Speaking to Think vs. Thinking to Speak
Leading with personality differences
“Oh no! Another story…”
Have you ever been in a meeting where the boss is telling yet another story and you just want him to get to the point? Or how about the boss that rarely says anything so you don’t really know what she’s thinking?
Having studied and engaged with different personality assessments over the years, it’s intriguing to see how individuals with different personality traits approach their roles. Particularly, the contrasting styles of extroverted and introverted leaders create an interesting interplay that can significantly impact team dynamics, communication, and decision-making processes.
Speak to Think
Extroverts, known for their outgoing nature, often “speak to think.” Their inclination to verbalize their thoughts and ideas externalizes their internal dialogue. As they speak, they refine their thoughts in real time. This “thinking out loud” approach offers several advantages in leadership contexts. Their willingness to share their evolving ideas facilitates collaboration and transparency, as team members gain insight into the thought process behind decisions.
However, thinking out loud carries risks, as any extrovert with tell you that has spoken a thought, then immediately regretted it. Oftentimes, extroverts will be speaking and not know how to “land the plane,” so they just keep talking.
Additionally, every thought process invariably contains contradictions as you attempt to refine your perception. The downside for extroverts speaking their thoughts is that people will hear the contradictions and may judge you for it.
Think to Speak
On the other hand, introverts follow a different approach. They are more likely to mull over their thoughts before speaking–“think to speak’–which can sometimes lead to a perception that they have already considered every aspect of a discussion. In fact, introverts have a tendency to rehearse full conversations in their heads before even setting up the meeting.
Introverts can contribute a unique perspective by sharing their well-considered thoughts after introspective deliberation. Oftentimes, they will be last to speak in a group discussion, unless they had time before the meeting to develop an opinion.
I don’t understand you…
These distinct personality styles can lead to misunderstandings. Introverts might be perceived as overly hesitant, This perception can evoke dismissal, as others misinterpret their methodical speech for uncertainty or lack of confidence. Conversely, extroverts might be thought of as impulsive, sharing thoughts before fully reflecting on them, contradicting themselves or spouting out so…many…words. These misunderstandings can undermine trust and cohesion within a team.
Leading in the differences
The effective leader understands and utilizes the varying styles of extroversion and introversion for the benefit of the team. Leaders must not only recognize their own tendencies but also foster an environment where all team members feel comfortable sharing their viewpoints. To mitigate the challenges posed by these differences, leaders should prioritize transparency and accountability. Sharing the rationale behind decisions, whether influenced by extroverted or introverted processing, helps team members understand the “why” behind actions, promoting trust and minimizing conflicts.
Additionally, leaders must be cautious not to unintentionally exhibit favoritism toward individuals who communicate more assertively. This can create resentment on the team if those who don’t naturally jump into the conversation due to a reluctance to interrupt are routinely overlooked in favor of the person processing thoughts aloud. In extreme instances, since the extrovert speaks thoughts, as soon as a thought arises on the topic, the extrovert must speak it whether or not someone else is in the middle of a sentence! In a group setting, the leader must note this and ensure that the conversation is directed back to the introvert to complete the thought.
Acknowledging the value of introverted team members and their contributions creates a balanced and inclusive environment. Because introverts hate redundancy, leaders need to encourage introvert team members to share their insights even when someone else has already voiced a similar idea. Giving time for thinking and valuing their perspective ensures that no valuable insights are overlooked.
Successful leadership bridges the gap between extroversion and introversion, celebrating the strengths that each brings to the table and ensuring that all team members are empowered to contribute their best.