This post is written by Kathrin Stokes-Bonhomme, business analyst (communications) at Public Services and Procurement Canada.

  • **The problem: **Extroverts are often championed in the workplace and introverts are often encouraged to adopt extroverted behaviours.
  • **Why it matters: **Introverts bring their own unique skills and behaviours to the table that should be valued just as much as extroverts’ skills.
  • **The solution: **Let’s stop telling introverts to be something else and instead consider and champion their powerful skills.

In the workplace, introversion often seems to be cast as a challenge to overcome. There is an assumption that the path to career success is to adopt extroverted behaviours. To take the floor in meetings, thrive on giving presentations, live to collaborate, and brainstorm in a group and on the spot.

But what about the unique strengths — the superpowers! — that introverts bring to the table?

I’m an introvert. I started to learn about this when I took part in a Myers-Briggs exercise with a group of employees in my organisation, early in my career. I found myself alone in the introversion quadrant of the exercise, while everyone else was identified as an ‘E’ for ‘extrovert’.

A matter of processing the world

I didn’t know much back then about what it really means to be an introvert. But over the years, I’ve found out that it has a lot to do with how I take in the world around me and interact with it, and how I recharge my energy. Of course, it’s one of many facets that come together to make me who I am, but it is a fundamental part of how I function.

Now, I have three decades as a public servant under my belt, in a variety of roles that have spanned research and policy work, strategic planning, supporting executives, leading teams, and lots of communications and writing.

I’ve been looking back on the dynamics of my different teams over the years and reflecting on what my place has been. I’ve come to realise how often throughout my career, managers and colleagues have looked to me for abilities that reflect my introverted side.

Let’s stop telling introverts they need to step out of their comfort zone to be more like extroverts.

Here are just a few examples of invaluable qualities introverts bring to any project and any organisation:

Listening

We’re great listeners. I start every project by collecting as much knowledge as I can from documents and conversations. I gather and absorb information by paying close attention to what people have to share. And at least as important: I listen for what people aren’t sharing. Plus, I tend to collect pieces of information along the way, in meetings, conversations, and readings, that often end up being important for making connections.

Deep thinking and feeling

We tune into our internal feedback about a task or challenge first, think and feel it through, and arrive at important insights. I’ve noticed that this is an essential first step, after which I’m ready to share my ideas and co-create with others. It makes for meaningful, well-developed creative work.

Seeing the big picture, the horizon and the steps

We see where an issue fits into a broader context, so we’re great at connecting the dots, putting order into a chaos of information, finding patterns, and spotting what’s ahead. I find myself zooming out to the endgame and zooming in on the steps that will take us there. It’s about aligning the details with the big picture.

Empathising

We have a knack for putting ourselves into someone else’s shoes. This helps us understand what our audience or our users want or need. I tap into this quality in everything I do, whether I’m writing a speech, an article or web content, developing a communications strategy, or advising a client on their project. I imagine myself on the receiving end of the product and intuitively know what information, tools or approaches make sense for them.

Connecting people

This may not sound like it fits the introvert profile, but it actually does. And it’s linked to the ability to empathise. We’re wired to sense the dynamics in a group, pick up on and identify people’s strengths and subtle details about them, and make sure no one is left out. I’m always looking for meaningful connection, which is an asset for working relationships on a team or across organisations.

Susan Cain is absolutely right to call introverts “the people who can help you think deeply, strategize, solve complex problems, and spot canaries in your coal mine” in her book Quiet: The Power of Introverts in a World That Can’t Stop Talking.

So let’s stop telling introverts they need to step out of their comfort zone to be more like extroverts. Instead, consider the powerful skills they bring to the table in their own right. Encourage them to follow and trust their authentic way of being and working. It’s truly a missed opportunity if you don’t.

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