We Are All Ambiverts Now

IT is not unusual to label yourself as an extrovert or an introvert—two terms that Carl Jung introduced in 1921. We do have proclivities one way or the other. But there are times when we need to be an extrovert, and there are times when we need to be an introvert. Effective leaders are flexible enough to balance the two extremes as needed. They become ambiverts.

Ambiverts are those who can behave like introverts or extroverts depending on the situation they find themselves in. In We Are All Ambiverts Now, authors Karl Moore and Gabriel Mehl state that in today’s world, successful leaders are those who can be both.

We live in a world where the loudest voice usually comes out on top. The extrovert’s readiness to engage socially and their “go-getter” approach fits with our preconceived notions of take-charge people. “Extroverts exude confidence and tend to stand out in a crowd. Our world has been constructed for extrovert leadership precisely because they seem competent and reliable at handling crises—they are loud, they are confident, and they let everyone know that they have a plan to fix the issue.”

At the same time, extrovert leaders tend to dominate instead of listening and as a result often lack situational awareness. “The extrovert who lacks awareness will not seriously consider the opinions, sentiments, or needs of others. These qualities may harm the group chemistry and energy dynamics that this extrovert worked so hard to establish.”

Introverts typically aim, then shoot. “We should not underestimate the power of a quiet-natured individual. Introverts are excellent listeners and thorough analyzers: they are capable of reading the room, considering and incorporating ideas into analysis, and contributing optimally to discussions. They also possess almost impeccable persistence, the capacity for creativity, and the capability to focus.”

Extroverts tend to think out loud, whereas introverts process information internally before sharing. This characteristic of introverts can make for more balanced decision-making even if they are prone to overthinking.

Neither approach is better than the other. Both approaches have their strengths, so an effective leader will know when to change their approach to best suit the situation. “The opportunity for advantage now lies in flexibility—how quickly and seamlessly leaders can alter their communication style on command and as needed. This opportunity for advantage lies with the ambivert.” Balance is the key. “Whereas introverts maintain a stronger inward life energy, and extroverts maintain the same thing outwards, ambiverts are characterized by their balance and adaptiveness.”

Extroverts would be wise to listen more and talk less. Share their ideas much later in the process. Introverts, on the other hand, would be more effective if they stopped ruminating and took the leap.

The authors give advice to introverts or extroverts who find themselves managing the other and how to blend a team of introverts and extroverts for the best business results.

While the ambiverts’ flexibility and adaptability are a superpower, it puts them at risk of being perceived as inauthentic. Some may find them to be unpredictable. Open communication can help to ease misunderstandings. Consistency with your natural style is important, and not all situations require you to change your approach.

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Posted by Michael McKinney at 09:52 AM
Permalink | This post is about Personal Development