3 Unexplored Differences Between Introverts and Extroverts

Unexplored Differences Introverts Extroverts

Perhaps the most common way these differences come to a head is in meeting preparation and administration. Introverts need time to think deeply about material in advance of a meeting. Alternatively, extroverts get more from processing the material in the presence of others, getting clarification or engaging in side-bar conversations in the moment.

Advice for Extroverts Working with Introverts

  1. Don’t assume that introverts are uninterested during meetings. They just choose their moments.
  2. Give introverts time to recharge. If they opt out of opportunities to interact it might be because they are more comfortable interacting with a select few, or need to protect their energy levels.
  3. Give introverts materials in advance. They’ll have a much higher likelihood of contributing effectively during team sessions.

Read 10 Everyday Things Only An Extroverted Introvert Will Understand

Advice for Introverts Working with Extroverts

  1. Don’t categorize extroverts as being overbearing during meetings. It’s not a character flaw; that’s how they feel comfortable adding value.
  2. Don’t ignore extroverts. The stimulation helps them thrive. Be a good teammate and participate as best you can, but also be sure to take care of your own energy.
  3. Don’t check out when extroverts want to generate and debate ideas during team sessions. Although it may be energy-depleting, extroverts need this interaction to work effectively.

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Written by: Scott Dust
Originally appeared on Psychology Today 
Republished with permission. 
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3 Unexplored Differences Between Introverts and Extroverts
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3 Unexplored Differences Between Introverts and Extroverts
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Scott Dust

Scott Dust, Ph.D., is the Dr. John F. Mee Endowed Assistant Professor of Management at the Farmer School of Business, Miami University (Oxford, OH) and the Chief Research Officer at Cloverleaf, a technology company whose goal is to create amazing teams. His teaching, writing, and consulting focus on evidence-based perspectives for leading oneself (i.e., self-leadership) and others. His research on leadership, leader-follower relationships, power, and influence has appeared in several journals, including the Journal of Applied Psychology, Journal of Organizational Behavior, Leadership Quarterly, and Human Relations, and he is on the Editorial Board of the Journal of Organizational Behavior and Group and Organization Management. Scott is also the creator of an email newsletter titled Resources for Human Capital Enthusiasts, which focuses on providing evidence-based insights and timely perspectives on trends in human capital management.View Author posts