people, the reasons why people do these things.

Brett:  Okay. Very Good!

Jan:   How about you?

Brett:   How about me? Well, I bring almost 50 years of introversion experienced to the table. Almost 30 years in business. I'm here to chip in, giving the introvert’s experience and how I experienced the world as an introvert. 

Jan:   Yeah, I think that's a really key point because only you can decide whether or not these strategies fit with you or whether or not you choose to use some of these insights into the way in which you work, relate, and communicate because it’s when you actually make that decision to change then things can actually change.

Brett:  Exactly. Shall we let them get on with it?

Jan:   Let's do it.

Brett:   Okay.  Enjoy the course. Just work your way through at your own pace and we'd welcome any feedback through the Udemy system.  We look forward to hearing how you're going with the course.

Jan:   Cheers!

Brett:   Enjoy!


20:21

This lecture outlines what will be covered in the course and the benefits of understanding your personality.

Learning outcomes:

  • Personality impacts the way we learn, communicate and lead. Understanding the characteristics of our personality improves our effectiveness in the workplace.
  • Importance of self awareness and how it directly impacts one’s ability to influence others
  • Stimulus and response model - When you are more conscious of what drives your behaviour and thinking, you are then more able to respond to situations or events, rather then to habitually react. In that space you have true freedom of choice.
  • How the MBTI is a non judgmental tool that looks at psychological opposites. 
  • Key difference between an introvert and an extravert
  • Personality self assessment - Your strengths over used becomes your greatest weakness
  • Famous introverts and basic characteristics
  • Fundamental question for an introvert 
  • Fundamental question for an extravert 
Lecture Transcript (First 500 Words)

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.



33:19

This lecture outlines the Characteristics of Introversion and what an Introvert needs to be at their best when communicating.

Learning outcomes:

  • Characteristics of introverts
  • Understanding of where introverts get their energy from.
  • What you need to be at your best when communicating 
  • What your communication preferences are 
  • Deeper understanding of Psychological type
  • What culture is and how it reflects the values and behavioural norms of a society. 
  • How type defines inborn preferences while culture establishes ways in which those preferences are expressed.
Lecture Transcript

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.

09:56

This lecture looks at the preferred career and workplace situations for introverts.

Learning outcomes:

•Preferences for career and type of work introverts are drawn to and excel at 

Course Transcript (First Slides)

Section 1 – Characteristics of Introverts

Lecture 4 – Preferred career and work situations

Slide 1

Jan:   Welcome to the next module and we are going to look at your preferred career and work situations. Because when you are working in an environment that supports your values and strengths then you can be at your best. Introverts usually see work as a place to interact with ideas whereas people with extroversion see this as a place to interact with people. These are some really prime considerations that you want to have a look at when you’re at your workplace.

Slide 2

Jan:   As someone who has a preference to introversion you prefer to think about your career options carefully and on your own so you have time to really reflect and analyze what's going to be suitable for you. You will announce your career decisions after solitary reflection because you are so solid in your understanding of your reasons you're quietly confident that you thought things through. However being flexible enough to take in new information is an important consideration for anyone.

Slide 3

Jan:   You can see some of the careers that people with introversion are drawn to. You may also find yourself in a profession where there are not a lot of people like you, being unique in your profession can be challenging and also an advantage. You can actually bring a different perspective, however, there may be times when you feel like a fish out of water when you don't seem to fit in. Some of the strategies that you can adopt is to find some common ground and keep your focus on that especially in social interactions. For what you will be drawn to is the common idea behind what you're actually doing. The research on team suggests that having a different type actually makes solutions and outcomes more considered, stable, and has a  lot more quality behind them.  However arriving at that outcome or strategy may take a little longer.

Slide 4

Jan:   As someone who has a preference to introversion you will likely to want to engage in work that enables you to manage your interactions with people according to your energy. Here are some strategies for managing your energy levels:

  Whenever you have just finished a meeting, take the long way back to your desk you need time to reflect on the conversations and ideas generated, book out a meeting room and get some uninterrupted work done, perhaps once a week book out a solid  2- 3 hours to plan,  do some research work, do some thinking type of work. You need time to think to enable you to energize and rejuvenate. This is really important. A technique that a General Manager who I used to work with who is quite high introvert and manages hundreds and hundreds of people. Would walk through the office during the morning and lunch and once in the evening before he head off home. He would always go outside for at least 15 minutes every day on his own to energize and on Friday's he would send out a group email, it was titled “The week that was”. Updating people about what happened, new events, insights that he'd had, interactions that he had, so instead of constantly holding group meetings he would have one on one’s with key people. He had set up a strategy that enabled him to rejuvenate,  so when he was ready to interact with people he had the energy and the insight to be able to do it effectively.

Section 2: UNDERSTANDING EXTRAVERTS AND WHAT THEY THINK OF INTROVERTS
16:50

This lecture looks at the characteristics of extraverts and what extraverts think of introverts in the workplace.

