It seems like common sense that extroverted people make better business leaders. Gregarious, social types who put themselves out there and take risks build contacts, make connections, and real rewards. It tallies with many of our life experiences, and there are a litany of famous business leaders to prove it.
But is it really such an open-and-shut case? Are the vast majority of successful business leaders extroverts, or are the introverts (fittingly) just better at hiding it? Moreover, does the question of extrovert vs introvert really matter in a business context—or is it something else entirely that leads us to success or failure in leadership?
Leading by example
Popular culture almost exclusively paints a picture of the charismatic, outgoing extrovert as the quintessential leader. Perhaps the most famous example is the late Steve Jobs. A master of public relations, Jobs possessed an undeniable charisma that captivated audiences, with reverent keynote speeches that fueled Apple’s cult-like following. As innovative as Apple was in the design of its products, the company rarely came up with a product idea first. It was Jobs’ ability to paint a vision of the future and generate excitement around new products that was so instrumental in Apple’s success.
Perhaps the closest analogue to Jobs today is Elon Musk. Never far from controversy, Musk has undeniably been the driving force behind multiple highly successful companies, including Tesla and SpaceX. His ability to harness social media and project a vision of utopian tech has driven interest in his projects, establishing Tesla as a market leader. Even when his projects do not get off the ground—such as the Hyperloop concept—his personal investment in the ideas behind them drives enormous public interest, and arguably opens the door for others to succeed.
Both of these men would appear to be textbook examples of successful extrovert leaders. Their ability to connect with people and command attention was doubtless invaluable in driving the growth of their businesses. As anyone who’s watched any of the Jobs documentaries (or read anything from Musk recently) will tell you, though, both men have been far from perfect. In chasing audience adoration, both have been characterised by impulsive decision-making, and arguably a neglect of deeper strategic thinking—arguably to the long-term detriment of both of their companies.
Quietly capable
Introverts are often perceived as reserved and tentative, not qualities you would necessarily cherish in a leader. Yet qualities which may not necessarily lend themselves to a stump speech or keynote presentation can help leaders in other ways. The ability to listen attentively, analyse information with a clear and open mind, and make thoughtful decisions can all be a significant advantage in a tumultuous business environment.
The example that will come to mind for many is Bill Gates, the co-founder of Microsoft. Though there has undeniably been a ruthlessness to parts of his leadership, he is a clear example of an introverted leader who still managed to achieve extraordinary success. Having done the hard yards himself in terms of creating and optimising software, his innovative mind and problem-solving lent themselves to strategic, long-term thinking, and a focus on quality products.
Introverted leaders can also excel at building strong, trusting relationships with their teams. In Gates’ case, this is most evident in his relationship with Steve Ballmer, who would follow him as CEO of Microsoft. Ballmer could scarcely be more different to Gates, as his infamous conference appearances would demonstrate. Yet the two forged a close working relationship, with Ballmer applying his strengths as an extrovert to cover for Gates’ weaknesses.
Finding a balance
This partnership demonstrates the reality of extroversion and introversion in leadership. Not only is the issue more nuanced than most would assume, but a skills deficit in one area need not be terminal. Every leader has strengths and weaknesses, and an extrovert isn’t necessarily better at masking theirs. Few would argue that Elon Musk’s public persona is currently benefiting his companies, or that WeWork CEO Adam Neumann helped his business by aiming to expand to Mars.
One of the 20th and 21st centuries’ most successful CEOs is undoubtedly Warren Buffett, a famous introvert. Yet there are also many examples of introverts failing to take the leap from founder or inventor to successful businessperson. Apple co-founder Steve Wozniak is a brilliant mind, but never took to the prospect of leadership, and has ended up as a much more peripheral figure in the company’s history.
One compromise is to share the burdens of leadership with someone else, as Bill Gates did with Steve Ballmer. Another is to find those skills within yourself, and improve the areas you’re weak in. This is what is often referred to as being an ambivert—having the skills of both an extrovert and an introvert, and deploying both skill sets appropriately. Ambiverts have the capability to socialise, network and present themselves in the right way, but also the humbleness and calmness they need to look at things objectively, and take rational decisions.
Borrowing from both sides
So how do we nurture both of these skill sets? One unusual way in which ‘extroverts’ developed was through the circumstances of the pandemic. As a result of the unique circumstances of remote working, leaders suddenly had to be both thoughtful and empathetic in making allowances for staff, but also have the clarity of communication and vision to rally employees, and take tough decisions where required. CEOs who were able to listen and adapt were the most successful in riding the pandemic out.
Of course, we can’t all wait for another pandemic to give us some skills training (and nor should we!). However, the pandemic’s outcomes are still with us, and the results are replicable. As much as some CEOs are trying to put it back in the stable, the horse has bolted. Employees now have different expectations around flexibility and benefits, and are more willing to move if these aren’t satisfied. The best leaders still need to be flexible, understanding, and great motivators in order to address this challenge.
The easiest way to hone these skills is through skills training. This can take the form of leadership training or personal development training, depending on where your skills deficit lies. An Assertive Communication course can hone your extroverted side, enhancing relationships and unifying people behind your ideas. A Problem Solving and Strategic Decision Making course meanwhile can help extroverts to slow things down, and measure their communications and decisions more effectively.
When the idea of being an ambivert comes up, it’s usually in the context of avoiding your introvert tendencies and becoming more outgoing. But the reality is that both introverts and extroverts need to work to mitigate their weaknesses. Both personality types have weaknesses in a leadership context that need to be fronted up to and addressed, with real-time and energy committed to self-improvement.
Ultimately, self-reflection and external feedback are both key. Particularly in the case of extroverts, the sense that extroversion is an inherent positive in business can blind people to its negative aspects for leadership. By creating a culture of open dialogue and feedback within your team or business, you can receive feedback on aspects of your behaviour or approach that might be off-putting, and work towards a more balanced and inclusive approach to leadership.
