"Quiet" - A Book Review
In working with people, it is clear to see that there are a variety of traits that make up an individual. While we can’t put people in a box, identifying personality types is helpful in matching work roles with the right person for the job. A major consideration is where one falls on the extroversion/introversion spectrum. In the book “Quiet: The Power of Introverts in a World That Can’t Stop Talking”, author Susan Cain explores how the more introverted personality types think and the implications it has in our social, work, and personal lives. According to Cain, one out of every 2 or 3 people you meet are introverted, whether they know it or not.
In Western society, Cain notes that there is a preference for bold and outgoing traits, which she refers to as the “Extrovert Ideal”. This is seen in many workplaces that “insist we work in teams, in office without walls, for supervisors who value ‘people skills’ above all.”
Understanding one’s true nature is the key to finding balance and success in work and life. The main difference between extroversion and introversion is the amount of stimulation needed to function optimally. Some people loose motivation when they are under stimulated, whereas others need a break after too much interaction (noise, people, activity). It is a dance between boredom and anxiety.
Understanding the different temperaments has significant implications in the workplace. Solitude is an important key to creativity and innovation. Before accepting a position, “introverts should ask themselves, will this job allow me to spend time on in-character activities like, for example, reading, strategizing, writing, and researching?” This goes for extroverts too, who should consider if the job will be stimulating enough. “People flourish when they’re engaged in occupations, roles or settings that are concordant with their personalities.”
Introverts often think before speaking, pay close attention, maintain composure, and avoid conflict. Surprisingly, introverts can make great salespeople because of their ability to listen and ask good questions to get to know their customer's needs better. Introverted leaders tend to take suggestions from subordinates and do well when managing people who are self-motivated.
People can adjust their persona according to the situation; someone who is introverted can still be engaging, charismatic and well-spoken. “Introverts are capable of acting like extroverts for the sake of work they consider important, people they love, or anything they value highly.” However, if people act out of character for too long, it can lead to burn out and even health problems. If you are an introvert, carve out time to have quiet in your life.
Cain encourages us all to learn from each other and appreciate what the other brings to the relationship or work dynamic. “We should actively seek out symbiotic introvert-extrovert relationships, in which leadership and other tasks are divided according to people’s natural strengths and temperaments.” As a manager, respect your employee’s introverted style and ask them to solve problems alone before sharing idea and allow them to be shared in writing.
This book was profound as it opens its readers eyes to the value and important role introverts play in our society. In reading it you might see aspects of yourself or your family, friends or coworkers that make you think ‘aha – now I understand why they act like that’ or ‘if this was different in my life I would feel more balanced.’ Cain encourages introvert types to, “use your natural powers – of persistence, concentration, insight, and sensitivity – to do work you love and work that matters.”