When it comes to workforce personalities, most workers identify as an extrovert or introvert. And while many people assume extroverts are the majority, data from The Myers-Briggs Company indicates that introverts account for 57% of the global population. This is significant for a few reasons. First, more of our work colleagues are introverts than we probably realize. Second, it brings into question how enterprise communication and collaboration occur and whether those methods benefit or hinder introversion. And third, a remote or hybrid work model could encourage a healthier, more productive workforce — as well as promote DE&I efforts.

Pandemic Brings Introversion into the Spotlight

The COVID-19 pandemic propelled introverts into a remote work environment that catered to their professional strengths and preferences. Overnight, introverts were working out of their own homes and communicating extensively through chat and video — no longer facing large, in-person group projects and meetings. The independence and empowerment that also came with remote work were welcomed by many introverts. Like a Freaky Friday moment, suddenly extroverts lacked dominance within the new solitary, virtual environment.

Even as companies transition back to the office, the adoption of full-time remote or hybrid work models is now giving introverts options that were not available pre-pandemic. Today’s Future of Work paradigm supports introverts and their workplace dynamic. However, introversion remains misunderstood by many.

Introversion Demystified  

Despite the expanding workplace options for introverted employees, the term “introvert” is often associated with inaccurate characteristics and conditions. For example, an introvert is not someone who:

• Cannot collaborate with colleagues.
• Suffers from shyness or social anxiety.
• Fears verbal communication.
• Wants to be left alone.
• Is unable to think strategically.

How introverts process and communicate information is much different from extroverts. In a group setting, extroverts thrive in the stimulus of the moment. They’re often quick to offer opinions and share ideas, feeding off the reactions and responses.

Introverts are quite the opposite. Many find the extrovert’s ideal environment overstimulating. Instead, introverts remain quiet while processing information and formulating an appropriate response. Only when they feel that their opinion can provide value to the conversation, do introverts voice their ideas. Introverts avoid competition for dominance in a conversation.

I can relate to these differences on a personal level. As an introvert myself, I faced difficulties contributing to large group discussions early in my career. During my tenure at an organization where I spent 18 years, there was an annual meeting to discuss the next year’s editorial content. Senior executives and managers from several departments participated in the four-hour meeting. Led by our editorial team, I remained virtually silent for the first two years that I attended.

However, in year three my voice broke through the chatter. The room grew silent at either hearing my voice for the first time or realizing that I was present. The floor was mine and I seized the occasion to share my insights and industry knowledge. It was simultaneously terrifying and exhilarating. That moment of courage set me on the path to future leadership opportunities and promotions with the organization. I quickly learned how to make my presence known as an introvert while appreciating my differences from more outgoing colleagues.

Michael Segovia, the senior consultant at The Myers-Briggs Company and TEDx speaker, states this fact well, “We need to honor our preference for Introversion, but that’s not what we tend to do. Don’t apologize for who you are and don’t be embarrassed to ask for help.”

Strategies for Future of Work Introversion

How can enterprises best support and utilize workplace introversion? Here are some important strategies for organizations to ensure that introverts are embraced and heard:

• Understand the importance of remote and hybrid work models for introverted employees. Identify those employees who would benefit from remote/hybrid options, especially those requesting it on their own. Consider this part of the wellness effort in your organization. Knowing that certain employees are more productive and healthier as a remote or hybrid worker, is the essence of an effective wellness program.
• Allow breaks in meetings to process information. There can be such a rush to begin and end meetings that appropriately processing information is forgotten. Introverts would be well-served by a short break following extensive discussions to gather their own thoughts and responses. Any questions can be followed up directly between the speaker and the employee before the meeting resumes. A meeting break considers the differences in how people process information, strategize, and communicate their ideas.
• Check on introverted team members. As a manager or business leader, communication with all team members is critical. However, ensure you’re not overlooking crucial opinions and ideas from those employees with introverted personalities. Introverts thrive in one-on-one and small group discussions. It should be a strategic imperative to gain feedback and maintain an ongoing dialog with employees who are more introverted. When an introvert speaks, listen.
• Examine how the office is designed? Introverts enjoy working in their own space that offers privacy and quiet. Several years ago, organizations were promoting an open office design with the belief it would spur more collaboration and strategic thinking. However, the removal of office cubicles for open spaces did little to achieve the desired results. While the Future of Work relies heavily on collaboration between employees and departments, ensure there are areas for one-on-one discussions and quiet concentration.

Introversion is not something to be mocked or ignored. Embrace introverts in the workplace and understand their unique ways of solving business challenges. Often, introverts can provide that unique perspective that is missing from group think. The Future of Work is about capturing the skillsets and values of all employees, a tenet of DE&I programs. Introverts now have a voice — it’s time to listen.

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