Learning outcomes:

  • The key characteristics and behaviours of extraverts
  • What extraverts think of introverts in the workplace
  • What extraverts want from introverts in the workplace

The Introvert’s Edge

Using introversion as a strength in the corporate workplace

Lecture Transcript (First Slides)

Section 2 – Understanding Extraverts and    what they think of Introverts

Lecture 5 – Understanding Extraverts

Slide 1

Brett:  

  This module we are going to take a look at extroverts.  Get a bit of an understanding of some of the characteristics of extroverts. If you are working in a team with them, it just helps to understand those around you. What you will find as we go through some of these characteristics you will recognize some of them in yourself. That's a reflection of how the introversion, extroversion spectrum works.

Jan :  

  What we are talking about is a preference. You have the qualities of extroversion and the qualities of introversion. It’s just that usually one preference has a greater influence.

Slide 2

Jan:  

·  People with extroversion love the outer world of ideas, people, objects.

·  They seem to be more action orientated.

·  They like a breath of ideas as supposed to depth of ideas.

·  They like initiating conversations.

·  They're quite expressive in their body language, vagarious, active,

·  They seemed to be more enthusiastic

·  Their catch phrase is " Let’s talk this over." 

  A typical scenario is at the end of a long day especially when something may have gone wrong or there is an incident at work. The person with extroversion even before they get home would be on the phone discussing it, sharing it, pulling a part, re- living the situation. As you can understand that would be the opposite for an introvert. Their preference would be, to think about it, reflect, and be silent.

Slide 3

Jan:  

·  People with extroversion are seen as go getters or people persons.

·  They're comfortable with working with groups and people.

·  Sometimes jumping into action too quickly and not allowing enough time for reflection.

·  Sometimes even forget to pause and clarify their ideas that give their ideas direction or meaning to the activities.

·  They like to resolve conflict quickly and face to face, whereas people with introversion like to process conflict internally and handle it after careful consideration.

·  People with extroversion loved noise and action.

·  They also gain insight during the experience and like to initiate action and respond quickly to situation, events, and problems.

·  They are quite reward sensitive and respond to encouragement along the way

·  You show on an  extrovert that they are loved by verbal affirmation, responsiveness, and being in their company.

Slide 4

Jan:  

·  People with extroversion are usually very comfortable in social settings. This isn't to say that people with introversion aren't comfortable in social settings. It just means they know when they have had enough. It’s usually a one on one interaction that they prefer.

·  Also people extroversion can establish rapport very quickly because they like small talk, they like engaging, and can utilize their body language.

·  They're very expressive. Their voice can carry and can be quite commanding.

·  Have a tendency to talk then think, then talk. This is how they clarify their ideas.

08:02

This lecture outlines how introverts and extraverts demonstrate their preferences along a behavioural scale or spectrum.

Learning Outcomes:

  • How introverts and extraverts:
  • Connect with others
  • Communicate feelings, thoughts and interests
  • Manage the breadth and depth of  their relationships 
  • Level and kind of energy

The Introvert’s Edge

Using introversion as a strength in the corporate workplace

Lecture Transcript (First Slides)

Section 2 – Understanding Extraverts and    what they think of Introverts

Lecture 6 – Scale of Introversion and Extraversion

Jan:  

  This next module is going to look at the scale of introversion and extroversion. Looking into a little bit more depth and detail and build on Myers Briggs earliest study of special patterns of responding to questions that pertain to:

·  How you connect with others.

·  How you communicate with others.

·  How you establish relationships

·  Your preference to learning and socializing.

·  Level and kind of energy.

  They are all different depending on what areas along the scale of extroversion introversion you are. Each facet or area has two opposite poles and the following information may help you figure out why some people you know who are classic introverts seem different in several ways. This information is really going to highlight your uniqueness.

Slide 2

Jan:  

  Connecting with others.

  This is an aspect that Myers Briggs used to look at the difference between extroversion and introversion, along the scale of initiating connections with others.

  Extraverts are assertively out going in social situations. You like to plan and direct others. You like to carry out social obligations with finesse.

  You are the type of person who introduces people to each other with ease and you enjoy linking people whose interests are similar.

  The mid- zone area, are less at ease in large gatherings, but you're willing to introduce people if no one else does.

  Introverts - You consider social obligations unimportant and you leave them to others. You prefer in-depth discussions about important issues and you hate small talk and you may be seen by others as being quiet and shy.

Slide 3

Jan:  

  Communicating feelings, thoughts, and interests.

  Extroverts are very expressive. They talk a lot. They're easy to get to know. They find it easy to express their feelings and their interest to others.

  Moving along the scale you've got people who reveal personal information, only if they're comfortable with those around them or who are present. They're also seen as easy to get to know depending on how close they are and show more interest in others feelings than in revealing their own feelings and thoughts.

  Right through to introverts who keep their feelings and interests to themselves and they're seen as a little bit hard to get to know because they process so much inside that they assume others are uninterested.

Slide 4

Jan:

  Breadth and Depth of Relationships.

  Extroverts are quite gregarious. They enjoy being with others and prefer not to be alone for too long. They have many acquaintances and friends. 



