Diversity has become a major focus in workplace initiatives over recent years. As a leadership coach, I’ve worked with countless managers and leaders doing their best to incorporate diversity and inclusion. Whether addressing age, disability, gender, or ethnicity, employers are striving to create inclusive environments that enable better culture for everyone.
The benefits are obvious: happier workplaces lead to better productivity and retention. Progress has been substantial in many areas.
Yet one aspect of diversity tends to be overlooked: introversion.
Extroverts and introverts carry standard assumptions about what these terms mean. If you’re extroverted, you’re a social butterfly, confident, outgoing, and quick-thinking. If you’re introverted, you’re shy, reserved, less engaged, and slower to get work done.
Like many assumptions, these aren’t accurate for either personality type.
In a recent Myers Briggs study, 47% of UK respondents identified as being introverted.1 That’s nearly half the population! Understanding these individuals and creating workplaces that accommodate their needs has become essential for organisational success.
Extrovert or Introvert?
Whether your team member is introverted or extroverted boils down to neurodiversity. Their brains work in different ways, and one of the universal differences between the two lies in their mental energy: how they get it, use it, and top it up.
Carl Jung’s theory on introvert/extrovert behaviours is insightful: “Each person seems more energised by either the external world (extroversion) or the internal world (introversion).”
In other words, extroverts get their energy from others around them, feeding off the buzz of working in teams, brainstorming, throwing ideas around. They work on a sort of energy “trickle charge,” consistently topping up. They fall into what experts describe as the “say, think, say” pattern.
Alternatively, introverts are the “think, say, think” types. Sadly, managers sometimes don’t hang around long enough for them to get to the “say” part.
Energised by their internal thoughts, introverts prefer to mull things over, think before answering, lock themselves away (or sit at their desk) to balance the various considerations before arriving at an answer.
If you’ve ever heard a colleague or team member say, “I just need to give it some thought,” you can bet they’re an introvert. Additionally, being with too many people for too long drains the introvert’s energy reserves, and they need to retire to recharge their depleted battery: “I’m all peopled out for today.”
Ring any bells?
Unfortunately, neurodiversity struggles to gain recognition in many workplaces, and numerous introverts find themselves acting the part of the extrovert to fit in or appear engaged and enthusiastic.
Workplace Bias
Unconscious bias manifests itself in various workplace scenarios where introverts can be discriminated against in favour of extrovert behaviour. Introverts are often made to feel that there’s something wrong with them, and it can affect their career success.
Here are just three examples:
Assessment Centres
Before they’re even in a job, introverts are finding things tough. Assessment centres are built to favour extroverts: group discussions, taking the lead, making quick decisions, actively contributing straight away. Nothing there aligns with the introvert’s normal behaviour patterns.
Ideally, assessment should include reflective tests. Introverts thrive when given this sort of task: time to research, listen actively and with empathy, reflect, be the voice of reason, and assimilate ideas. All great qualities which any team would be lucky to have.
The extrovert may have the initial idea, but it’s often the introvert that makes it work.
Training Courses
The awkward “ice breaker” moment. The “get into pairs and discuss” instruction. These common training approaches alienate nearly half the audience.
Coaches and trainers can achieve better engagement by accommodating everyone present (remember, the 47% referenced earlier). Leaving nearly half of participants battling a desire to leave undermines training effectiveness.
Engaging with introverts means giving them space and time to say what they need to, without feeling under pressure. Checking in with them to make sure they’re getting the right delivery will allow them the option of contributing when they’re ready.
So, for example, if you ask them a question, give them time to respond. You may want to come back to them later for the answer. But normalise that structure, the introvert should not be made to feel they’re being penalised for requiring time to process.
As a leader, creating a level playing field requires deliberate action and awareness.
Brainstorming and Meetings
Again, these are almost always skewed in favour of the extrovert. It’s the loudest voices that get heard, alongside those who can generate ideas and suggestions on the spot.
Whilst some of those ideas may be good, allowing everyone reflection time proves worthwhile. Leaders should make notes of ideas that emerge from meetings, but also provide space for introverts with language such as:
“Well, we’ve got some great ideas here, which I’ve noted. Before we get back together to take suggestions further, I’d like us to take a little time after the meeting to think of anything else that might work. If you have any ideas, email me, or pop into my office to discuss them further.”
This allows more balanced contribution from the team, combining the creativeness that spontaneous thought brings alongside more thoughtful and detailed ideas.
Creating Inclusive Practices
Many workplace practices inadvertently favour extroverts: from open-plan offices with constant noise to networking events and team away days. All can create discomfort for introverted team members.
These challenges are addressable through thoughtful workplace design and leadership practices.
Implementing Balanced Meeting Structures
Successful organisations are adopting more inclusive meeting formats:
- Pre-meeting preparation: Share agendas in advance so introverted team members can prepare thoughtful contributions
- Silent brainstorming: Use written idea generation before verbal discussion
- Follow-up contribution windows: Provide opportunities for post-meeting input via email or one-to-one discussions
- Mixed-format sessions: Combine spontaneous discussion with reflective activities
Redesigning Workplace Environments
Physical and cultural workplace environments significantly impact introverted employees:
- Quiet spaces: Provide areas for focused, individual work
- Flexible meeting options: Offer both collaborative and contemplative discussion formats
- Communication choices: Support various communication preferences, including written and verbal options
- Energy management: Recognise that introverted employees may need breaks from high-stimulation activities
Addressing Unconscious Bias in Leadership
Leaders play a crucial role in recognising and addressing introversion bias:
- Education and awareness: Understand neurodiversity and its impact on team dynamics
- Inclusive recruitment: Design assessment processes that evaluate diverse strengths
- Performance evaluation: Recognise different contribution styles in appraisals
- Career development: Ensure advancement opportunities aren’t limited to extroverted traits
Embracing Neurodiversity
Creating a level playing field for all team members starts with leadership commitment. Leaders should audit current practices to identify where unconscious bias against introverts exists. Addressing these biases enables meaningful organisational change.
This means educating leadership and teams whilst recruiting talent that reflects both traits to provide truly diverse culture.
Finally, regular review ensures these practices become embedded in workplace culture, delivering wellbeing benefits to all team members.
As one Ted talk on introversion mused: Where would Larry Page, founder of Google, be if he’d had to get a job via an assessment centre? Or Elon Musk, if his voice hadn’t been heard above the clamour of colleagues?
Introverts are not “broken” or “depressed.” They do not require “fixing” or “bringing out of themselves.” Organisations should celebrate and leverage the strengths introverted team members bring.
Frequently Asked Questions About Introversion in the Workplace
Making Workplaces Work for Everyone
Creating workplace environments that embrace neurodiversity requires ongoing commitment and regular evaluation. Organisations must move beyond surface-level diversity initiatives to address the deeper structural biases that prevent talented introverted employees from reaching their full potential.
The examples of successful introverted leaders (from tech innovators to strategic thinkers) demonstrate the significant contributions this population makes when given appropriate support and recognition.
By addressing introversion bias, organisations not only improve employee wellbeing but also unlock the full creative and analytical potential of their entire workforce. What next? Make sure that you, as a progressive and inclusive leader, recognise neurodiversity in your workplace.