Chita Taylor, RN-BC, is manager of the NICU and term nursery at The George Washington University Hospital (GW Hospital),Washington, DC. She considers herself an introvert and notes there can be drawbacks to this. "One drawback is that people associate introversion with being antisocial," she said. "There is a big push toward customer service in the healthcare industry, but people presume you're not customer-friendly if you're not outgoing."
Another drawback is visibility, she noted. "The earnest, hardworking introvert is not the person who regaled everyone with humorous tales about their project at the last staff meeting. Neither is she the one engaging in small talk with each member of upper management. In some cases, the introvert is passed over for special projects or opportunities because they do not stand out from the crowd the way extroverts do."
But, while extroverted leaders tend to capture the limelight and serve as gregarious role models for leadership wannabes in any profession, not all believe extroversion is a prerequisite to effective leadership. In fact, one need look only to some of today's well-known, and arguably extremely effective, leaders like Bill Gates and Warren Buffett to realize being gregarious is not the only path to leadership success.
Reserved, But Effective
Just ask Wesley Hopkins, RN, one of Taylor's colleagues and the unit manager of the cardiovascular center at GW Hospital. Hopkins considers himself an introvert because he's not a "communication initiator." "It takes a moment for me to warm up and be a free communicator," he said. But, "it helps me to be a patient observer and not jump to conclusions that may be errant."
Jennifer Kahnweiler, PhD, author of the popular The Introverted Leader: Building on Your Quiet Strength (Berrett-Koehler, 2009), said her research has led her to believe introverted leaders, particularly in the healthcare profession, can be very successful.
Taylor agreed introversion can be a benefit for nursing leaders. "Leadership positions often involve planning, goal creation and decision-making," she noted. "These tasks are perfect for someone who enjoys reviewing all of the information and coming to a thoughtful decision." In addition, she points out it's often said that "it's lonely at the top." Introverted leaders "don't have a problem with the solitary nature of the job."
Donna Ciufo, MSN, RN, is another example of a successful introverted leader. She is corporate director of nursing education for Meridian Health and interim chief nurse executive at Ocean Medical Center in Brick, NJ. Ciufo has been successful not only in achieving and succeeding in leadership positions, but also in overcoming her naturally quiet tendencies. "I don't think that everyone would say that I'm an introvert," she said. However, "one of my criticisms is that I'm very quiet and don't always speak up."
Ciufo has also found communicating first in small group settings can be helpful. Building relationships one-on-one not only increases her comfort level, but helps build trust and credibility among those she interacts with. She also benefits from the fact that she's a "good listener."
But, perhaps most beneficial to her has been her longevity with her organization and the ability to establish a reputation as somebody who is stable, reliable and supportive. "People may think, 'She may be quiet,' and 'She needs to speak up in groups a little bit more,' but they also think, 'She gets the job done'," Ciufo said.
"When you're a little quieter, you need to be in a position a little bit longer before you really get the respect of others," admitted Ciufo. "Somebody who's a little bit more outgoing and a little more verbal can make it sound like they're doing something when they're not really doing anything!"
Points to Practice
For introverted nurse leaders, especially individuals first stepping into a leadership role, Kahnweiler offers "4P's" for helping to ensure effectiveness: preparation, presence, push and practice. It's a cyclical process that begins with preparation.
Preparation. This literally involves preparing for interpersonal interactions: clarifying your purpose, thinking of specific things to say, taking notes and even rehearsing with a trusted peer.
Presence. Being "in the moment" is important, Kahnweiler said. "By focusing on the current moment and the person you are with, you also build rapport and personal power."
Push. Kahnweiler urges introverts to push past their fears, admitting this is easier said than done. But, she adds, "Many of the introverted leaders I spoke with did take deliberate steps to push themselves out of their comfort zones and into uncomfortable interpersonal interactions."
Practice. Particularly since many of the behaviors leaders are expected to exhibit do not come naturally for introverts, practice is important, Kahnweiler noted. The behaviors - like speaking up in a meeting or addressing conflict - may seem awkward at first, but after a while competency will grow.
Hopkins advises other introverts to "be flexible to learn and try new things and ways to perform. Fear of the unknown helps keep you honest and challenges you to do better. Stepping out of your comfort zone allows you to grow and make changes that benefit you and those under you in the long run."
Most importantly, he advised, be yourself. "Your actions will speak for you 100 percent. Each time that you believe in yourself, you will no doubt continue to grow in confidence."
Lin Grensing-Pophal is a frequent contributor to ADVANCE.