Section 3: MYTHS ABOUT INTROVERTS AND HOW TO FLEX YOUR STYLE
09:27

This lecture looks at the most common myths and misconceptions about Introverts

Learning outcomes:

  • The most common myths regarding introverts 
  • The truth about introverts and the values that drive their behaviours

The Introvert’s Edge

Using introversion as a strength in the corporate workplace

Lecture Transcript (First Slides)

Section 3 – Myths about Introverts and    how to Flex your style

Lecture 7  - Myths about Introverts

Slide 1

 

Jan:   Let's have a look at Myths and Misconceptions about Introverts. More necessarily isn't better and bigger isn’t necessarily the best?

Brett:  Information about introversion and extroversion can be full of generalizations, and some of these have evolved into myths.

Slide 2

Jan:   Introverts don't like to talk.

  Introverts will talk when they have something worthwhile to say, even though they don't like small talk. When you get an introvert to discuss something that they’re really passionate about, look out they can talk your ears off, sometimes even sound and look like an extrovert.

Slide 3

Jan:  

  Introverts are shy.

  Being shy has no relationship to being an introvert. Shyness is about being nervous, or timid, in the company of other people. Introverts are not nervous or afraid of people. They just need a good reason to interact and engage with other people and they prefer one on one discussion with people because that way they can analyze the conversation.

Brett:   Part of it is also, is our means of protecting our energy. We tend to be selective on who we are interacting with.

Slide 4

Jan:  

  Introverts are rude.

  Being rude is about being disrespectful. Introverts are just as respectful as the next person. The key difference is this need to succumb to social pleasantries and expected norms. Some introverts don't. They would prefer people to be real and honest.

Slide 5

Jan:  

  Introverts don't like people.

  Introverts really value the few friendships that they do have and they tend to make and foster deep lasting friendships. My husband Brett, who is an introvert once said that he could fit all his friends into a phone booth, so if you make it into the phone booth consider yourself a lucky and trusted friend.

Slide 6

Jan:  

  Introverts always want to be alone.

  They do like company. They like to engage with people. The difference is they like to engage in intimate settings and usually one on one or with a few people at a time. Remember their preference is processing and analyzing and if there's too much stimulus going on they can't process and develop meaningful conversations.

Slide 7

Jan:  

  Introverts are aloof and stand offish.

  They aren’t actually, they're not emotionally distant. It’s just that, when they're listening they are actually absorbing not only what you are saying but also the context and other related idea. They are also somewhat reserved in their use of body gestures and cues. It gives people the impression that they're not being fully present with them. An introvert looks inward and pays closer attention to their thoughts and feelings than on the external world. Their inner world is more stimulating and rewarding to them.

07:39

This lecture looks at effective strategies that introverts can integrate into their work life.

Learning outcomes:

  • How to become more aware of your behaviour traits and use them to your advantage in the workplace
  • Learn your preferred communicate style

The Introvert’s Edge

Using introversion as a strength in the corporate workplace

Lecture Transcript (First Slides)

Section 3 – Myths about Introverts and    how to flex your style

Lecture 8 – Flexing your style

Slide 1

Jan: 

  Flexing Your Style.

  Your personality preference is a habitual way of operating in the world. It’s where you are most comfortable, feels reliable, and it just seems to fit. This section is about stretching your comfort zone, broadening your behavioral characteristics so you can accommodate others in situations that you'll be exposed to. When we go through the following segment, I'd like you to notice any particular characteristic or key points that resonate with you.

  Have you receive feedback on any of this? And, are there any points that you are willing to include in your way of operating? Remember this is going to take conscious practice.

Brett:   Also notice where in your own body you seemed to notice where a characteristic resonates with you. Also notice when you feel resistant to something. And this is what flexing really is. If you can imagine in yoga practice where it’s the actual point where you start to not feel pain so much, but feel discomfort. That's when you know that you're actually flexing your style.

Slide 2

Jan:   These particular tips, allow you to retain your introverted style but also give extroverts and even other introverts a way of relating to. One of the first points for flexing your style is. You may have a natural tendency to process, you can still retain that tendency to process, just provide some feedback, ( non verbal is fine). You can give the other people in the conversations some comfort that you are listening.

Jan:    Ask for time to think if needed, because again you're processing and people would rather a quality answer than a rushed answer. For you, it may seem that it’s being overly done, but for others its going to seem like you just aren't interested. Share more information sooner. That's what people are really looking for. What you have in your head is worth sharing. They want to know what you know and what you think.

Slide 3

Brett:  

  Discuss topics you know well.

  I mentioned earlier on, that we have a tendency to not interrupt or sort of speak up in conversations. But if something comes up that you do know well, then by all means jump in there and say your piece.

Jan:  

  Practice initiating conversations. Introduce yourself. Just doing that shows that there is that level of confidence and that wanting to interact.

  Ask other people a few more questions and add a few more lines of explanation to your opinion because I think people with introversion just assume that what they think it isn't worthwhile sharing but it is valuable.

  Smile and look people in the eye.

Brett:  The smiling and looking people in the eye is not some sort of trite tip. There is actually some meaning to that. We talked before about introverts doing the happy dance in their head, it may come across when we're thinking about something that we are being serious and not being responsive but we are still experiencing some enjoyment in our head, but for the person that's in the conversation with us, they may mistake our sort of facial expression as not being engaged. The smiling and looking people in the eye helps alleviate some of that discomfort.

