Finally, Recognition for Introverts!

The word, “introvert,” has a negative connotation in the
business world as it often suggests that the person is
shy, reserved, passive, not a multi-tasker, etc.
Similarly, the term “extrovert” connotes a dominant, bold,
assertive, and action-oriented doer.

If you ask people to name some memorable leaders, you will
receive the names of high-profile individuals such as
Richard Branson (Virgin Group), Jack Welch (formerly with
GE), etc. The reason such extroverted people are most
often remembered is that they are great self-promoters,
while introverted leaders who may have greater
accomplishments are seldom mentioned.

Recent research results from a combined study involving
three ivy league business schools suggests that there is
no ideal profile of a leader but points out the value and
pitfalls of both introverts and extroverts.

The research suggests:
1. Extroverts who manage a team of extroverts get
very little accomplished as there is often a pattern of
self-advocacy promotion that causes such individuals to
not listen well to others.

2. Extroverts who manage a team of introverts often “talk
over” the team and mistakenly assume that the lack of
pushback is passive agreement with the leaders’ ideas.

3. Introverts who manage a team of introverts often get
very little accomplished as their time together is spent
in quiet contemplation with very little conversation.

The research also suggested that the most productive
profile may be the introvert who manages a team of
extroverts as the leader of this group will most likely
have the listening skills to process the ideas and
assertive behaviors of the team while channeling their
efforts into productive results for the company.

HR POINTER: Introvert and extrovert are not conditions!
They are behavioral tendencies that suggest ways people
communicate and process information. The important thing
to remember is that it doesn’t matter which behavioral
pattern you display the most – what matters is how you use
it!

 

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Middle Managers Are More Important Than Business Strategy

According to an article from Knowledge-Wharton, middle
managers have a greater impact on company performance than
any other part of an organization.

Ethan Mollick from the Wharton Business School notes that
the often overlooked and maligned middle managers are more
important to performance than organizational factors such
as business strategy, management systems, and Human
Resource practices.

HR POINTER: There is an old adage, “Employees don’t stay
with companies, they stay with supervisors.”

The point is that middle managers matter. Rather than
treating them as the business partners they are, many
companies continue to engage in the Mushroom Theory of
Management by keeping middle managers in the dark, feeding
them “fertilizer,” and hoping they grow.

Andy Grove in his book, “Only the Paranoid Survive,” was a
die-hard advocate of middle managers as they are the
people who get “the first whiffs of change” and have the
ultimate ability to affect locally what senior management
is trying to achieve globally.

 

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