Susan Cain, Quiet: The Power of Introverts in a World that Can’t Stop Talking (aff) (New York: Broadway Books, 2012). 342 pages.
I read this book so I could better understand a group of people who work closely with me. It’s estimated that one-third to one-half of Americans are introverts. Most of the staff at Blackaby Ministries International are introverts. Yet extroverts lead most organizations, which poses a problem!
I’ve heard all manner of misguided opinions about introverts: They just need to work at being around people more! They need to learn to like people more! If they speak in public enough, it will get easier. All these statements are incorrect. The answer to working effectively with introverts is not to transform them into extroverts but to learn what makes them “tick” and use it to the organization’s advantage.
Susan Cain is an introvert. Her book was on the New York Times bestseller list for five years. Her TED talk on the subject has been viewed more than 20 million times. She is obviously on to something!
I won’t try to summarize the book. Instead, I’ll highlight some points that stood out to me. Cain notes that the most important aspect of our personality is where we fit on the introvert–extrovert scale. She claims, “Our place on this continuum influences our choice of friends and mates, and how we make conversation, resolve differences, and show love. It affects the careers we choose and whether or not we succeed at them. It governs how likely we are to exercise, commit adultery, function well without sleep, learn from our mistakes, place big bets on the stock market, delay gratification, be a good leader, and ask ‘what if’” (2).
Cain makes a distinction between shyness and introversion. She notes that shyness is “inherently painful,” while introversion is not (12).
She points out that the United States is one of the most extroverted nations in the world (4). She claims that the idea that great leaders need to be charismatic extroverts is a myth, yet many organizations look for someone who matches that profile. Cain notes that people are rewarded when they speak out in class or in a board room. The trend in business architecture has been to create open spaces for collaboration, but this setup is a nightmare for introverts. The preferred teaching approach in universities is for students to work on team projects. Again, this system is difficult for introverts. When introverts don’t speak up or stand out, they are perceived as not being as smart, caring, or skilled at leadership as their more outgoing counterparts. But this assumption can be a major misunderstanding. Cain cites studies that show that the larger a team is, the less effective it will be. She also notes that the concept of “multitasking” is largely a myth (85). She suggests that open-concept offices often fail because the greatest barrier to productivity is being interrupted.
Cain discusses numerous studies in this field. She cites Jerome Kagan, who studied four-month-olds and accurately determined if they would grow up to be extroverts or introverts. He looked specifically at the brain’s amygdala, which is described as the brain’s emotional switchboard (101). The finding was that introverts are far more sensitive to sensory input than are extroverts. This information has several implications. For one, it means that after being in a crowded place, an introvert is exhausted from processing the sensory input. An extrovert, on the other hand, has not taken in as much and is not as worn down by social interaction. Second, because introverts are more sensitive to sensory stimuli, they have more difficulty concentrating when speaking in public. Whereas an extrovert may be oblivious to much that is going on while delivering a speech, an introvert will be continually distracted by the surroundings, making it much more difficult to talk extemporaneously in public.
Another interesting finding is that a part of an extrovert’s brain is more active than an introvert’s in relation to rewards. As a result, extroverts tend to be bigger risk takers. For example, while an extrovert might not want to skip a party for fear of missing out on making a new business contact, an introvert is more likely to decide that the chance of reward is not compelling enough to give up a quiet evening at home. Cain includes an interesting discussion about the 2008 mortgage crisis. She claims that the investors were mostly extroverts who were driven by the chance to realize large profits. Some introverts could see potential dangers, but they tended not to speak up much for fear of being branded as negative or pessimistic. This example highlights one way in which teams are wise to seek input from introverts when making major decisions, as they tend to be more risk averse and cautious.
The fact that extroverts are more driven by reward reveals in part why they like talking to people. It’s not that they “like” people, as they often claim. Introverts like people too! But extroverts believe people can give them something they need, such as affirmation, respect, or agreement. Introverts are not driven as strongly by reward, so they don’t feel compelled to engage people as often.
Cain states that if introverts are passionate about what they are doing, whether selling a product or making speeches about a cause, they can be highly effective. Some of the best teachers and salespeople are introverts.
Studies have been conducted to analyze conversations between extroverts and introverts. In conversations between extroverts, both parties spoke freely and animatedly, but the topics were often shallow. When introverts talked, they tended to discuss more significant, deeper topics. Interestingly, introverts tended to enjoy having conversations with extroverts, since the introverts found it easy to let the extroverts do most of the talking! The extroverts often commented that they found the conversation enjoyable because the introverts asked insightful questions and gave relevant feedback.
Cain offers some strategies at the end of the book for how to parent introverts so they succeed in an extrovert-dominated world.
I found this book interesting. I learned a lot. It certainly helped me better understand the introverts in my organization. I developed a greater appreciation for their wisdom and caution. I learned the importance of getting feedback from them and not trying to pressure them to do things that go against their natural grain. I recommend this book as a great resource for all leaders.
Rating: 4