Section 4: STRATEGIES FOR INTROVERTS
10:52

This lecture outlines key strategies for effective meetings and networking opportunities.

Learning outcomes:

  • Understanding effective networking strategies that will support career and work aspirations
  • Learn the most impactful strategies to get the most from meetings

The Introvert’s Edge

Using introversion as a strength in the corporate workplace

Lecture Transcript (First Slides)

Section 4 – Strategies for Introverts

Lecture 9 – Networking and Meetings

Slide 1

Jan:  

  Networking and meetings.

  The extroversion introversion gap is the most obvious when it comes to non verbal cues and behaviors, we see this during times when we network, in meeting, and when we are socializing.

   

Brett:   You might in fact get a reaction when the idea of having to networking or having to go to large group meetings comes up. It might be something that makes you literally cringe.  The important key here, is to develop the skill of interacting.  Because they are a necessary part of corporate life.

Slide 2

Networking Tips

Jan:   In my experience I found that introverts usually have a small networking base, however, their base is very solid.

  Common feedback that I receive as an executive coach from leaders, is that they want their people to broaden their network, from different areas of the organization, even different industries. For introverts, perhaps target and concentrate on particular people that you want to reach out to and have a clear goal for that interaction, perhaps you have a common area of interest, there could be research that you are interested in. Just find something that's meaningful for you that will allow you to stretch.

Slide 3

Networking tips

Jan:   Asking insightful questions, it will give the other person an opportunity to share something about themselves and give you an opportunity of learning and discovering something new and interesting. The quality of your questions will determine the quality of the answers that you receive. Also focus on discussing topics that you know well so you have an opportunity to consider and share what you know.

Brett:   This section is where introverts can often stand out from the crowd in a group situation, if they know a subject well and they're speaking of it with confidence. They can actually tend to hold the floor and you might find as an introvert that there would be frequent situations where you actually draw a crowd to you because you've been discussing something in depth, sharing some knowledge with others. It’s not a case of drawing a crowd just for the sake of drawing a crowd. It’s a case of drawing a crowd because you've got something a value to share with them. The important thing is, sometimes you may need to initiate that. If a conversation is going into a direction that is sort of less interesting to you; you may need to re-engineer it to bring it to an area of your expertise, your focus, where you've got something to offer. Then can sort of help with networking in general.

Slide 4

Networking Tips

Brett:  

  One of the areas of discomfort for an introvert is the impromptu nature of networking. One way around that is, if you are attending an event and you know that there are some others who you may not met or you only met, but there are going to be there. Make contact with them by email or whatever just say, “Look I'm understanding you are going to be at this event. It would be great if we can get together to have chat or whatever”. Another tip is to put the introvert’s observation skills to work. Introverts are very good observers of situations and big pictures. One of the impacts of that is, you can be very good at introducing other people, connecting people who may not have meet each other but you could say, “Oh this person would be valuable for them to meet this person”. If you have a networking event, go out of your way to say, “Look I've got someone over here and I'd like you to introduce to because.” Explain the reason for it and then put them together, that's a really critical part of networking. That's what other people are there for, so you can actually play an integral role in the whole networking process.

27:04

This lecture looks at the most common sources of stress for an introvert and stregies for dealing with stress.

Learning outcomes

  • The most common sources of stress in the workplace
  • Understaning how you behave under stress
  • Most common stress triggers for introverts 
  • Strategies for dealing with stress

The Introvert’s Edge

Using introversion as a strength in the corporate workplace

Lecture Transcript (First Slides)

Section 4  - Strategies for Introverts

Lecture 10 – Dealing with stress

Brett: 

  We are all familiar with the effects of stress and we all react in different ways. What we may not be so familiar with, is with the actual physiological things that are going on. Much of it happens within the brain. Some of the effects are the blood cells get constricted. Your blood flow is actually redirected and the reptilian part of the brain, which is the amygdala, takes over. This is where the fight or flight response thing gets into the thought process and the  brain says, " Okay, I'm stressed I need to be in fight or flight mode. All other departments get shut down and so we get into fight and flight type of things. Introverts are triggered in different ways than extroverts. We have different stressors but we also react differently and that is partly because we are so much in the head. Anything physiological going on in the head affects us more than an extrovert. That's why we put this particular module together to look at what stresses introverts and how we can deal with it.

Slide 2

Jan:  

  Let's have a look at what some of the triggers or the things that impact people with introversion are. Usually too much interaction can be stressful for people with introversion and that's interaction, social interaction, too much information, they get into overwhelmed. Be mindful of the time that you are spending on group projects and perhaps you can align yourself with projects that are a little bit more discreet and that have a certain time frame and this is a good way to managed this situation and your energy. Too many interruptions can be quite stressful. There's been a lot of research to suggest that it can take up to 15 minutes for someone to get back to the same phase and intensity of thought they were at before the interruption. Too many meetings and social interactions at work is stressful. Talking on the phone a lot can be stressful for people with introversion. Having to jump into action immediately, being forced to extrovert too much when people want you to talk, to clarify, explain, and if this isn’t your usually mode or repertoire  of behavior it can be quite stressful for you.

