The quarterly publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/480238
PEER TO PEER: THE QUARTERLY MAGA ZINE OF ILTA 44 WELL-REWARDED WITH INTROVERTS There is great value in having introverts on your teams, in leadership positions and working alone on critical projects and tasks. Just be aware of the introvert's strengths and what activities energize them. Their contributions, creativity and deep thinking skills will surely benefit the collective goals of any team, group or business. Have the right balance of extroverts and introverts, and you will be well-rewarded with the results of a diverse and functional team. TIPS FOR WORKING WITH INTROVERTS Ensure you know what actions to take to maximize an introvert's contributions or optimize your own work when your boss is the introvert. FEATURES WHEN YOUR BOSS IS AN INTROVERT: • Give her information — don't wait to be asked, and don't assume she will praise you for being forthcoming • Don't expect her to be highly interactive, and know she might become frustrated if she has to repeat herself — introverts expect you to pay close attention • Be a leader, take initiative, set your direction and ask for guidance — introverts do not like to micromanage others • Silence is usually a good sign • Check your chatter — if you normally talk a lot, try to drop it down a notch for an introverted boss • Introverts limit themselves to saying just what needs to be said, so listen carefully to ensure you don't miss important details • Incorporate nonverbal modes of communication — email messages might be the preferred method of daily communication for most introverts WHEN WORKING WITH INTROVERTS IN A MEETING: • Give the introvert time alone to think and prepare for the meeting — he needs to imagine, brainstorm and think deeply before a meeting • Provide a meeting agenda in advance to help the introvert mentally prepare to offer solid deliverables • Close the door and reduce distractions during the meeting (this is good for extroverts as well) • Periodically pause, creating ample (but not awkward) silence to give the introvert time to speak up — calling on introverts must be done carefully to prevent them from feeling put on the spot, which might cause fewer future contributions • Allow the introvert to speak — when introverts are bursting to share their thoughts, they usually have something valuable to contribute MANAGING INTROVERTS: • Provide advance information about projects or imminent issues — the introvert's brain will churn on the data and come back with thoughtful questions and/or solutions • Actively seek an introvert's opinion before and after a meeting or project — their affinity for deep thought can help re-energize a stagnant project • Know when to opt for written communication rather than oral — some introverts prefer information to be written over spoken • Introverts excel on small teams, especially when the other team members are enthusiastic and proactive (not that introverts cannot participate on or lead large teams, but some might perform best in smaller groups) • Avoid too many meetings — back-to- back meetings for a couple of days in a row is exhausting for most people, but introverts need breaks and time to recharge to be creative, imaginative and to synthesize new ideas or solutions For a more in-depth understanding of introversion, read "Quiet" by Susan Cain. Also access the ILTA webinar by me and Randi Mayes called "Survival Skills for Introverts" on www.iltanet.org.