A frequent comment I hear from my introverted clients is: “I’m not an extrovert, so I know I can’t be in a leadership role.” Even though they want to advance their careers, many of my introverted clients shy away from taking on managerial and leadership positions. Holding them back are beliefs such as:
• I can’t think fast on my feet
• I don’t have a commanding presence
• I’m not outgoing
• I don’t have strong people skills
• I don’t like making speeches
Since many introverts believe the above list, they often pass up opportunities to move up the ladder. Indeed, we do have a fixed stereotype of what it takes to be a leader—we often think of leaders as take-charge types with commanding voices. We might even think that in order to be successful, leaders need to be highly extroverted, talkative and assertive.
Yet research has shown that introverted leaders can be just as effective as extroverted ones. In fact, deliver better outcomes in some situations. Real-life examples include Bill Gates, Rosa Parks, Mahatma Gandhi, Abraham Lincoln and Warren Buffet. All of these individuals are thought to be introverts and have proven themselves as eminent leaders. If you are an introvert, take comfort in the fact that you are in great company. In fact, about half of the American workforce report that they are introverts, so you are certainly not alone.
Accept and be your great introverted self
To get comfortable in a leadership role, introverts must first accept who they are rather than try to be someone they are not. First and foremost, being an introvert is not a bad thing. Yes, our American workplace culture tends to value people who are outspoken, people-oriented and assertive, but this does not mean that these are the only qualities needed for excellence in leadership. Introversion brings with it essential qualities for good leadership, including thoughtfulness, introspection and sensitivity.
Self-acceptance is key. Get to know the important traits that you have that make you an exemplary leader. Assessments such as the Myers-Briggs and Strengths Finder can help you determine your unique gifts to the world. Remind yourself that leading with authenticity is one of the most important hallmarks of developing trust and providing strong leadership.
Play to your strengths
Introverts tend to excel at listening, reading the room, picking up on subtle cues and thinking before speaking. All of these are essential to good leadership.
One clear introvert strength is the ability to take the time to understand the big picture and the depth of a problem. The introvert in the room might be the one who doesn’t say much, but is listening carefully and analyzing what is going on and the problem at hand. Since they are not focused on filling air time, they are more likely to ask insightful questions that can lead to thoughtful, well-considered solutions.
You don’t have to spew a barrage of words to be a good leader. In fact, the reverse is often true—thinking through a complex issue and then giving one insightful comment is more powerful than saying a whole slew of meaningless words.
Introverts are also superb at giving space for others to speak up. Thus, introverts help create a healthy work environment. Introverts also tend to prefer getting to know people one-on-one; thus they develop a deeper understanding of their employees’ strengths, weaknesses and potential. They can deploy each person to the best of their abilities, maximizing their job satisfaction and value to the company.
Indeed, introverts can be excellent managers who are able to mentor their employees effectively because they have taken the time to gain a deep understanding of them. Introverts truly excel at building strong relationships and trust with employees, critical ingredients in a productive workplace. At the same time, because they take the time to think things through, they give both their employees and the higher ups the confidence that plans have been thoroughly vetted.
Some introverts may feel that they are poor communicators, but this is not necessarily true. Introverts tend to prefer written over verbal communication, and to demonstrate proficiency in writing. Since leadership requires clear communication, often through writing, having strong writing abilities is a major plus.
Here are some practical strategies that introverts can take to become highly effective leaders:
• If you feel uncomfortable giving speeches or thinking on the fly, you can sharpen your public speaking skills in a variety of ways. For instance, you could join ToastMasters, work with a speech coach or accept opportunities to give speeches. Practice doesn’t have to make perfect, but it certainly helps to make you more comfortable speaking in front of others.
• When leading a meeting, make sure the objectives of the meeting are clear. This helps to keep people focused on action and contribution to shared goals, rather than on the way that you speak or the words you use.
• Introverts need time to recharge after a lot of contact with people. Schedule time for yourself during and after the workday.
• Read the book “Quiet” by Susan Cain to understand introverts and how they operate.
• Figure out your management style. You don’t have to manage by scheduling big team meetings all the time. Build work relationships the introvert way—scheduling lots of one on ones to get to know the people you are managing.
You CAN absolutely be an introvert and be a leader. In fact, quiet leadership is often valued, respected and needed. I encourage the introverts out there to take charge of their careers by leading with their strengths and contributing these sterling qualities to the world.
Anne Chan is a career consultant and California licensed psychotherapist. She specializes in helping people find happiness in their careers and lives. You can reach her at an*********@gm***.com © Anne Chan, 2025