Brett:  

  And this is in a group situation there. If you find yourself in a group situation where you’re working on the project, brain storming, or whatever. You make it to the point where you can say to yourself, “Do I actually need to be here?” The extroverts, they don't actually ask that question because their enjoying being there and they like that sort of interaction. So, if you do ask that question to yourself don't be afraid to ask it of the group, do I need to be here? Are you guys okay to continue because then I can go off and do whatever? Just make sure you're making the best use of your time.

Slide 3

Jan:    

  Other triggers of stresses for introverts is situations and problems that don't fit in within logical frameworks.

Brett:  

  What do you mean by logical frameworks?

Jan:  

  What I mean by that is the conversation that you may have with someone with extroversion. They may pull information from different areas. They may be brain storming in the open. For you, it may not seem like its following a logical path, or it fits into a sequence, or  that it doesn't have a structure to it, but for someone with extroversion they're trying to make sense of things by pulling ideas, concepts, past conversations into this conversation. They're engaging. They're trying to fit it all in. Because you haven't had an opportunity to reflect on that, it may seem illogical to you. Also, too many responsibilities and not enough downtime can be stressful, again because you haven't had an opportunity to analyze and reflect.

Brett:  

  That doesn't mean that you should sacrifice responsibilities. It’s not what's saying; it’s just saying to include some downtime in amongst your responsibilities.

Jan:  

  Just note, if you can see yourself in these situations. Also when you can't find ways to make things go faster or more smoothly this can be quite stressful for you. Now, you may seem to think that as an extrovert that may be stressful for them as well. Extroverts can't seem to be quiet impatient at times. However, people with introversion like things to go smoothly because there is a consistent way of thinking in the internal world and therefore they like that reflected in the external world and if it isn't that can be stressful for them. Also inevitable unrelenting change with no time to prepare is stressful, remembers phase change or consistent step change at a regular pace is what you prefer. Also deferring your needs to meet those of others can be quite stressful again because you're always putting out your energy and not being able to replenish it.

17:15

This lecture outlines the major causes of conflict for introverts in the workplace and how to manage these situations.

Learning outcomes:

  • How introverts tend to manage conflict
  • The most effective strategies for dealing with conflict

The Introvert’s Edge

Using introversion as a strength in the corporate workplace

Lecture Transcript (First Slides)

Section 4 – Strategies for Introverts

Lecture 11  - Introversion and Conflict

Slide 1

Jan:  

  Let's have a look at conflict because that may arise when you're dealing with people. Especially in the corporate environment with people managing different agendas, timelines and resources. In my experience I have found that there are two prime reasons that cause conflict.

  One, is that you are quite different in your personality from someone else and so it’s very difficult to understand why they make the decisions that they do. Why they know there are certain things that you don't.

  The other is the inability to accept someone else's values. For example, someone who is quite extroverted they value work as an opportunity to interact, to discuss, to socialize, to have fun, and do work. Your primary value maybe to get work done on time with quality. It doesn't matter whether or not you are introverted or extroverted. This is about the different values that people uphold and respect.

Brett:  

  That’s why often you might find a situation when you disagree with someone but you can disagree without conflict because if you’re sharing the same values and temperament, and ideals then you can respect that each other has a different point of view.

Slide 2

Jan: 

  You like to process conflict internally

  You're preference is to analyze and reflect and really digest information that you're processing.

  You do it inside your head, whereas someone who is quite extroverted likes to do it on the spot, face to face and in the moment and for you that can be quite stressful because that isn't your preferred way. There is a little bit of meeting in the middle here, to give each person a certain level of comfort and understanding. This is the opportunity for you to set clear boundaries and say, " I know this is important, I need to reflect on this, can we meet at a certain time and have an agreement around that”.

Slide 3

Jan: 

  You seek calm, quite time to reflect and process conflict.

  People who are the opposite preference to you will process in the moment, and for them, they don't understand how you can deal with conflict without getting it off your chest right away. So when they're looking at someone who is processing internally, who needs quite time, and alone time they make the assumption that you're ignoring the issue. That you're not really responding to it and you're not dealing with it. So again, keep lines of communication open and be really clear about your boundaries.

Slide 4

Jan:  

  You prefer to keep to the topic at hand.

  You prefer not to jump around and involve another idea, opinion, or event. Someone who has a different preference to you could bring in different events people and ideas. This is because they're actually thinking as they're talking and can easily bring in a new idea at the same time, whereas you're actually wanting to process one thing at a time. They may get a little bit more intense because they don't see you as matching their level of intensity.  I saw this play out in an office environment where there was a manager who was quite introverted and two employees or two subordinates who were quarrelling. They 

Section 5: INFLUENCING AND IMPACT
08:33

This lecture outlines the critical factors for a successful interview.

Learning outcomes:

  • The role of body language in the interview process 
  • Practical strategies for revealing your strengths and being authentic

The Introvert’s Edge

Using introversion as a strength in the corporate workplace

Lecture Transcript (First Slides)

Section 5 – Influencing and Impact

Lecture 12 – Interview Tips

Slide 1

Brett:  

  Introverts and Interviews

  In the corporate world, one of the places where extroverts have a definite advantage is the realm of interviews and this is where you need to exert your introvert’s edge a lot more than you might know you would. That doesn't mean you have to come across as being gregarious, or outgoing or whatever. Just remember a big part of success in interviews is personality and because an introverts personality maybe more subdued or withdrawn than an extroverts personality, there may be less expression of it at the interviews. 

