Introverts are not necessarily shy or antisocial. In my playbook, introverts get energy from their inner world rather than the external one.

Here’s a simplified way to assess whether you’re introverted:

• If you enjoy brainstorming sessions and don’t mind back-to-back meetings, you might be an extrovert. You’re probably outgoing, quick to answer questions and, let’s be honest, quite uncomfortable with silence. You seek external stimulation to do your best.
• If you enjoy doing independent work, having plenty of focus time, and you prefer one-on-one meetings to group ones, you might be an introvert. You probably take your time before speaking, value precision and clarity, and find small talk really annoying. You rely on your inner resources and don’t need that much external stimulation to do your best.

This is a simplified definition – introversion is a spectrum. You can take two introverts, and they might be very different people. One can be shy and socially anxious, while the other one may be confident and outspoken. But both of them still need plenty of “me time” to recharge!

You mentioned that, along with being an introvert, you’re highly sensitive. What does that mean? How is it different from introversion?

Discovering I’m a highly sensitive person changed everything. I finally felt seen! Being highly sensitive doesn’t mean you’re weak or that you need to toughen up and stop taking things personally (although, you probably heard that many times).

Being highly sensitive means that you process information more deeply and that you’re “in tune” with your environment. In practice, it can be your ability to notice patterns or emotional cues that others might miss. Sometimes it can feel like reading other people’s minds or knowing what’s going to happen!

But it can also mean becoming easily overwhelmed in busy environments. Crowded places, loud noise, these sensory inputs can completely derail your ability to focus.

For team managers, what are your top tips for balancing the needs of introverted and extroverted team members?

I’m not going to surprise you when I say: leadership isn’t a one-size-fits-all approach. Leadership is about supporting your team to do their best work.

If you want introverts to be high performers, why not empower them to lean into their strengths?

Practical tips: introverts tend to do their best when they have time to prepare. Extroverts, on the other hand, often process ideas out loud and get energy from interacting with others.

So, as a manager your role is to build flexibility into how work happens. For example:

• Offer agendas in advance so non-extroverts know what to expect and can prepare.
• Create a mix of synchronous and asynchronous collaboration. When introverts can leverage written communication, suddenly they are much more “vocal” about their ideas because they’re not put on the spot. As a manager, when you run a brainstorming session, consider giving everyone a few minutes to jot down their thoughts before starting the discussion. Introverts will get more done in the quiet part of the meeting, while extroverts will build on top of that in the collaborative part.
• Value behind-the-scenes work as much as visible input. An easy way to make it happen is by giving shoutouts to those who do a lot of “invisible” work and giving them the recognition that they deserve.

It all comes down to being curious and understanding your team as a group of individuals who complement each other.

During onboarding or performance reviews, ask your team members what helps them do their best work, and normalize different working styles without judgment.

Workplaces continue to take different approaches in terms of remote, onsite, and hybrid working. What do you find works best for introverts in general? What would you recommend for managers and leaders in terms of setting working patterns?

While everyone’s different, many introverts find remote or hybrid setups more energizing. We appreciate the reduced sensory input and the chance to take a breather between meetings.

Introverted leaders know that productivity doesn’t require physical presence in the office and that remote work is not “less committed” or “less engaged.”

That said, isolation can be a risk, especially if we’re new to a team or struggle to voice our challenges.

For managers, the key is to stop chasing what’s best in general and start asking, what’s best for this team, this person, this project? This is the foundation of situational leadership.

In the video you made for Mindtools on Managing Introverts, you caution against making assumptions. Why is this important?

Because we all have biases. As an introverted leader, I would subconsciously assume that my team will appreciate space for independent work and prefer written communication over meetings.

With that assumption, extroverted people would be miserable under my leadership!

Here’s a trap even thoughtful managers fall into – once you learn how to “manage introverts,” don’t make assumptions that someone is introverted or extroverted.

These are just labels and you’re still working with a unique person in front of you. Some introverts will come across as confident and bubbly, and you’d never assume that they are desperate for that 15-minute break between back-to-back meetings.

So, before you decide what’s best for them, ask:

• “What helps you feel confident at work?”
• “What conditions allow you to do your best thinking?”

That simple shift, from assumptions to curiosity, creates a foundation of trust, psychological safety and mutual respect.

