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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.”
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