Diversity and inclusion are key priorities in today’s workplace. Organisations are increasingly aware of the importance of embracing differences in age, ethnicity, gender, and disability. Yet one critical aspect of diversity is often overlooked: neurodiversity — specifically, the bias against introversion.
Assumptions around personality types can shape how employees are hired, trained, and promoted. Misconceptions about introverts being shy, disengaged, or slow to act can negatively impact their experience at work and the contribution they’re able to make.
It’s time to challenge these assumptions and create a truly inclusive environment where both introverts and extroverts can thrive.
Understanding Introversion and Extroversion at Work
Personality differences stem from how people process information and where they draw their energy. Psychologist Carl Jung proposed that individuals are either more energised by the external world (extroversion) or the internal world (introversion).1
- Extroverts are typically energised by interaction and external stimuli. They often think out loud and respond quickly in group settings.
- Introverts, on the other hand, gain energy from quiet reflection. They process information internally, often preferring time to think before contributing.
This doesn’t mean that introverts are less capable or less engaged — they simply operate differently. And yet, workplace systems often cater to extroverted traits, disadvantaging those who prefer a quieter, more deliberate approach.
How Bias Shows Up in the Workplace
1. Assessment Centres
Many hiring processes reward extroverted behaviour — especially assessment centres with group activities that demand quick thinking and vocal participation. Introverts may struggle to contribute in these settings, despite having strengths like deep analysis, empathy, and reflection.
A more inclusive approach would include written or reflective tasks that allow introverts to demonstrate their thought process and decision-making skills.
2. Training Sessions
Team-building exercises, icebreakers, or forced group pairings can leave introverted participants overwhelmed. Without alternative methods of participation, a large percentage of the group (up to 47% of the UK workforce, according to Myers-Briggs research2) may disengage.
Inclusive training should allow time to reflect and give quieter voices space to contribute without pressure. Check-ins, asynchronous input, and one-on-one follow-ups are all valuable tools.
3. Meetings and Brainstorming
The typical meeting format often favours those who speak up quickly or think aloud. This risks losing valuable ideas from introverts who need more time to reflect.
Encourage a more balanced approach by allowing post-meeting contributions, inviting written feedback, or pausing to let quieter team members gather their thoughts before moving on.
Creating a Level Playing Field
If organisations are to truly embrace neurodiversity, it starts by recognising where introverted employees are unintentionally sidelined. Leaders can take several steps to address this:
- Audit current practices for unconscious bias
- Educate teams about diverse working styles
- Offer flexible ways to contribute during training and meetings
- Balance hiring methods to suit a range of personalities
- Create quiet spaces in open-plan environments
- Reinforce psychological safety so all team members feel heard
When introverts feel empowered to work in ways that suit their strengths, teams benefit from deeper insights, thoughtful contributions, and strong independent work.
FAQs: Introversion in the Workplace
Conclusion
Introverts are not disengaged or lacking confidence — they simply operate differently. Failing to include them fully in workplace structures means missing out on some of the most thoughtful, analytical and strategic thinkers in your team.
As speaker and advocate Joanna Rawbone once asked:
Where would Google’s Larry Page be today if he’d had to pass a group assessment centre?
It’s time to challenge the bias and celebrate the diverse strengths within our teams.