Feature
Hey manager.
Before you step into the meeting you are about to lead, pause. I bet you already know who will do most of the talking. In fact, chances are good that you can name them. It may be one person, it may be more. If your group is typical, the contributors will be extroverts. They make up less than half of your team.
That leaves about 56.8% of participants, namely the introverts out of the meeting. They’re not necessarily quiet or shy. Instead, they tend to think before they speak and won’t say much until they have something they deem valuable to contribute.
Traditional Meetings Play to Extroverts' Strengths
“There’s zero correlation between being the best talker and having the best ideas,” said Susan Cain, author of "Quiet: The Power of Introverts in a World That Can't Stop Talking."
Here’s how meetings often play out according to Dr. Laurie Helgoe. She is a professor of Behavioral Sciences at the Ross University School of Medicine and author of "Introvert Power: Why Your Inner Life is Your Hidden Strength."
“As the introvert contemplates the question, preferring to think before speaking, the extrovert interprets this as an opportunity to jump in and initiate conversation right away. As long as the introvert refrains from interrupting, the extrovert persistently occupies the social space with their words. However, while the extrovert keeps talking, the introvert remains silent, unable to gather their thoughts,” she said.
Experts don’t blame extroverts for dominating conversations any more than they judge introverts for thinking deeply before they speak. Each group has its strengths, according to Helgoe. “The key is for introverts and extroverts to work together,” she said. “And for their managers to create the conditions in which that can happen.”
Here’s how managers can lead meetings to help extroverts and introverts work better together and their employers can win.
Related Podcast: The Superpowers Introverts Bring to the Workplace
How to Make Meetings Work for Everyone
Think-Pair-Share
Structure the meeting to get a wider range of input. Cain pointed to a study from The Kellogg School that found that, in your typical large meeting, three people do 70% of the talking. “If we assume that introverts and extroverts have an equal number of good and bad ideas, this statistic should give us real concern,” said Cain.
“Managers should be aware of these dynamics and anyone leading meetings should take steps such as a) considering in advance who has the most expertise on a given topic, and asking them to be prepared to discuss that topic, b) going around the room to make sure everyone is heard from, and c) using techniques such as think-pair-share, in which each participant in a meeting thinks quietly about the question at hand, then discusses their thoughts with a partner, and then all the pairs are invited to share. This tends to solicit wider input,” she said.
Ask for Feedback
Let participants have a say about how they would like to engage, said Helgoe. "Put it right out on the table that you want everyone’s voices to be heard. Ask, ‘how would you like to contribute?’ ‘Would you like to be called on?’ ‘Speak up as ideas occur.' ‘Would you like a pause after questions and answers?’ If you’re speaking off of the top of your head, be selective about what you say. Despite the differences in communication, we all want to be heard.”
Related Article: How to Stop One Person From Dominating Virtual Meetings
Forget Brainstorming, Try Brainwriting
Brainwriting, an ideation method introduced by Chauncey Wilson, author of "Brainstorming and Beyond," offers a compelling alternative to traditional brainstorming, which is especially well-suited for introverts. Unlike traditional brainstorming, where ideas are verbally expressed one by one, brainwriting calls for a written format. Participants in a brainwriting session initially write down their ideas individually on sheets of paper or cards. These sheets are then circulated among the participants, who read the ideas, add new ones or build on existing concepts. This multi-round process of idea sharing and expansion fosters a more inclusive and collaborative atmosphere, allowing introverts to comfortably express their ideas in writing while actively engaging in the creative process. Brainwriting places both introverts and extroverts in prime position and results in a higher quantity of ideas in less time.
Step Up and Step Back
Helgoe recommended that workers follow the "step up, step back" principle in meetings. The facilitator should set this expectation at the beginning of meetings to encourage self-awareness among participants to avoid monopolizing the conversation. The facilitator's role is crucial to make sure that all voices are heard, supporting quieter members to engage.
This approach encourages diverse perspectives, improves decision-making and creates opportunities for introverts to emerge as leaders, according to Helgoe. "'Step up and step back' encourages extroverts to be selective and deliberate about what they say and encourage introverts to step forward,” said Helgoe. Examples of "stepping up" include volunteering and offering feedback. With this approach, meetings become more inclusive and productive, valuing each participant's input.
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Managers: Introverts Have Career Goals Too
"Extroverted bosses might assume that introverted individuals don’t have lofty career goals,” wrote Cain. This means that the “make a name for yourself” assignments go to the extroverts, while the introverts sit at their desks in disbelief. If this is the case, how inspired can introverts be to do their best or go the extra mile if it won’t get them anywhere?
