The Power of Introverts: A Manifesto for Quiet Brilliance
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In our society, the ideal self is bold, gregarious, and comfortable in the spotlight. We like to think that we value individuality, but mostly we admire the type of individual who’s comfortable “putting himself out there.” Our schools, workplaces, and religious institutions are designed for extroverts.
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Many introverts feel there’s something wrong with them, and try to pass as extroverts. But whenever you try to pass as something you’re not, you lose a part of yourself along the way. You especially lose a sense of how to spend your time.
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This also leads to a lot of wrongheaded notions that affect introverts and extroverts alike. Here’s just one example: Most schools and workplaces now organize workers and students into groups, believing that creativity and productivity comes from a gregarious place. This is nonsense, of course. From Darwin to Picasso to Dr. Seuss, our greatest thinkers have often worked in solitude, and in my book I examine lots of research on the pitfalls of groupwork.
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When you’re working in a group, it’s hard to know what you truly think. We’re such social animals that we instinctively mimic others’ opinions, often without realizing we’re doing it. And when we do disagree consciously, we pay a psychic price. The Emory University neuroscientist Gregory Berns found that people who dissent from group wisdom show heightened activation in the amygdala, a small organ in the brain associated with the sting of social rejection. Berns calls this the “pain of independence.”
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One big one is the notion that introverts can’t be good leaders. According to groundbreaking new research by Adam Grant, a management professor at Wharton, introverted leaders sometimes deliver better outcomes than extroverts do. Introverts are more likely to let talented employees run with their ideas, rather than trying to put their own stamp on things. And they tend to be motivated not by ego or a desire for the spotlight, but by dedication to their larger goal.
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