Introverts and Extroverts

I’m one of the one-third of the planet who are introverts.

Big events drain my energy. Writing and reading recharge me. One-on-one meetings energize me. Networking is probably the closest thing to torture. After a day of back-to-back meetings, I feel like I’ve run a marathon. Meanwhile, my extroverted friends still have the energy to grab drinks.

Introverts do better in quiet spaces. We prefer one-on-one conversations over big meetings. We don’t speak just to fill the silence—we speak when we truly have something to say. Silence is where we process, think, and recharge.

Extroverts, on the other hand, thrive in the spotlight. They’re energized by being around people. They process information by talking it out and do better in environments with high levels of activity and noise.

Neither is better or worse. But as leaders, understanding this difference is key to building inclusive teams.

In Western culture, extroversion is often glorified. It’s seen as synonymous with leadership, charisma, and success. But that bias overlooks the strengths of introverts: deep focus, active listening, and thoughtful decision-making. It also sets up unrealistic expectations for what leadership should look like.

This bias shows up in workplaces all the time. Take return-to-office policies. They tend to favor extroverts by emphasizing high interaction and collaboration. For introverts, the balance between social engagement and deep work is crucial, and without it, their potential is overshadowed.

Introverts aren’t broken and don’t need fixing.

As leaders, we need to create environments where both personality types can thrive. Don’t force unnecessary behaviors that are unnatural for some people. Make space for everyone at the table.