Any final thoughts?

Yes! Your quiet team members are not broken extroverts. And your neurodivergent colleagues don’t need “fixing.”

If you think that’s not the case, you’re missing out on the massive potential that non-extroverts bring to the table. Inclusive leadership is a strategic advantage!

What's Next?

For more tips, ideas and guidance on this topic see our article Managing Introverted Team Members.

And for a fuller exploration of what it means to bring your whole self to work, whatever that self is, see our article Authenticity.

Tip of the Week

Managers Have to Be Absent-Minded When It Comes to Sickness

By Kevin Dunne, Mindtools Content Editor and Writer

When I worked in London in publishing in the 1990s, I did my best workmate the opposite of a favor.

When he was off one day, I stuck a note in his keyboard: “Larry Lyons Is Unwell” – referring to the West End smash hit of the time, “Jeffrey Bernard Is Unwell.”

The subject of the play was a legendary columnist who often failed to file on account of being hungover or still out drinking. So, the magazine would just print “Jeffrey Bernard Is Unwell” on his page.

I can’t say my “joke” did Larry’s career any favors. And absence is no laughing matter for a manager.

So, here are our tips for handling it:

• Make absence procedures clear.
• Establish guidelines for communication.
• Address resourcing issues.
• Prepare for authorized absence.
• Be clear about pay.
• Conduct a return-to-work interview.
• Track and report absence when required.
• Seek advice and support.

For an in-depth guide to this topic, see our article Top Tips for Managing Absence.

Pain Points Podcast

Is your team marshalling its mental energy effectively, to get the right things done at the best times for people's brains? And are you using enough fun to fuel the work you do?

Our latest two podcasts reveal why these are vital questions for all managers to ask. And they offer unbeatable practical advice, from Phil Dobson from BrainWorkshops, and Nick Smallman, social wellbeing expert and author of "Engaging Teams."

So tune in to discover the secrets to maximizing mental power, and the best ways to make work engrossing and energizing – for yourself and your team!

Subscribe Today

Video of the Week

The Secrets to Customer Retention With Oded Netzer

Is there a secret recipe for customer retention? In this expert video, Dr Oded Netzer from Columbia Business School shares some of the key ingredients.

Watch Now

News Roundup

This Week's Global Workplace Insights

Why Hiring Departments Need to Get Their Skates On

We’re all familiar with the idea that AI, if it doesn’t take over the world and make us all its slaves, is going to herald an unparalleled age of efficiency and easy profitability.

But according to global management consultants Korn Ferry, AI is having very much the opposite effect on hiring due to what it calls the “Application Avalanche.”

KF reports that LinkedIn have seen a surge of 45 percent more applications on their platform in the last year, “clocking an average of 11,000 per minute.”

Job seekers, say KF, are using AI “to blast their résumés far and wide,” adding that the average online corporate job posting receives 250 applications.

In some cases, it’s up to thousands. And many of them are fraudulent, having been polished and exaggerated by AI.

Experts advise firms to:

• keep refining their AI tools, and to reconsider HR staffing.
• provide better training in detecting fake applicants.
• write easy-to-understand job descriptions so that candidates can clearly grasp whether they’re qualified.

I’m sure AI can help with that.

Controlling, Critical Boss? Look Behind the Curtain

We’ve all had one – the boss from hell. The sort who makes you doubt your ability to execute simple tasks, crushes your self-confidence, and makes you dread every day in the office.

But, say U.S. business magazine Forbes, there are strategies to combat authoritarian bosses who “need to control, criticize, and micromanage.”

Forbes suggest you choose “small, deliberate actions that strengthen your autonomy without setting fire to the bridge behind you” – and use these approaches:

• See the person behind the power. People who lead through control and fear are often masking their own deep insecurities.
• Create breathing room. Schedule focus blocks on your calendar to help pre-empt sudden demands.
• Build a quiet record of strength. Document your achievements and keep that positive feedback from elsewhere.
• Find the right people to talk to. Don’t suffer in silence – share your burden with a mentor or valued ex-work colleague.
• Invest in your exit strategy. Update your résumé and start looking for opportunities.

For further insight into this thorny subject, see our resource Managing Your Boss.

See you next week for more member-exclusive content and insight from the Mindtools team!