What introverted leaders said about developing one-to-one relationships:

• “I find that if I take the time to build good one-to-one relationships - particularly if I have the opportunity for a longer one-to-one chat, perhaps on a train - or over a meal, then work flows much better than if I try to get everything done in work. But I have to be aware and initiate this myself with people - and ensure that I am not invading their own personal space/time!”
  
  
• “Working with individuals on a one-to-one (and one-by-one!) basis, rather than trying to interact with a group as a whole.”
  
  
• “I was coaching an introvert who struggled to get himself heard, he was in a team where [the others] all talk over each other, so I helped him develop strategies that depended on one-to-one relationships. Operating in the big group didn’t work for him so I had to help him find another way of having a voice.”
  
  
• “My introversion has had a positive impact on my relationships with others on a one-to-one basis. I give a lot to individuals who I am working with - and some of my most rewarding times in my career have been when I've been working with one other person, whether that's a subordinate or a manager.”
  
  
• “I have developed deep long term work relationships/friendships with people at all levels based on mutual respect. This has often stood me in good stead when I have come to a new project or new role and found I am working with someone who remembers me from "way back"... Because I don't feel the need to be centre stage I am happy to give colleagues and/or subordinates the limelight and encourage them to take responsibility and credit for their work. This accelerates their development path. I have had loyal staff with low turnover. This is not purely down to introversion but my introversion contributes as above.”