Introverted Leadership Toolkit
Managing Energy
The Perceptions of Others
Managing Your Profile
Leading Teams
What introverted leaders said about the Challenges of Leading Teams
Positive Approaches to Leading Teams
What introverted leaders said about how they Choose and Lead Teams
One-to-one Relationships
Networking and Socialising
Self Perception
Personal Space
Reflecting and Synthesising
Embracing Introversion
Learning and Development
Research Methodology
Network and Feedback
Contact Us

What introverted leaders said about how they Choose and Lead Teams:

  • “I think understanding of personality types has been really helpful...
    Every way of being is valid and every way brings something useful to people working in a team.”

  • “To recognise the strengths and validity of others who are more extrovert... This came home to me when a Myers-Briggs test was applied to all members of a Board I was on, which identified different personality types in people who had previously irritated me because of the style of their interventions in discussion; it was a revelation to me to understand and appreciate their different contributions and it transformed my attitude to them because I understood and valued where they were coming from.”

  • “To gather around me, in a leadership team, people with different personality types, to bring a more rounded capacity to the team. You need people who are energised by doing things as well as people who are energised by ideas and thought.”

  • “I have been a Chief Executive for eleven years with four executive teams and I always try to build a team of people who are quite different to me...”

  • “Identifying the make-up of a team has been important for me - knowing who needs to ‘front’ an issue while I provide support.”

  • “I have tried to ensure that someone else on the team is ‘pushy’ in a way that I am not or I have bought in expertise.”

  • “Selecting a team that is complementary to the leader’s skills is critical. This has meant for me building a team of diverse talents, which also implies spending time on team dynamics.”

  • “I make deliberate attempts to engage and interact with colleagues, using face to face contact wherever possible.”

  • “Careful entry into new teams - not over or under playing initial engagement until I have understood the prevailing team preferences.”

  • “In a team I have one or two trusted people around me whom I strongly encourage to challenge me on the quiet. They have absolutely full authority to take me on one side.”