Building High-Performing Teams: Introverts and Extroverts

Finding Balance Among Introverts & Extroverts in the Workplace

Imagine this scenario: a team meeting where the atmosphere is buzzing with energy and the discussion is fast-paced. The team leader kicks things off with an overview of the agenda. Her enthusiasm sets the tone, and she quickly opens the floor to suggestions for an upcoming campaign. Another team member immediately jumps in, presenting his idea for a marketing approach. He speaks quickly and confidently and dominates the conversation. Naturally, the extroverts are taking center stage.

While all of this is happening, the more introverted team members are listening intently but struggle to find an opening to share their thoughts. They scribble notes and wait for a pause. When they try to interject with data points, they are talked over. Another person nods, indicating agreement but rarely speaks unless directly addressed.

As you may have witnessed in your own workplace, this scenario is more the norm than the exception. In general, the business world embraces outspoken, charismatic people who command attention while unintentionally discounting input and perspectives from the more introverted team members.

Are You an Introvert or an Extrovert?

You likely have a good idea of where you fall on the introvert-to-extrovert spectrum, but just in case you’re unsure, let’s cover the basics. The concept of introvert versus extrovert was popularized by Swiss psychiatrist Carl Jung in the early 20th century as part of his theory of psychological types. Jung described it as a continuum, with most people falling somewhere between two extremes.

Jung said that introverts tend to derive energy from solitary or low-stimulation environments, preferring reflection and internal processing. They often thrive in quiet settings and are more comfortable engaging deeply with a small number of people. On the other end of the spectrum, extroverts gain energy from external stimuli, such as social gatherings and more dynamic environments. They are more comfortable engaging with larger groups and are invigorated by new experiences and collaborative activities.

A blue stick figure is standing next to a yellow stick figure sitting down.

Since many of us demonstrate a blend of both tendencies, it makes it even more important to consider the range of personalities when discussing these traits in the workplace.

Author Susan Cain built on this idea in her speaking engagements and books; she pushes us to think about why outgoing people are often considered smarter, better looking, and more interesting when introverts are just as effective and efficient—maybe even more so—than extroverts when allowed to thrive in the right environment.

Understanding the Risks Associated with Extroverted-Dominated Teams

For better or worse, there is risk associated with teams that are dominated by extroverted people, but there are ways to mitigate those risks. If they make the effort, leaders can tap into the strengths of both introverts and extroverts to generate the best results from everyone. Here are a few common risks and their impact on team effectiveness:

1. Overlooking Introverted Contributions

Risk: Introverted team members may feel overshadowed or unheard in discussions dominated by extroverts.
Impact: Valuable insights and creative ideas from quieter members might be missed, leading to less innovative solutions. Cheese ipsum on toast airedale the big cheese. Danish fontina cheesy grin airedale danish fontina taleggio the big cheese macaroni cheese port-salut. Edam fromage lancashire feta caerphilly everyone loves chalk and cheese brie. Red leicester parmesan cheese and biscuits cheesy feet blue castello cheesecake fromage frais smelly cheese.

2. Groupthink and Inefficient Decision-Making

Risk: When extroverts dominate the conversation, there can be a tendency to conform to the opinions of the most vocal members. Further, extroverts' enthusiasm for quick decision-making can sometimes lead to hasty, less thought-out choices.
Impact: This can stifle dissenting views, critical thinking, and attention to detail, resulting in less robust decision-making and suboptimal results.

3. Imbalanced Work Dynamics:

Risk: Extroverted members might take on more visible roles or responsibilities, while introverted members may feel sidelined. Further, extroverts are often credited with the work done by the team since they can be more visible.
Impact: This imbalance can lead to frustration and disengagement among introverted team members, affecting team morale and productivity.

4. Communication Overload and Misunderstanding

Risk: Extroverted teams may favor frequent meetings and constant communication, which can overwhelm introverted members. Differences in communication styles between extroverts and introverts can also lead to misunderstandings and conflicts, such as interpreting quietness as a lack of confidence or disengagement.
Impact: This dynamic can result in burnout and decreased productivity for introverted individuals, while conflicts and misinterpretations may hinder collaboration and create a tense work atmosphere. Addressing these challenges is critical for fostering an inclusive and effective team environment.

5. Overemphasis on Presentation Skills

Risk: Extroverted teams may place a higher value on presentational and verbal skills, sometimes at the expense of other important competencies.
Impact: Introverted members with strong analytical or technical skills might be undervalued or overlooked for leadership roles.

Building Inclusive High-Performing Teams

By being aware of the aforementioned risks, leaders can experiment with the following strategies to create a team that leverages the strengths of both introverts and extroverts.

Encourage Diverse Communication Styles

Leaders can employ a mix of meeting formats, such as structured round-robin discussions, to ensure everyone gets a chance to speak. Additionally, they can encourage those who may prefer to articulate their thoughts in writing to provide their input before or after meetings. Further, brainstorming sessions can be held as a group exercise that includes individual idea submissions. This ensures extroverts can discuss ideas openly while introverts have the time and space to reflect and contribute their thoughts.

Recognize and Value Different Strengths

Regardless of how your team members make their contributions, acknowledge them! Highlight the value of thoughtful analysis just as much as enthusiastic ideas. This recognition can also allow leaders to assign roles and tasks that play to individual strengths. For example, introverts may excel in detailed analysis, while extroverts might thrive in roles that require frequent interaction.

Foster a Culture of Listening

Apply the strategy of “Three Then Me.” This guideline, one originally cited by educators, can be used to promote balanced participation and ensure that everyone has a chance to contribute. For example, before someone speaks again (“me”), at least “three” other people should have spoken. This encourages active listening, reduces the likelihood of domination by a few voices, and fosters a more inclusive and collaborative environment.

Another helpful approach leaders can use is WAIT, which stands for “Why Am I Talking?” It’s a useful reminder to pause and consider whether your contribution is necessary or valuable before speaking, especially in meetings or discussions. This can help ensure that everyone has a chance to participate and that the conversation remains focused and productive.

Tap Into Your Team’s Potential

Creating a high-performing team isn’t just about navigating the differences between introverts and extroverts—it’s about celebrating the unique strengths both bring to the table. By fostering inclusivity, valuing diverse communication styles, and encouraging balanced participation, leaders can build teams that are not only effective but also deeply collaborative and innovative.

So, the question is: How can you start tapping into the hidden potential of your team today? Whether it’s tweaking how meetings are run or simply listening more intentionally, small changes can make a big difference.

Tell us in the LinkedIn comments: What’s one step you’ll take to ensure everyone’s voice is heard?

A woman wearing a grey jacket and black shirt smiles for the camera

About the Author

Karen Kemerling, PhD, is an Agile Leadership Journey Guide and founder of K2 | Leadership Development, specializing in leadership coaching and organizational development. With 35+ years of leadership experience, including roles as CEO, President, COO, and CIO, she has worked with diverse organizations, from global corporations to non-profits. Karen holds a PhD in Organizational Development, with her doctoral dissertation focusing on the productivity of remote teams. As a Certified Agile Leader, Neuroscience Certified Brain-Based Coach, and Psychological Safety Certified Trainer and Coach, she helps leaders develop growth mindsets and build psychologically safe, high-performing teams.

Connect with Karen on LinkedIn.

< Older Post

Newer Post >