Introverted Leadership Toolkit
Managing Energy
The Perceptions of Others
Managing Your Profile
What introverted leaders said about the challenges of Managing your Profile
Positive Approaches to Managing
Your Profile
What introverted leaders said about Managing their Profile
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 Managing their Profile:

  • “I find I enter into the role. I have been successful as a classroom teacher and in teams because I am in role. It’s genuine, I’m not ‘acting’, I really express myself.”

  • “I try to find out about the area I am working in, gaining any technical skills even if I don't have to use them. I listen a lot and speak less. I now don't get worried about not speaking in large groups and ask questions individually after the group has disbanded.”

  • “As a CEO I have found it useful to make sure there are diarised opportunities to be seen and to meet people.”

  • “As a coping strategy, I have developed an ability to toss jokes into a discussion (appropriately) and have become known as something of a wit.”

  • “I stay in the background at first which enables me to observe and form opinions. Gradually I find that I become the centre, or the leader, through no intention of mine. This has taught me the value of listening and consulting widely before deciding and speaking.... I am happy to lead visibly and from the front, but once I have set the direction and the group are on course, I prefer to lower my profile and stay out of the limelight although I will step forward if things wobble. This means that I don't suffer from overexposure as I am happy to delegate and watch others run things and develop themselves. If I do take the stage again, I find that everyone pays attention.”

  • “If I think I have something to boast about, although I don't tend to 'blow my own trumpet', its more commonly communicating the achievements of my team. I tend to get quite creative in ways of 'showing off', for instance we've just launched a short briefing paper for line managers which is colourful, eye catching and informs them of key policy, legislative developments.”

  • “To try and balance - perhaps compensate for - my introversion, by making an effort to engage with others, by being friendly, considerate, listening.”

  • “Planning interventions in major debates so that my organisation’s interests are made visible.”

  • “Being open about my high “I” score, and explaining what that means.”