Field Notes: Introverts and extroverts in the workplace

February 6, 2017
  • AACRAO Connect
Female wipes her face presumably out of stress or anguish.

"Field Notes" is an occasional Connect column covering practical and philosophical issues facing admissions and registrar professionals. The columns are authored by various AACRAO members. If you have an idea for a column and would like to contribute, please send an email to the editor at connect@aacrao.org. 

By Marlo J. Waters, Registrar, Pacific Union College

Much has been written regarding diversity in the workplace. These valuable resources help us better understand how to work with the wide variety of individuals that make up our society. However, one aspect of diversity tends to get overlooked: introversion versus extroversion.

There are myriad definitions of the terms “introvert” and “extrovert”. For purposes of this discussion, I am considering these concepts to be on opposite ends of a spectrum defined by the preferred amount of exterior stimulation. An introvert functions best with less exterior stimulation, whereas an extrovert needs more of such stimulation for maximum performance. In general, introverts tend to be more contemplative and prefer time alone to recharge. They can concentrate deeply and do best with one-on-one interaction. In contrast, extroverts tend to be more action-oriented and gain energy through social interactions. They typically are skilled at multi-tasking and enjoy interacting with a wide variety of individuals.

Extroverts celebrated

As a society, we tend to celebrate the traits of extroverts. Susan Cain describes this phenomenon in her popular book Quiet: The Power of Introverts in a World that Can’t Stop Talking: “We live with a value system that I call the Extrovert Ideal- the omnipresent belief that the ideal self is gregarious, alpha, and comfortable in the spotlight.” (p. 4). Cain goes on to describe the way that this is implemented in the workplace: “As adults, many of us work for organizations that insist we work in teams, in offices without walls, for supervisors who value ‘people skills’ above all.” (p. 6). According to Cain, this can have a negative impact on introverts, as these types of work environments do not fit their natural strengths. However, the reality is that both introverts and extroverts have much to offer in the workplace. Their skills are complementary and can combine to make a more robust, effective office environment.

So how does this translate into our daily work in the Admissions and Records profession? Introverts make up a significant portion of the individuals who gravitate towards careers in these areas. According to Cain, somewhere between one-third and one-half of the general population of the United States is introverted, and I would argue that the Admissions and Records workforce is no exception. The precise, detailed, technology-oriented work in these areas often is attractive to introverted individuals. And yet the skills of extroverts are needed to create a balanced work environment. The key is to handle this aspect of diversity so that each individual has the opportunity to excel.

3 ways to meet individual needs

In general, an individual’s work performance will be best when the level of stimulation in the work environment matches his or her own needs. Therefore the first important step is to develop an understanding of each person’s needs. When thinking about these issues, it is important to recognize that introverts can often masquerade as extroverts due to our societal pressures. Your colleague Jack who comes across as personable may be naturally introverted and end up exhausted by the end of each day because he has been expending significant energy through his interactions with others. This can work in the other way as well; Jill the extrovert who works alone in a private office all day could be flagging by lunchtime because her need for social stimulation and interaction is not being met.

Once you understand the natural needs of each individual in the office (including yourself!), it is time to start applying the knowledge.

First, we can become more accepting of differences. For example, introverts don’t need to become gregarious and unreserved; instead, they need to be collegial and to interact effectively with others. And extroverts don’t need to become soft-spoken and reserved; they simply need to understand the boundaries of acceptable socialization within an office workplace populated by diverse individuals.

Second, we can re-design work environments and re-assign tasks to take advantage of natural strengths. Perhaps extroverted Jill can be offered additional opportunities for committee work or interaction with students, whereas introverted Jack could be given a designated amount of time doing quiet work in a private cubicle each day. This would give them each an opportunity to re-charge their energy throughout the day, with the goal of increasing job satisfaction and effectiveness.

Third, we can recognize when certain tasks will require individuals to reach outside their comfort zone. Introverted Jack may be willing to stretch his wings by giving a presentation to all incoming students during orientation week, but may also find the public-speaking assignment to be daunting. Empathy, encouragement, and mentorship can help him find the skill and confidence to succeed.

Of course, we all have to work in a variety of situations and cannot spend 100% of our time at our “peak” level of stimulation. Nonetheless, it is beneficial to understand our different preferences and intentionally tailor work environments accordingly. Recognizing and intentionally addressing this aspect of diversity can contribute to employee efficiency and satisfaction in powerful ways.

 

Reference:

Cain, Susan. 2012. Quiet: The Power of Introverts in a World that Can’t Stop Talking. New York; Crown Publishing.

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