Introverted Leadership Toolkit
Managing Energy
The Perceptions of Others
Managing Your Profile
What introverted leaders said about the challenges of Meetings
Positive Approaches to Managing Contributions to Meetings
What introverted leaders said about
how they manage their contribution
to Meetings
Leading 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
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What introverted leaders said about how they manage their contribution to Meetings:

  • “I used to hate chairing meetings but doing the preparation and so on gives me confidence and that also makes me a better chair.”

  • “Once my confidence developed, I learnt how to place an effective and constructive challenge. This has been valued by Board colleagues who often look to me as a strong voice who doesn't get involved in the endless 'chatter' at meetings but who often poses a challenge to those who are driving the conversation - and therefore the decision making and subsequent actions.”

  • “Speaking early at a meeting to get my voice into the room...often just a simple question helps me do this. Using questions that help develop clarity and insights helps to keep me involved in the conversation until I'm ready to offer a reflection, view or opinion. Valuing the power of my inquiry skills and using them to good effect. Quietness allows me to observe and listen when others are busy talking. Combining these two elements has enabled me to be active throughout a group conversation and develop a reputation for having powerful and useful reflective skills that often enable me to bring clarity of thinking to a situation.”

  • “I have learnt how to deal with my preferred style, for example, when chairing meetings I use techniques that include paired discussion rather than just relying on conversation going round the table. I also use a lighthouse person who observes so that the chair takes breaks and has time with the lighthouse person who then can say whether individuals are not getting the chance to have their say.”

  • “I tend to be one of the last to enter the debate but now don't feel inhibited or anxious - it has become a style of behaviour I feel comfortable with and gives me the opportunity to gauge where the debate is at and where I can make most impact. I use the the time to listen and can summarise where the debate has got to. I don't feel uncomfortable in this role at all.”

  • “I've watched my Chief Executive and Financial Director whom I would assess as introverted leaders. They appear to me to be very considered in their responses and this wins them much credibility.”

  • “Because I can listen, synthesise and analyse, my presence at the flip chart is valued for being able to draw together the threads of a discussion to make succinct points. Last time this happened I fed back to the plenary and one of my colleagues said "Well that's exactly what we discussed but it didn't sound as powerful as that when we talking around it!"”