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Introvert, extrovert, ambivert: it takes all types to make a successful business



For a dynamic team, introverts and extroverts working together can forge a successful business (Canberra Times, March 6, 2014).


In 2006 a Harvard Business Review study revealed that 65% of senior corporate executives said introversion was a barrier to leadership. The Canberra Times reports that new research shows introverts can be just as effective as leaders in the workplace, even though extroverts are more likely to be attracted to, and selected for, leadership roles.


Often the best teams combine extroverts and introverts, as well as ambiverts (people who don’t exhibit extremes of the personality scale – they have introvert and extrovert qualities). All personality types that complement each other in the workplace, especially if each type works to their strengths, can make a strong and effective team, rather than a group of strong individuals.
Both introverts and extroverts have skills that can enhance a team, as well as individual disadvantages. For example, the Canberra Times article mentions the disadvantages of an introvert as: less likely to network in large groups and more likely to take longer to make decisions - and the disadvantages of an extrovert as: more likely to talk too much and less likely to take action. However, the strengths of each are: Introverts – a natural carefulness, more inclined to research, good listeners, and often provide insightful solutions to problems; Extroverts – confident in large groups and public speaking, easily engage in networking, and actively encourage others to win them over.


Effective teamwork means: (1) individuals understand their own and each other’s strengths, independence and interdependence; (2) each person is committed to quality outputs and outcomes through their unique talents that come together through participation, cooperation, tolerance, and respect; (3) each person is free to express opinions and each contribution is valued; (4) individuals are trusted with responsibility and trust the goals and motives of the team; (5) individuals learn from each other and are not afraid to ask questions or fear failure; (6) individuals solve problems and challenges creatively and constructively; and (7) leaders exude confidence and a shared purpose.


 http://www.canberratimes.com.au/small-business/franchising/do-introverts-make-better-leaders-20140304-341fr.html#ixzz2vB6LxQVP


MARTINA NICOLLS is an international aid and development consultant, and the author of:- The Shortness of Life: A Mongolian Lament (2015), Liberia’s Deadest Ends (2012), Bardot’s Comet (2011), Kashmir on a Knife-Edge (2010) and The Sudan Curse (2009).
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