Introvert, Extrovert: hurdles for executives

Auch Executives can be introverted. And you should get an overview of the strengths that introverted and extroverted leaders often have.

Light and shadow

Today it's about the downsides that can typically come with every personality characteristic. Even with yours - especially if you are not aware of the deficits. People now simply tend to assume that they communicate optimally the way they are – because the needs others just stay in the blind spot.

You can use this overview as a personal blind spot illuminator. Another use option is to take a fresh look at your supervisor: If you think your intro-Executive lets you drain, it might be a quiet collaboration for him that doesn't get on the nerves. And if your extro manager constantly upsets decisions and makes new ones, then she probably finds it dynamic and flexible from her own point of view.

Deficits of executives

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The deficits you find listed here have confirmed several studies. So you really are not meant personally. Make something of it!

Intro executives

• are too yielding:
• does not clarify the rules and does not insist on their compliance
• work and decisions can be imposed
• leadership roles are not always true when it is necessary and let things run
• are too withdrawn:
• shows too little presence in the team
• retires too often
• gives too little feedback
• the team often feels alone
• avoids conflicts:
• is afraid to address conflicts and delicacies
• strives for too little clarification and solution in stressed situations
• is too fact-fixed:
• sets numbers and results before feelings and relationships

Extro executives

• are too hard:
• wants to hold the reins himself in the hand
• self-titled estimate only conditionally
• wants to be powerful and invests a lot in the self-presentation (status-thinking)
• is too present:
• can easily be distracted from the importance of the presence
• controls the team too strongly
• there is no room
• listens too little, looks a little
• makes other opinions too little
• makes its own assessment binding
• is too impulsive:
• acts out of the belly, especially with impatience
• can be prone to attacks
• has problems to record information without a quick judgment

Leadership has many reasons!

Confident managers look at their strengths and weaknesses. This is exactly how they develop their very own Style and find their own means of doing their job well. And they help their teams do the same.

Finally, something important: Also look at the success factors for a good Guide, which have nothing to do with introversion and extroversion. Goal orientation, ambition, striving for influence with one's own Performance, the need for acceptance in the Team and the ability to provide impetus to others: all of this can be achieved by a quiet top politician as well as an extroverted CEO - with their own means. One thing is certain: typical extro traits such as a charismatic personality or enthusiasm were obviously overestimated for a long time.

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