Slide 2

Jan: 

  Have a game plane, rehearse key questions.

  The point here, is, practice out loud. You actually need to hear yourself speak. Practice the ability to project, practice using your body language, being relaxed, because when you have practiced that, your physiology is a lot more comfortable with it, and you are going to come across as being more comfortable.

Brett:  

  Also you need to be prepared for the less obvious. The sort of terrible questions that you might not be expecting. That doesn't mean worry about them. Just know that they are coming and when they do come just reply to them in a concerted fashion. Don't think you've got to be smart or clever or come up with something clever right on the spot.

Slide 3

Brett:  

  Spend some quiet time before the interview – rehearsing.

  I probably don’t need to tell you to spend some quite time before the interview because you have the natural tendency to do that anyway. What we will invite you to do, is to go over a scenario in your head of how you want to feel when you come out of the interview. That is not a feeling of relief but a feeling of yes  or a feeling of exuberance or excitement or whatever. You can carry that level of feeling and excitement into the interview then that's what's going to carry you through the scenario.

Slide 4  

Jan:  

  Communicate earlier and often.

  That doesn't mean to rush in and answer a question. You still want to be considered, because in an interview they're going to pick up everything. They want to get a sense of who you are. If possible share a story about yourself if it’s appropriate. Being a good story teller, it puts energy into ideas and concepts and helps engage and connect people.  Example, If they ask you to rate yourself as the project manager. Tell them a story about the most recent project that you did manage, the feedback that you got, a situation that you were able to overcome so they get a sense of you, your personality, and your style.

Brett:  

  The story is basically evidence to back up. Typically here, an introvert’s answer to a question of how would you rate yourself, would be that you might get a number. You might say, oh yeah I am 8 out of 10. I’m good or I'm very good. You need to embellish it and throw the story in.

09:41

This lecture outlines the key criteria for effective negotiation and how introverts can incorporate these strategies at work.

Learning outcomes:

  • The importance of messaging when negotiating
  • Understanding an effective communication model (GROW) that can be used in any negotiation
  • Key questions and mindset for an effective negotiation exchange
  • Key skills and behaviour traits for a win win outcome

The Introvert’s Edge

Using introversion as a strength in the corporate workplace

Lecture Transcript (First Slides)

Section 5 – Influencing and Impact

Lecture 13 - Negotiation for Introverts

Slide 1

Jan:

  Negotiation is going to happen in most business encounters, so whether or not you're negotiating deadlines, resources, relationships, time frames, you will want to use your edge as an introvert to be able to negotiate win/win situations.

Brett:

  You actually have a natural edge as an introvert because you are such a good listener in the first place. Not only are you able to hear what's being said because you're listening so well, you are also able to hear what's not being said in the negotiation. That is a very key skill.

Slide 2

Jan:

  Don’t assume that negotiation is about winning and losing. I know that’s easier said than done but you need to go into the negotiation with the mindset that both parties can be equally satisfied, that there can be cooperation and collaboration and Iactually state that assumption in the beginning. Then you are going to have developed some type of rapport and good standing with the other party.

  Go into the negotiation with no fixed plan, be open and flexible, and mirror that with your words, your language, and your gestures.  Assume that you don’t know everything that there is about this negotiation. Be curious.

  State your case and back it up with facts, physical evidence, case studies, research, and work in the implications of this. Be really mindful of the ‘so what factor’ and the implications.

Slide 3

Jan:

Here are some important questions and considerations. You want to ask yourself, “What is the most important message that you need to get across?” I would practice getting that message across clearly. Given the other party’s position, what might they hear or how they might interpret that message? What is the meaning for them? How can you reframe the message so that they hear it as you intend?  

  Think about their preferences.

  Think about whether or not they’re big picture. Whether or not they are introverted and need time to consider. See whether or not they are ‘detail’ and they want some specific facts. Perhaps they’re feeling oriented so then there is the emotional language that you may need to bring into it. Also, the impacts on people especially if they’re emotional.

  Consider whether or not they are very ‘thinking’ style of person because that could lend itself to you making it about what is just and fair, and bring in a principled approach to the negotiation. Just consider, what your communication strategy is going to be.

Slide 4

Jan:

Let’s run through some tips for negotiation. What will you do to initiate the meeting or the discussion? Is it going to be through email first? Are you going to prepare agendas? Is there any pre-reading?

If you’re negotiating with someone who has a preference for introversion, I would be giving them written material because it will give them a sense of comfort and understanding.

Have you agreed on an appropriate time and place? Again, check how important this negotiation is and what outcome it is that you’re looking for. Do you need to re-think when, where the meeting takes place, depending on what’s happening on with your agenda and the other person that you’re negotiating with?

  Does anyone else need to be invited? Sometimes having a third party is an opportunity for people to temper their emotions sometimes, and just keeping check what they’re actually negotiating. Find out what’s going to be the most important message you want to get across. Be able to state it clearly. Have it written down.

