The Quietest are also the Smartest

Image: Shutterstock/Jorm S

A few years ago during a women’s leadership program, I participated in a group problem-solving exercise. We thought the exercise was to determine the root cause of a complex business problem. There were 4 of us on the team: 3 who were vocal and animated in debating the different possibilities and one who was quiet. She wasn’t disengaged; just reserved. I think we all just assumed she didn’t know what to say or think. Little did we know.

As the exercise came to a close we needed to agree on a root cause. The 3 who spent the duration chattering came to an agreement. We were confident we found the root cause. Our quiet colleague, on the other hand, had a different answer. We each shot her down. Her root cause was so different than ours. How could it be the correct answer? The majority had already come to an agreement!

Lo and behold, when the root cause was revealed, it was our quiet colleague who was correct. Sadly she had to take the L with the rest of us. How frustrating for her and how unfortunate for the team. Imagine if we were a business. By entrusting the vocal majority and distrusting the quiet minority we could have destroyed shareholder value or worse.

As it turns out the exercise was actually a simulation about the danger of groupthink, and I walked away with firsthand experience in the power of introversion.

Susan Cain, author of Quiet: The Power of Introverts in a World that Can’t Stop Talking, writes, “Whoever you are, bear in mind that appearance is not reality. Some people act like extroverts, but the effort costs them energy, authenticity, and even physical health. Others seem aloof or self-contained, but their inner landscapes are rich and full of drama. So the next time you see a person with a composed face and a soft voice, remember that inside her mind she might be solving an equation, composing a sonnet, designing a hat. She might, that is, be deploying the powers of quiet.”

Harvard psychologist and neuroscientist Randy Buckner found that people who identify as introverts tend to have different size and density brain matter in some parts of the prefrontal cortex, where abstract thought and decision-making reside. In short, introverts are physically wired for abstract pondering and complex problem-solving.

For leaders, the moral of the story is to ensure all voices are heard in the way that best suits the speaker, and to not equate quiet with disinterest or obliviousness. At the same time, to ensure the quiet are heard is not to cold call them mid-discussion. Rather, as ideas reach coalescence, ask your introverted employees for an assessment. As meetings come to a close, ask the quiet ones to provide a summation. Let your quiet employees shine by flexing their muscles of pattern recognition and systems thinking. Ask for insights, not answers, and openly appreciate the diversity and subtle brilliance that reside in your organization.

For introverts, I want to discuss how you can assert your presence in a way that both conveys your intelligence openly and protects your nervous system. I like this method because it doesn’t sacrifice your mental health for sake of performance. Rather, it leaves a positive impression and gets your vital perspective across the table.

Ask questions.

Asking questions has several benefits. First, it ensures clarity not just for you but for everyone in the meeting. Secondly, it demonstrates that you’re present and engaged. Finally, others — both leaders and colleagues alike — will equate your inquisitiveness with intelligence. It’s counter-intuitive, but you will be seen as curious and thoughtful by asking questions. And isn’t that what you are, dear introvert? Leadership is decided on the social plane and this is where your talents will be recognized. All you’re doing is displaying your innate skill in a way that feels more gentle and doesn’t tap your energy store.

Let’s Try Something

Introverts

During your next meeting ask a clarifying question. This can be a request for someone to expand on a thought so that you may fully understand their perspective. People speak in generalizations all the time. Ensure your visibility by leveraging this habit. Pierce the web of groupthink with curiosity. If done with genuine interest your fellow attendees will be impressed and appreciative. Leaders will see you as a thoughtful, inquisitive player. See how you feel after trying this method. Is it something you’ll do again, perhaps with some frequency? Or how might you do it differently?

Leaders

What’s most important is to eradicate unconscious bias against introverts. The next time you encounter a quiet employee, soften your eyes, lightly turn up the corners of your mouth, and think to yourself, “They’re so thoughtful.” This small action will help solidify your recognition that introverts bring immense value to organizations, and your quiet employees will sense it.

In creativity and compassion —