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The Problem with the Introvert’s Career Ladder
Introverted designers, engineers, researchers, etc. tend to move up just as quickly as their more extroverted counterparts during the early years of their careers as independent contributors.
Introverted designers, engineers, researchers, etc. tend to move up just as quickly as their more extroverted counterparts during the early years of their careers as independent contributors.
One of the most common and respectful phrases used during promotion reviews was, “Hey, they just get sh*t done!”
However, differences between introverts and extroverts would crop up later in how people got promoted into management roles.
However, differences between introverts and extroverts would crop up later in how people got promoted into management roles.
I remember many management discussions about our most senior ICs during the annual review cycle.
The most obvious and common career path was to move them into a leadership role.
Unfortunately, this is where expectations and stereotypes would come into play.
The most obvious and common career path was to move them into a leadership role.
Unfortunately, this is where expectations and stereotypes would come into play.
The ideal "leader" was assumed to be more extroverted.
We would discuss ICs who were clearly introverted, and the gist of the conversation was often:
“What are we going to do with them? I can’t see them taking charge of a team.”
We would discuss ICs who were clearly introverted, and the gist of the conversation was often:
“What are we going to do with them? I can’t see them taking charge of a team.”
This attitude isn& #39;t uncommon.
“65% of senior corporate executives viewed introversion as a barrier to leadership.” — Harvard Business Review, The Hidden Advantages of Quiet Bosses.
Employees are definitely aware of the bias.
“65% of senior corporate executives viewed introversion as a barrier to leadership.” — Harvard Business Review, The Hidden Advantages of Quiet Bosses.
Employees are definitely aware of the bias.
Many employees have received feedback from their managers that they need to step up and develop their “executive presence” to be considered for a promotion.
At this point, some introverts shut down:
“Well, I guess leadership isn’t for me.”
This is a tragedy.
At this point, some introverts shut down:
“Well, I guess leadership isn’t for me.”
This is a tragedy.
Many of the hidden strengths of introverts lend themselves very well to becoming an amazing leader.
If you have doubts about that, check out the TED Talk from Susan Cain @susancain "The Power of Introverts."
From a young age, we& #39;ve been taught that leadership = extroversion.
If you have doubts about that, check out the TED Talk from Susan Cain @susancain "The Power of Introverts."
From a young age, we& #39;ve been taught that leadership = extroversion.
But, what introverts must recognize is that this "executive presence" isn’t about the animated personalities of extroverts, but rather about your quality to deliver in tough situations.
According to “Deconstructing Executive Presence” in the Harvard Business Review:
According to “Deconstructing Executive Presence” in the Harvard Business Review:
Although executive presence is highly intuitive and difficult to pin down, it ultimately boils down to:
- Your ability to project mature self-confidence
- A sense that you can take control of difficult, unpredictable situations
- Make tough decisions in a timely way
- Your ability to project mature self-confidence
- A sense that you can take control of difficult, unpredictable situations
- Make tough decisions in a timely way
- Finally, you can hold your own with other talented and strong-willed members of the executive team
In my case, I felt that if I could change my behavior to suppress my introversion and force myself to embrace more extroverted activities, then my own career would take off.
In my case, I felt that if I could change my behavior to suppress my introversion and force myself to embrace more extroverted activities, then my own career would take off.
Did it work?
Yes, I suppose it did for a while.
I was promoted into management and began climbing the ladder.
Was it sustainable?
No, not at all.
Yes, I suppose it did for a while.
I was promoted into management and began climbing the ladder.
Was it sustainable?
No, not at all.
You may be able to adopt extroverted behavior and suppress your introversion for a few years as I did.
But the cost is a steady state of discomfort and stress.
The greater tragedy is that I assumed my introverted tendencies were flaws and weaknesses that I had to eradicate.
But the cost is a steady state of discomfort and stress.
The greater tragedy is that I assumed my introverted tendencies were flaws and weaknesses that I had to eradicate.
A few of my managers even said as much.
What a mistake!
I had to move past initially pretending to be an extrovert to finally embracing my introversion in order to authentically and sustainably advance my career and be happy with my work.
What a mistake!
I had to move past initially pretending to be an extrovert to finally embracing my introversion in order to authentically and sustainably advance my career and be happy with my work.
Introverted strengths should be embraced and developed, not suppressed.
For example:
- Introverted leaders tend to perform better than extroverted leaders when their teams are composed of employees who are more proactive.
For example:
- Introverted leaders tend to perform better than extroverted leaders when their teams are composed of employees who are more proactive.
- Introverts tend to encourage, solicit, and listen more to input from others.
- Introverts are comfortable with developing deep one-on-one relationships and forming alliances behind the scenes.
- Introverts are comfortable with developing deep one-on-one relationships and forming alliances behind the scenes.
- Introverts enjoy time alone for research and deep thought, and they will relentlessly pursue solutions.
If you’re working for an enlightened company that has seriously invested in a career path for independent contributors, you may never be required to manage others.
If you’re working for an enlightened company that has seriously invested in a career path for independent contributors, you may never be required to manage others.
If your employer has not created an IC track in parallel to the management path, then you’ll need to take charge of your career to define the role and path to continue receiving opportunities for growth and promotion within the company.
If you can& #39;t find a way to define your own career path where you currently work, then it might be time to move to a different company.
Pretending to be something you are not isn’t a recipe for long-term career success.
There are companies that will recognize your unique value.
Pretending to be something you are not isn’t a recipe for long-term career success.
There are companies that will recognize your unique value.
I have more to say on this topic, but this thread is already too long.
You can read more here: https://medium.com/better-humans/how-to-leverage-introversion-as-a-career-strength-7a1c0371f2fa?source=friends_link&sk=57fb183356eebfb6cef84277915d8cc2">https://medium.com/better-hu...
You can read more here: https://medium.com/better-humans/how-to-leverage-introversion-as-a-career-strength-7a1c0371f2fa?source=friends_link&sk=57fb183356eebfb6cef84277915d8cc2">https://medium.com/better-hu...
