A mentor once told me that the most successful veterinarians are extroverts who like people more than their patients. While they might ease into a conversation without social anxiety, the reality is that 57% of people worldwide are introverts — for example, success stories like Warren Buffett, Bill Gates, Mark Zuckerberg, Charles Darwin, Albert Einstein and Rosa Parks. Instead of trying to mold and change your invaluable, introverted team members, let’s dig into how to bring out their quiet confidence and invest in their leadership and growth.
What Inclusion Means to an Introvert
Thankfully, today’s veterinary hospitals prioritize culture and inclusivity. Such an approach often translates into group activities and outings for team building and relaxation. Unfortunately, co-workers might unfairly judge introverted team members who don’t participate. Introverts don’t dislike fun. Instead, many of them prefer a quieter, small-scale event where they can opt in or out on their terms.
Introverts are more prone to sensory overload because socializing can drain a person’s energy. They are frequently cautious and reserved in new situations, which might explain why a get-together at an axe-throwing bar might be low on their priority list. Team activities can be too much for introverts, so practice leaders should refrain from forcing or requiring group participation.
While the veterinary profession has rightfully focused on workforce diversification in categories such as race, gender and age, we should also consider the perspectives that introverts bring to our teams. Smaller meetings are a more effective way to share ideas, as large team gatherings can be intimidating and cater to extroverted co-workers.
Alternatively, Dr. Jennifer Kahnweiler explained in her book The Genius of Opposites that introverts might enjoy walking meetings so that they avoid constant eye contact. Some introverts look away from others while talking or searching for a desired phrase.
An Introvert’s Dream Position
A successful practice leader positions team members in jobs matching their abilities and strengths. Therefore, consider specific areas where introverts can thrive as you think about your veterinary hospital and the team’s roles and responsibilities. Some of them function best with routines and clear duties. They prefer projects and goal-oriented tasks to be in writing, and they flourish when working independently.
Introverts rarely need extra supervision to accomplish tasks, as they tend to be self-reliant and goal-oriented. When you schedule committee meetings, share the agenda with everyone and request their thoughts or suggestions in writing.
Introverts have strong attention to detail and are often highly effective at creating standard operating procedures and training manuals. They excel at writing due to their ability to process abstract thoughts.
Your introverted team members prefer email messages over spoken words because the former allows them to compose and refine their ideas and thoughts. Ask which form of communication works best for them.
Finally, realize that group brainstorming is counterproductive for an introvert. They’re forced to compete with louder voices and streams of consciousness. Instead, suggest “brainwriting” or “electronic brainstorming” to allow colleagues to contribute their ideas in writing and anonymously.
Different Brains
Introverts aren’t necessarily quiet because of social anxiety, a dislike of people or incredible shyness. They prefer minimally stimulating environments, and their peaceful nature comes from how they derive energy. While extroverts recharge through socializing and other people’s energy, introverts revitalize themselves by spending time alone decompressing and processing interactions and their thoughts.
Research sheds additional light on the two groups. A 1999 study in the American Journal of Psychiatry demonstrated the apparent differences between extroverts’ and introverts’ brains. Extroverts have an active dopamine reward system, driving them to find stimulation from socializing, for example. In contrast, introverts have more gray matter in the prefrontal cortex, which is linked closer to internal thought, decision-making and reflection. They also have higher cortical arousal, meaning they process more sensory information from their surroundings, like color, light and background noise.
An introverted team member can become overwhelmed by high-volume staff meetings and might need time for introspection. They’re deliberate and considerate when choosing their words, which lends itself to asynchronous communication.
Create a safe space for your quiet leaders to thrive by:
- Giving them space after an event for ample reflection time and a more deliberate exchange of thoughts.
- Asking for follow-up thoughts by email.
- Talking with them one-on-one after larger meetings.
If you’re a mentor or manager, build a work environment that doesn’t overlook introverted colleagues who’d rather not be the center of attention. While extroverts often gain immediate momentum and energy from a compliment, introverts struggle between wanting to be humble and still being seen. You can help them feel more valuable and connected to the team if you express gratitude for specific accomplishments and acknowledge how they contribute to a goal.
Finally, keep in mind that introversion and extroversion are not black-and-white categories. Most people fall somewhere in the middle and might change their behavior based on the situation or surroundings.
Personality Testing
The square-peg-in-a-round-hole strategy rarely succeeds as we think through long-term solutions to the workforce shortage. Investing in personality testing like the Myers-Briggs Type Indicator or the Minnesota Multiphasic Personality Inventory is a good way to identify a person’s strengths and opportunities. A test can help determine how someone performs under pressure and their motivators and preferences.
Combine the results with what you already know about your introverted colleagues to grow them into influential leaders who can improve your hospital’s health.
The CEO Genome Project, a 10-year study, examined 17,000 C-suite executives, including 2,000 CEOs. A surprising finding was that over half of the more successful CEOs were introverts.
When we stop equating extroversion with leadership in the workplace, we open our eyes to invaluable leaders we can empower and support.
A ROAD MAP FOR BETTER COMMUNICATION
Licensed master social worker Melody Wilding outlined in Harvard Business Review how introverts can communicate assertively and comfortably.
Instead of saying: “This may not be right, but …”
Try saying: “Another approach could be …”
Instead of saying: “Just throwing this out there …”
Try saying: “I’d like to propose …”
Instead of saying: “Sorry if this is off topic …”
Try saying: “To broaden our perspective …”
Instead of saying: “I haven’t looked into this much …”
Try saying: “My initial thoughts are …”
Instead of saying: “This is just my opinion …”
Try saying: “Based on my understanding …”