  Given the other party’s position, what might they hear or translate your message to mean for them. This is where you can actually do some pre conversations and discussion with someone else to help you frame that statement.  How can you reframe the message so that they hear it as you intend. If you get the feedback from the person that you just tested it with. 

04:06

This lecture outlines common misconceptions regarding the sales process and how introverts can be more effective at sales, while still being authentic and themselves.

Learning outcomes:

  • What people are really looking for in a sales person.
  • How to give people what they need and close the sale.

The Introvert’s Edge

Using introversion as a strength in the corporate workplace

Lecture Transcript (First Slides)

Section 5 – Influencing and Impact

Lecture 14 - Introverts and Sales

Slide 1

  Introverts and sales, here, we are going to share with you some of the advantages of being an introvert and some of the opportunities to flex your style, The key tip I really want to share with you is, be authentic, you really need to be yourself, any discrepancy or incongruence is what people are going to pick up most.

  You are not always going to delight every single customer but the more authentic you are, the more available you will be throughout the sales process.

Slide 2

Brett:  

Before we get into some specific tips about sales for introverts. We just want to look at some data that has come to light recently.  You will see on the right, there's a copy of the cover of Daniel Pink's latest book - To Sell Is Human. In that book Daniel references a study which is actually inspired and was done by Adam Grant, of the University of Pennsylvania. It arose as a result of a conversation between Dan and this guy Adam. They were talking about the perception that extroverts perhaps are better at sales, and so Adam questioned that. He didn't believe that was the case and he set out to prove it. What he did, he put together some data and did some research. This chart here is the result of that data. Before we go any further, we should point out that this is the result of only one study with one particular sales team, however, if you look at the data itself, the results are quite elegant and the shape of the curve suggests that there must be something to this and if they had broadened the study they would have got similar results. What they've concluded from the study is the work what Adam calls Ambiverts, which are people that sort of fit in the middle of the scale are better at sales than introverts or extraverts. What we also want you to notice is, if you look at the left hand side of that chart, which is what we would classically refer to as introverts versus the right hand side of the chart. You see that the extraverts only have a very slight advantage in sales. So, straight away the perception that introverts may not be better at sales isn't actually correct. However, what the chart does demonstrate is, if you are extremely introverted there may be some attributes or some skills that you might want to look at to improve when you’re in the sales mode that might help you improve your sales. You can see there the data was quite significant at the extreme end of the introversion scale, the revenue for that sales person was 10,000 and then right at the middle the most successful ambivert was 16,000. That's a 60% difference, so if you're just changing your style slightly you can make that much of a difference to your sales performance. At least something worth looking at. We just wanted to share that with you. It’s something very recent, very fresh and we think it’s quite insightful.

Jan:  

Just to put the so what factor, for people who are in the corporate environment around sales. Every time you pitch an idea, every time you lead a project, every time you try to influence an outcome or change the way in which people are going to redistribute resources, you're selling.

Brett:  

That in fact is the point of Daniel’s book to sell is human, even though we have the perception that maybe 1 and 10 of us are sales people in the classic sense, where we are exchanging money for a resource or a product.  Danielle's book is based on the idea that most of the time we are engaged in some sort of sales between us and most of our relationships at home, work, or whatever. It’s not looking at sales just in terms of exchanging something. In fact if you look at the subtitle there on the cover - The Surprising Truths About Moving Others. That's what most of us are attempting to do in our day to day work.

Slide 3

Jan:

  There's been a lot of research on why the sale, fails and follow up surveys on why customers purchase a similar product elsewhere. The research shows that, there is a dislike for the sales person. And that's the most significant reason for not buying the product often in the first place. What can we do about that? Be mindful of your non verbal cues, your facial expressions, your open body language, how close your stand? How fast your talk? and whether or not you interrupt. This will all impact the experience of the person you are selling to. Because you are a keen observer ,use this preference and start to notice how the other person is standing, what there body language is telling you? and start to reflect that back to them.

Section 6: CONCLUSION AND THE INTROVERT'S EDGE
16:20

This Lecture wraps up the course and reiterates key points covered.

Learning objectives:

  • How to integrate the learnings from the course into the world of work.
  • Key questions to ask yourself to clarify your contribution in the workplace.
  • Recommended reading and further education and information.

We have included a values work sheet to assist you in clarifying your values, this is important for a healthy life because once you know what your values are you can:
  • see where they are being supported or neglected
  • develop workplace strategies that support your values so you can be at your best
  • contribute your gifts and talents more effectively (show your edge)
  • consciously nurture your core desired feelings
Acknowledging and living your values allows you to create a state of being, that no matter what is happening at work, at home, in life you are clear about what is important to you and how you choose to feel about these events. This is where your Edge is.

The Introvert’s Edge

Using introversion as a strength in the corporate workplace

Lecture Transcript (First Slides)

Section 5 - Conclusion

Lecture 15 -  The Introverts Edge

Slide 1

Jan:

  Now we've come around to the most important part of this whole course, to remind you of the gifts and the talents that the corporate world needs right now. And also to remind you of  your unconscious behaviours and characteristics that you play out in the work place.

