Unique Problems Introverts Face In The Workplace

How to solve them

In today’s fast-paced, unstable workplace achieving success requires speaking up, promoting oneself and taking initiative. It’s an environment in which extraverts naturally thrive but introverts often struggle. Shining a light on accomplishments and their talents and skills can be particularly difficult for introverts who tend to be modest and reserved.  While introverts are fully capable of building good relationships, they tend to favor privacy and don’t always initiate or recognize the essential role relationships play in their ability to succeed on the job. As a result, they tend to stand on the sidelines losing out on the promotions and deserved recognition. 

Despite these challenges, introverts bring to relationships and the workplace a calm and a quietly powerful perspective. Reflective and observant, they possess the ability for intense concentration. This enables them to dig deeply into an issue and generate productive solutions to organizational problems and new ways of creating and delivering business. With their natural curiosity and ability to maintain focus, introverts often ask insightful questions that can stimulate others around them to think more deeply regarding important projects and decisions. Introverts also tend to be sensitive to others because they know what it is like to feel left behind. In a team or group project, introverts will make sure that each team member receives an equal chance to pitch in and contribute to the conversation. 

While time to think is a powerful element in the development of ideas and solutions to problems, most introverts learn to face the reality that career success involves speaking up and relating to others. Leaders can create a more inclusive environment for introverts by providing the opportunity for advance thinking as part of the day-to-day activity. 

In a group meeting, where the extraverts are often initiating and talking, introverts may find it difficult to jump into the discussion. To support their need to think things through in advance, leaders can send them an agenda before a staff, team or committee meeting. 
 
You might specifically request ahead that an introvert plan key points or have questions prepared before staff or project meetings. This will keep an introvert from mind freeze and disappearing into the depths of the discussion.
 
If there isn’t an organized agenda, let them know the key issues that will be discussed. Leaders might also specifically request that an introvert present an update on a project or important issue at the meeting. If you notice that an introvert is particularly anxious about speaking up, suggest that they bring notes or questions with bullet points or iPad to help them stay focused on their thoughts and not their nerves. 

Introverts who freeze up at major meetings are likely to find the ones with more than one senior leader especially intimidating.  Encourage Introverts to schedule brief informational meetings with key players to learn more about their roles within the organization and how they put it in action. Favoring these less formal face-to-face meetings helps build rapport and makes it easier for introverts to engage with senior leaders at meetings or at large company events. 

If you are meeting one to one with an introvert who is listening more than volunteering information, stop for a moment and invite their feedback. You might also suggest that the next time you meet together, they bring questions about their responsibilities and organizational issues. Some questions you might ask them to consider:
 

Working in groups is not a favorite of introverts who prefer the solitude of working behind the scenes. As with many tasks for introverts, a sturdy framework for positive relationships with coworkers can be constructed with some thoughtful advanced planning.  Suggest to a more reserved introvert to take Five. That’s 5 minutes a day to have a conversation with one or two co-workers for a short chat. A brief conversation can build a solid working relationship and often lead to an idea for collaborating on a work project.
 
Depending on the scope of a group project and the employee’s skills, a manager might delegate more of the research and writing tasks to an introvert since these tasks require deep concentration and quiet time.
 
Assign the confident and talented introvert who has proven to be a high performer a lead role on a group project. This likely means less conversation and shorter meetings but also gives the team an opportunity to work through issues using a different style. There is great value in balancing the energy of introversion and extroversion. 

Energetic, talkative, and highly engaged in conversation, an extraverted manager can feel overpowering to an introvert’s cool and comparatively reserved nature. As an extravert, you may feel uncomfortable when an introvert is verbally nonresponsive and may mistake this for being aloof or passive. Keep in mind that you tend to talk and think at the same time, so tune in to the introvert’s wavelength and embrace the differences.
 
If you want to succeed in developing a good working relationship with an introvert, discuss the best way to communicate. As a general rule, extraverts would rather talk it out than respond to an introvert’s preferred style of a long email missive.  Lay out a plan that incorporates differing styles in order to facilitate a true dialogue and further communication.
 
Understanding the communication style of introverts will help you refrain from pushing too hard for an immediate response or expecting quick, frantic action. By balancing the initiator and reflector personalities, introverts and extraverts can work well together as a successful team. 

All the energy put forth to speak up and interact with groups in work can easily deplete an introvert’s energy. To recharge, they are likely to find a moment during the day in a peaceful place to be alone. They may close their office door for a short time, take a walk during lunch or find a quiet hallway outside the office where they can decompress. This is not an expression of disengagement or antisocial behavior; it’s simply a way that introverts can restore their energy for the purpose of resuming a productive harmonious connection with colleagues and the work at hand.
 
Leaders can help introverts use their natural qualities to their best advantage while encouraging them to sprinkle in extraverted skills to round out a forceful one-two punch that will add value to the organization while at the same time supporting the introvert’s career success.
 

Jane Finkle is a career coach, speaker, and author with over 25 years of experience helping clients with career assessment and workplace adjustment. Jane served as Associate Director of Career Services at the University of Pennsylvania where she created and led the Wharton Career Discovery seminar, and served as liaison to recruiters from major corporations. She has been published in the Huffington Post, Adirondack Life, Talent Development and mindbodygreen. Her newest book is The Introvert's Ultimate Career Guide. Visit https://www.janefinkle.com Follow @janefinkle Connect Jane Finkle