Do you need to be an extrovert to be a senior manager?
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This question was raised at a recent career development conference we ran for a client company – the short answer is NO! Here’s why.
Firstly, what do we mean by extrovert? An outgoing, sociable person? Life and soul of the party? Assiduous networker? Self-promoter? Easy rapport with anyone they meet? People focused? Interested in others? Or perhaps they had recently been through some Myers Briggs training and wondered about thinking styles and where people get their energy from! Tricky isn’t it.
So, what does it take to be a successful senior manager? You need to be, at the very least:
It’s equally important to know what your weaknesses are, yes, we all have them! Be honest about the skills and attributes you lack and are not interested in learning or developing. Don’t waste time trying to develop your diplomacy skills if you really aren’t interested. Instead, realise the value of diplomacy, know when it’s required and who does it well. That way you’ll know not to put yourself in a position where it’s needed and you will fail to deliver but will delegate to, or involve others, in whom this is a key strength. That’s why being interested in people is important.
If you are interested in Myers Briggs model (MBTi) and want to know more about introversion versus extroversion then I can tell you the following:
The more extroverted amongst us are likely to read a summary in preference to a detailed report. We’ll prefer someone to talk us through a report and discuss its conclusions. We are more likely to be energised by team meetings, team outings and by verbally kicking around ideas before reaching a conclusion. We are likely to be more comfortable meeting new people with little introduction and enjoy networking socially. We may have more acquaintances than deep friendships.
Introverts are likely to want to receive detailed reports, succinct and clear to read and absorb before joining meetings to discuss next steps. We are likely to feel drained by those who’ve not taken the time to finalise their thoughts before that meeting and may well find such meetings less productive. We are likely to have more value-driven networks than large social networks, and value the time of fewer firm friends whose company we enjoy than have extensive social networks.
None of this will impact our business acumen, our ability to make decisions, to understand our colleagues, to motivate and coach our teams, to lead others in a crisis, or to manage change. Each of us will approach such tasks in our own way.
I will say this though, in my experience my introverted friends are more observant. Extroverts are too busy being in the moment to see some of the tell-tale signs that a team member is looking tired or seems stressed or overloaded. Other than that, I’ve met highly successful senior managers displaying introvert and extrovert tendencies – even a bit of both! So, don’t worry. Whatever your style you can succeed as a senior manager.
TAKE AWAY
In building a successful career in any profession or business sector we need to understand ourselves well and be really honest. Know your strengths and develop these to drive your career forward. Acknowledge your weaknesses and manage these effectively so they don’t de-rail your career. Don’t worry about whether you are an extrovert or introvert – both personality styles are valuable and won’t stand in the way of success.
Firstly, what do we mean by extrovert? An outgoing, sociable person? Life and soul of the party? Assiduous networker? Self-promoter? Easy rapport with anyone they meet? People focused? Interested in others? Or perhaps they had recently been through some Myers Briggs training and wondered about thinking styles and where people get their energy from! Tricky isn’t it.
So, what does it take to be a successful senior manager? You need to be, at the very least:
- Commercially aware, understand your business and its sector well
- Interested in your employees – know their skills, are they ambassadors for your business, motivated, good performers? This doesn’t mean you have to be a great people manager yourself
- Honest – too many scandals have hit the headlines recently to make dishonesty attractive!
- Open – to ideas, other viewpoints, dissent. No one person has all the answers
- Learning orientated – life doesn’t stand still and neither can you
It’s equally important to know what your weaknesses are, yes, we all have them! Be honest about the skills and attributes you lack and are not interested in learning or developing. Don’t waste time trying to develop your diplomacy skills if you really aren’t interested. Instead, realise the value of diplomacy, know when it’s required and who does it well. That way you’ll know not to put yourself in a position where it’s needed and you will fail to deliver but will delegate to, or involve others, in whom this is a key strength. That’s why being interested in people is important.
If you are interested in Myers Briggs model (MBTi) and want to know more about introversion versus extroversion then I can tell you the following:
The more extroverted amongst us are likely to read a summary in preference to a detailed report. We’ll prefer someone to talk us through a report and discuss its conclusions. We are more likely to be energised by team meetings, team outings and by verbally kicking around ideas before reaching a conclusion. We are likely to be more comfortable meeting new people with little introduction and enjoy networking socially. We may have more acquaintances than deep friendships.
Introverts are likely to want to receive detailed reports, succinct and clear to read and absorb before joining meetings to discuss next steps. We are likely to feel drained by those who’ve not taken the time to finalise their thoughts before that meeting and may well find such meetings less productive. We are likely to have more value-driven networks than large social networks, and value the time of fewer firm friends whose company we enjoy than have extensive social networks.
None of this will impact our business acumen, our ability to make decisions, to understand our colleagues, to motivate and coach our teams, to lead others in a crisis, or to manage change. Each of us will approach such tasks in our own way.
I will say this though, in my experience my introverted friends are more observant. Extroverts are too busy being in the moment to see some of the tell-tale signs that a team member is looking tired or seems stressed or overloaded. Other than that, I’ve met highly successful senior managers displaying introvert and extrovert tendencies – even a bit of both! So, don’t worry. Whatever your style you can succeed as a senior manager.
TAKE AWAY
In building a successful career in any profession or business sector we need to understand ourselves well and be really honest. Know your strengths and develop these to drive your career forward. Acknowledge your weaknesses and manage these effectively so they don’t de-rail your career. Don’t worry about whether you are an extrovert or introvert – both personality styles are valuable and won’t stand in the way of success.