When you think of a leader you most likely think of a loud, outgoing, take-charge personality. But not all leaders fit that mould. McGill business professor Karl Moore talks with Peter Tardif about the hidden strengths of introverts on the job.
Listen to the full interview: CBC, December 31, 2014
Many people strive to be leaders in their society so they can make a difference in the world and improve people’s lives. As many of us know, it takes just one person to create even the most significant of changes around us — this thought alone should push everyone to develop their inner leader, no matter what their personality may be.
No one expects the boss of a big organization to be a shrinking violet.
“Een spontane, sociale, assertieve collega. Iemand die zich open opstelt en zich snel thuis voelt in verschillende teams.” Wie personeelsadvertenties leest, krijgt de indruk dat werkgevers bij voorkeur extraverte mensen aannemen. Toch zijn introverte mensen vaak beter geschikt voor de functie. En zij zijn vaak betere leidinggevenden. Waarom? 7 redenen op waarom introverte mensen prima leiders zijn.
A third of us belong to a group of largely marginalized and ignored minds. At school, quiet children are told they need to brush up on their teamwork. In business, those of few words are often sidelined in important meetings.
... Professor Karl Moore from the Desautels Faculty of Management, McGill University, Montreal, has been interviewing chief executives of large firms about how they manage introverts.
There's a paradox at the heart of how we think about leaders. Ask someone to picture a stereotypical leader and most people will think of someone confident, brash, and outgoing--the classic extrovert.
The chief executive officer of a major Canadian multinational came to our MBA CEO Insights class and told us that, as an introverted leader, he had to put on his “game face” whenever he left his floor.
The CEO of a major multinational came to our McGill MBA CEO Insights class and told us that, as an introverted leader, he had to put on his “game face” whenever he left his floor. That is, if you want to be a CEO of a big company, you need to act like an extrovert, at times. After studying introverts in the C-Suite, I [Karl Moore] have come to the conclusion that extroverts, like myself, must put on our “game face” and act like an introvert at times, in order to be effective leaders.