Introversion in the workplace: opportunities not to be missed

In the modern workplace, there is an increasing focus on diversity, including differences in personality traits such as introversion. Yet we find in our talks and workshops that there are still many unconscious taboos about introverts. If you are not ‘being the life and soul of the party’ or share your opinion immediately, you risk being overlooked for promotions or important projects.

This is a waste because introverted employees make up a large proportion of the population - an estimated 30 per cent. Their unique strengths and perspectives offer enormous value to organisations, provided they are given the workplace and support to flourish. Ignoring these qualities means missing opportunities.

What is introversion?

Introversion is not a lack of social skills or a problem to be solved. It is a personality trait where people draw energy from calmness, introspection, and time alone, rather than from external stimuli. Introverts often communicate calmly and thoughtfully.

Besides introverts and extroverts, there are also ambiverts (an estimated 60% of the population). Ambiverts are between introversion and extraversion. Depending on the situation, company or context, they exhibit characteristics of both.

The strengths and power of introverted employees in the workplace

Introverted colleagues bring with them a set of unique qualities that can strengthen an organisation:

• Deep thinking and analysis: They take the time to look at complex issues from all angles, leading to informed decisions and valuable additions to brainstorms.
• Listening skills: Their ability to actively listen helps them understand the needs and concerns of colleagues and customers.
• Creativity and innovation: Many frequently have a rich inner world and a unique approach to challenges, which can lead to innovative solutions.
• Strong focus and autonomy: They tend to work focused and effectively, especially in environments where they can work without interruptions and overstimulation. They can also work very well independently and autonomously. The pitfall here is that 100% time alone (as we experienced with COVID-19) is then again not good and can cause loneliness. It is therefore important to find a good balance between working together and working alone.
• Empathy and self-awareness: They are often able to make strong, authentic connections with others and excel in situations that require emotional intelligence. This typically makes them valuable team players and excellent bridge builders.

Their challenges and how to mitigate them

Although introverts are just as capable and make valuable contributions as their extroverted colleagues, their qualities are not always recognised or appreciated in traditional work environments geared towards extroverted behaviour. So there, they encounter obstacles preventing them from realising their full potential. Some common challenges include:

• Over-stimulation in crowded environments: Open-plan offices, constant interaction, team building, and other situations with many stimuli and social interactions can be tiring. Providing quiet workstations, working from home, separate office space or noise-cancelling headphones can help. As well, provide alone time or focus time for introverted employees so they can recharge by being alone.
• Less visibility: Introverts often promote themselves and their work less actively, which can lead to an undervaluation of their achievements. But also missing out on promotions or even promotions given only to their extraverted colleagues who were much more vocal about this despite it being about a shared effort. Regular check-ins, team rewards and recognition of their contributions are crucial.
• Longer processing speed: They also tend to need more time when providing ad hoc feedback and decision-making. Sharing information in advance and preparing time for reflection at unscheduled meetings can help them.
• Extraverted behaviour as the norm in the traditional workplace: In traditional workplaces, there is still a common perception that those who can express themselves quickly and fluently are experts in their field. It is also difficult to show your expertise as an introvert if you are not given space, interrupted or asked about it. In addition, there is still typically the idea that a leader must display extraverted behaviour. Think of smooth talking, loving social activities, networking a lot, talking a lot with your team members, … As a result, introverts are frequently overlooked when it comes to being promoted to manager. As a manager, it is therefore your job to get to know everyone in your team well, what their strengths and contributions to the team are. And also dare to think out of the box that your introverted team member might be the best candidate.

How to support introverted employees?

A (neuro-)inclusive workplace accommodates different personality types, including introverts. Here are some ways to support them:

1. Create flexible and quiet workspaces: Provide quiet places where employees can concentrate. But also places where extraverted employees can release their energy.
2. Set clear expectations and communicate transparently: This way, it is clear how someone will be evaluated, how to get promoted and what the company goals are.
3. Acknowledge individual achievements: Value everyone’s contribution, even if they are less visible.
4. Encourage a hybrid work environment: Many introverts are comfortable with a mix of home and office work.
5. Promote inclusive meetings and work on psychological safety in the team: Give each person space to share their views, e.g. by sharing agendas in advance or asking for written input in advance. Also, do not interrupt the person if they are trying to concentrate when formulating their feedback or decision.
6. Respect personal boundaries: Some employees often need more time to recharge after social interactions. Give them space to do so. Respect it if the colleague asks to be left alone or to speak up for a while. Realise that social interactive team building is not how to build a cohesive team. You do that day in and day out by communicating openly and transparently to each other. So keep personal boundaries in mind in team activities too. Also, don’t force neurodivergent employees to be social, go out of their comfort zone or network. Always discuss what is an achievable activity for everyone in the team (possibly with necessary adjustments).

Conclusion: building an inclusive future

Harnessing the strengths of introverted employees is not a luxury but a necessity for organisations that want to innovate, accelerate or grow. By investing in a (neuro-)inclusive work culture, where different personalities come into their own, you tap into the full potential of your team.