Since we’re all very busy, I’m going to cut to the chase: yes, but with some caveats.
First of all, if you identify as an introvert, I want to assure you that you’re in solidarity with many (most!) of my clients in leadership positions. Some of them are powerful strategists, who can map a path through uncertainty that lands their company on solid ground. Some of them are gifted people managers, who can inspire large teams to stay focused and productive during intense work periods. Some are visionaries who can predict industry trends from miles away, and spot emerging markets way before competitors. And some have an action-based excellence that allows them to execute complex plans perfectly, down to the last detail.
Each is a self-proclaimed introvert, and each has their own way of managing that paradigm. But what they all agree on is that as an introvert, you’ve got to actually practice speaking up for yourself and advocating for your work. Introverts often have a neurological response to making themselves the center of attention, even if it’s completely warranted, such as when it’s your turn to lead a meeting or give a presentation. You might feel so nervous that you shake, sweat, go “blank” or completely numb. This is your introverted response in action, and it’s completely natural. But you don’t have to be ruled by it!
Do what my clients do, and carve out two 30-minute practice sessions per week. Make a list of important leadership tasks on your upcoming schedule, like meetings, presentations, performance reviews or client pitches. Now for each event, make a list of points you need to communicate, like strong opinions about ongoing projects, industry reports, or resource requests for your current project. Write down what you want to say, and practice!
One tip: make sure that the language you’re using is confident and assertive. Introverts often struggle with this, because it can feel “pushy”, “arrogant”, or “bossy”. But leaders speak confidently and without apology. They recognize that this straightforward style helps others understand what’s expected of them, and reduces friction so that everyone can focus on the next steps.
Here are three examples of unconfident language, and three ways to correct it:
Unconfident: “I was thinking maybe that the next time we work on a project, we could have a look at some current data and bring it to our strategy.”
Confident: “Before we begin our next project we’ll need to review all current data. Please have it ready by the end of next week.”
Unconfident: “The latest reports seem to show that we have to choose a faster path to customer retention. I was going to draft a strategy, but I’d love to get your thoughts on this?”
Confident: “As you can see from the report, we need a faster path to customer retention. I’m going to draft a new strategy that I’ll present next week.”
Unconfident: “I’m afraid that Senior leadership might have a problem with this particular item on the agenda, should we wait until we’ve heard from them?”
Confident:“We’ll need to check with Senior leadership before we move on this, but the entire team should be ready to act.”
This is just one of the techniques I work on with my clients. I give Power Communication trainings to groups of Executives, and private coaching packages for professionals at companies like Microsoft, Amazon, Columbia Bank, Carharrt, Cisco and Kimpton Hotels, both remotely and in person. DM me for more info about my trainings, rates and availability. I love hearing from you!