Measurable impacts can come from adopting a measured approach to development – establishing clear measures of success and then providing the space and support for participants to develop their skills.
The Challenges of Introverts, through the eyes of an Extrovert As an extrovert who has grown up in a family of extroverts, working mostly with extroverts for the first 15 years of my career and living in a country that is typically more extroverted, I grew up assuming everyone was like me, with extroverted behaviours. … Read more
Introversion is an orientation in how you relate to the world. It is not a skill, or a choice. It is not a lifestyle. Introverts are people who find other people tiring. By contrast, Extroverts are energised by people, and wilt or fade when alone.
Out of all of the constructs of personality, the Introvert-Extrovert construct is arguably the most powerful influencer as to what we notice and how we live our lives.
What’s the benefit in knowing this? In designing working environments it’s important that introverts have access to quiet spaces for completing more intensive work. Mobile phone and emails can be unwelcome distractions too.
When thinking about designing the ideal learning environment for a course, facilitators would do well to ensure that there are both quiet contemplative times for reading, digesting new material as well as for paired or small group work.
Because of their preference to be an onlooker / observer type, Introverts really come into their own when they are asked to review and comment upon others’ work and to appraise the logic of a situation.
Investing your time in doing some ‘quality’ noticing for where introverts thrive can repay your effort many times over, especially if you are then able to adapt your approach to operate in a way that gets the best from your team of introverts.
Establishing a culture of coaching is one of the most challenging change initiatives any company can take on. I’m talking about a true culture of coaching, where every manager and employee engages in it and not the kind we are seeing advocated in some organisations where a few people are trained as internal coaches. I’m taking cultural, where it becomes ‘the way we do things around here’ The difficulty, as we’ve written here before, is in the integration of coaching into every leaders modes operandi. In this blog I share some insights from a recent discussion with an emerging leader coach.
Much of what we have been led to believe until now about ‘natural talent’ is being shown to be untrue. It’s been shown that it’s more about application and practice of skills than an inherent ability. The same applies to leadership skills where a process of turning the theory into practical action (and keeping trying) is the key to development of excellence