  Ask yourself, " Is what I'm doing working? and if not, Are you willing to change?

  What are those things that I willing to flex and to stretch?

Slide 2

Jan:

  What is it that gives you the edge?

  Your self reflective and self referral and it’s the reward of self awareness and self understanding. This can not be thought of as just a passive exercise  or a passive way of operating. This is a true skill.

  You are a great listener and you listen without interruption, thank you for that. 

  You also have this innate ability to control your emotions and suppress hostile feelings because you are processing internally through your thoughts.

Slide 3

Jan:

  As we are going through this points and characteristics. I want you to see what ones resonates with you and which ones you actually can’t relate to or would like to develop.

  You are competent and give well considered thought out answers and one of the things that I tell people when an introvert talks, shut up and listen because they have really considered, they have really thought and analysed what they're actually sharing with you.

  Also your edge is reserving judgment and taking the time to integrate information. Being a keen observer when there is so much stimulus out there. You can actually notice things that perhaps other people skim over. Because you like to analyse you can really strategize and you do it in your head. There is a really well thought out process going on before you extrovert it into the world .

  You are perceived to be someone who is calm under pressure and in a world of constant change and chaos. This is a really key skill to have as well.

Slide 5

Jan:

  You have a depth of interest.

  You guys are usually subject matter experts.

  You are comfortable with silence.

  You don't come across as demanding or imposing. Again, when you are working in a team that can be quite stressful when you’ve got imposing, deadlines and demands. When you can be self sufficient, when you are not imposing on any other people. You can really add value to that team.

  Also you have a tendency of staying on topic moving through certain subjects in a well thought out strategic way.

  Have a tendency of  picking up information that is missing or looking at details that are inaccurate.

  You are really good at critiquing .

Slide 6

Jan:

  You don't need constant feedback and validation.

  You form deep and trusted friendships so even though you may not have an expansive network. Your network runs deep and you know that you can really rely on those friendships. 


 

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Instructor Biography

Jan Terkelsen, Executive Coach and Director Paradigm Shift Consulting

I teach people how to nurture and develop a high sense of self awareness and responsibility for themselves so they can enjoy the work they do and fully utilise their talents and gifts.

I’m deeply passionate about how we can create a vision for ourselves through our thoughts and feelings and manifest that through inspired action.

I have many years’ experience working with business executives and women, and see time and time again people not able to fully connect to their inner wisdom, only because they are not practiced at it. I give people opportunities and practical strategies to access their gifts and intuitive resources. I also use a range of tools and approaches that produce sound personal and business outcomes. These are not mutually exclusive – every strategy and technique informs and builds on the other, when you take an expanded perspective.

I can help identify weaknesses in a persons’ thought processes, business or team structure and set up processes to support change.

My accreditations and certifications include:

• Myers Briggs Type Indicator – MBTITM
• Life Styles Inventory – LSITM
• Group Style Inventory – GSITM
• Organisational Cultural Inventory – OCITM
• Enneagram
• International Coach U University – Certified Coach

Clients include; Westpac, MLC, National Australia Bank, Origin Energy, Macquarie Bank, IPAC, Challenger, Insuranceline, First National Real Estate, The Trust Company, Human Priority, Acrewood Childcare Centres as well as individual coaching clients.

I have also served in the NSW Police Service for over ten years working across several fields including Organisational Analysis and Physical evidence sections. I have an extensive background in health, fitness and stress release techniques, including several years as a qualified personal trainer. I have endeavoured to understand the connection of the mind, body and spirit and incorporate this knowledge into my work.

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Instructor Biography

Brett Jarman, Small Business Coach, Consultant and Strategist

I help business owners, entrepreneurs and freelancers with their strategic thinking and mindset so they can prosper, enjoy their work and get the results they are after in life. The way I see it, shift happens so you might as well make it go your way.

I specialize in working with people who:

  • have a business that has plateaued or is going backwards
  • have done everything they are ‘supposed to do’ but still can’t get ahead
  • have a business that needs to head in a new direction
  • want to leverage time and expertise but don’t seem to be making progress
  • have a clear vision but no-one else seems to get it (yet) or no-one else seems willing to pay for it
  • have a clear vision but the steps in between are a bit overwhelming
  • have crastination skills so advanced they have gone pro.

Modus operandi…

Here’s what’s in the toolbox.

  • Coaching – personal strategy. Equally practical. What makes you tick (or not) and how to make it work better.
  • Consulting – business strategy. The practical stuff. Nuts and bolts.
  • Teaching - online courses and face-to-face workshops
  • Speaking – group strategy. Leveraging ideas and insights. Shifting perspectives on a larger scale. Irreverent and fun but meaningful and purposeful at the same time.

The back story…

In case you’re interested.

  • Owner/operator of several small service and manufacturing businesses
  • Partner in a boutique marketing agency
  • Publisher/developer of several websites and internet newsletters
  • Consulting executive director of an international not-for-profit industry association in energy/transport
  • Organiser/partner of  several international conferences and seminars
  • Sixteen years as a gaffer (lighting tech) in film and television
  • Two years behind the scenes in professional theatre

It’s given me a great balance of creative and practical strategic experience that we can put to use in your business.

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