With all the talk about different learning and working styles, you may wonder, am I an introvert or an extrovert? People tend to form an identity around being an introvert or an extrovert. Instead of appreciating differences, both groups condemn the other for being too outgoing or talkative in the case of extroverts, or too reserved and quiet in the case of introverts.
Like all personality styles, being an introvert or an extrovert is not absolute; there is a continuum. The most significant percentage of people are in the middle and are called ambiverts. Being an ambivert does not mean a person has an equal balance of introvert and extrovert; everyone leans towards either end of the spectrum.
So what causes these personality differences? Does one group make for a better employee? If I am a manager, how do I cater to both groups? Most importantly, how can both introverts and extroverts be kept happy in the workplace. Let’s explore the key differences between personality types and how to best manage their happiness at work.
The Real Difference Between Introverts and Extroverts
Carl Jung first coined the terms, “Introvert” and “Extrovert” in the 1920s. He described introverts as having an “inwardly directed psychic energy,” which is partially correct. Scientists have proven the significant difference between extroverts and introverts has to do with how the brains of both groups process rewards and the neurotransmitters involved, shown below.
As you can see in the picture above, both introverts and extroverts prefer different neurotransmitters. Introverts prefer acetylcholine, which is highly associated with internal rewards such as creativity and deep thinking. The acetylcholine pathway also prefrontal cortex, an area of the brain associated with deep thought.
Extroverts prefer dopamine, which is highly associated with external rewards such as social confirmation and earning money. This pathway does not pass through the prefrontal cortex, which may lead extroverts to impulsively pursue rewards without thinking.
This video from ASAP Science further explains the main differences between introverts and extroverts.
Introverts and extroverts process rewards differently. Due to their thicker prefrontal cortex and preference of acetylcholine, introverts select more intrinsic rewards. Conversely, due to their preference for dopamine, extroverts choose more extrinsic rewards.
Myths About Introverts and Extroverts
Jung postulating that introverts direct energy inwards was flawed because he looked at the result instead of the cause. Similarly, most people believe in myths about the two personality styles. These myths are looking at the effects which are caused by the differences in brain structure. Do you think any of these myths about introverts and extroverts?
Introverts Are Less Friendly Than Extroverts
This myth comes from noticing the stronger sociability of extroverts compared to introverts. The more active sociability is because extroverts get a higher level of arousal from social interaction than introverts, which makes them act more social. Extroverts typically prefer a large circle of 20 good friends with 1-2 great friends, while introverts prefer a smaller circle of 3-4 highly intimate relationships.
Our personality type does not determine our affability. Extroverts and introverts are just as likely to be friendly; although, you may have to put in more initial effort with the introvert.
Introverts Are Shy
Introversion is often confused with shyness. Shyness is a fear of social judgment; therefore, even the most extroverted person will feel shy in certain situations. Since introverts feel less arousal from social interaction, they are best in quieter situations.
You may notice introverts speaking significantly more in one on one situations or smaller, more intimate group settings. One on one conversations tend to be deeper, which reinforces the introvert’s preference of more profound thought.
As we will see in the final myth, our personality type does not decide our shyness, which is determined more by circumstance.
Extroverts Are Just Nicer People
This myth comes from extroverts exuding confidence in large groups because that is where they draw their energy, which can be confused with being nice. You’re more likely to consider someone who confidently approaches you nicer than someone who prefers to be in a smaller setting. Confidence does not equal niceness.
This isn’t to say introverts are nicer than extroverts. It’s to show being nice isn’t determined by either personality type.
Introverts Make Better Leaders Than Extroverts
Perhaps the biggest myth regarding both personality types out there. Since this is the biggest myth, it deserves its own section. Extroverts typically exude confidence in large groups and are highly competent at bringing people together, which puts their good judgment on display. These qualities make them seem like the strongest leaders and create the paradigm of a leader being an extrovert with an outgoing and gregarious personality.
If high-level leadership was meant for extroverts why do 70% of CEOs describe themselves as introverts?
CEOs such as Bill Gates, Warren Buffet, and even Steve Spielberg are introverts and have different leadership styles compared to our ideals of leadership. Remember, introverts prefer deeper contemplation in solitude, a smaller circle of intimate friends, and are less impulsive than extroverts. These traits fit for many CEOs and high-level leaders who can feel “lonely at the top,” prefer confiding in a small group (their executive team), and will think through decisions more thoroughly than their extroverted counterparts.
Now that we understand more about introverts and extroverts let’s look into managing both groups at work.
Managing Introverts and Extroverts at Work
Currently, most organizations have an extraversion bias, promoting qualities like “put yourself out there.” The extraversion bias has encouraged group work because people believe creativity comes from social environments. Instead of following previous dogma, managers should harness the unique skillset of both groups by engaging them in a way that fits their strengths.
Introverts:
Susan Cain believes team-working is not always beneficial to introverts because they like to think through their ideas. You can get more insights on how to cater to introverts in her TED Talk The Power of Introverts.
Most workplaces have open floor plans to promote collaboration. But to get the work done on the ideas from collaboration, all of us –especially introverts—need private space. Think about making small design changes to create a private working space.
Send meeting agendas and ideas in advance to allow introverts to think through everything. Then you can follow up in a one on one setting or through written communication. Having a notice enables introverts to thoroughly prepare as they like to do and give them time to build their confidence.
Encourage introverts to set up employee networks to help their belonging at work. These networks can be small groups of friends with higher intimacy, which is perfect for introverts.
Finally, make introverts be public speakers because of their valuable qualities. An introvert is not as likely to say something unless it seems relevant in some way. Speeches can require research, often conducted alone. This and their keen observations of the world around them make them more able to “read” an audience.
Extroverts:
Let extroverts bounce ideas off of each other. Setting up the workplace for unplanned collaborations like Pixar Headquarters can lead to creative ideas.
Have extroverts begin discussions. If a meeting is quiet, call on an extrovert to give their ideas. However, realize when extroverts are dominating meetings. Encourage them to listen and reflect during meetings. If they do have an idea, encourage them to write it down.
Extroverts can impulsively give out ideas before sorting their thoughts. Since they prefer to talk out loud, asking questions can direct the conversation back on track. Introverts are perfect for this task as they listen and think through what the extrovert is trying to say.
Finally, extroverts prefer excitement and stimulation. Extroverts get excited and motivated by external motivation from others, so give comments and praise to your extroverts. Also, give extroverts tasks that are highly engaging to avoid under-stimulation.
The Happiness of Introverts and Extroverts
Managing the strengths of both groups is the best way to keep both of them happy. Along with managers, both groups need to put themselves in situations where they will be happy. Picking the right role pays enormous dividends in the happiness of both groups. For example, software engineers need tremendous focus and often code for long periods. This role is perfect for introverts. While extroverts can also be good programmers, they are better fit for an outward-facing position like sales.
Einstein once said, “Everyone is a genius. But if you judge a fish by its ability to climb a tree, it will live its whole life believing that it is stupid.” Equate that to “Everyone can be happy. But if you judge an introvert by his/her ability to be an extrovert, he/she will live their whole life unhappy.” Like the fish, introverts and extroverts need to be placed in the right situations to maximize happiness.
Summary
Everyone is on a different point on the introversion-extroversion personality continuum. The key difference between introverts and extroverts is their rewards due to their brain structures. Introverts prefer internal rewards, while extroverts prefer external rewards.
Understanding these differences, leaders can harness the strengths of both groups. When the strengths of both groups are emphasized, it enhances their happiness and productivity. On the other hand, forcing either group to be more like the other can make things difficult for both groups.
