The link between personality and success

Combining introverts (内向型人格) and extroverts (外向型人格)

By the same token, managers need to think about the different personality types when conducting (指挥, 进行) meetings. It is easy for meetings to be dominated by extroverts, who have a tendency to speak the loudest and most often. Introverts may never contribute to the discussion. In his book, “Running Meetings That Make Things Happen”, Jon Baker says that one answer is to circulate materials well in advance. Introverts, he writes, “don’t debate something as effectively if they’re still learning about it. If you want the views of the more detail-conscious members in your team, give them time to absorb the information.”

Mr Baker also suggests that managers should encourage introverts to contribute to the discussion by asking specific questions of them in their area of expertise. Another approach is to ask people to write down their ideas rather than contribute verbally. In theory, this approach should improve the quality of the discussion; after all, if the views of the introverts aren’t valuable, why have they been invited to the meeting?

What makes life tricky for managers is that people don’t have labels on their foreheads stating which kind of personality type they are. Sometimes people make it obvious (like the old joke “How do you tell if people went to Harvard?” “They’ll soon tell you”). But that means managers have to spend time chatting to, and observing, their team members before deciding how best to get them motivated and inspired. Managers need to be less like Henry Ford, and more like Sigmund Freud.

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