The journey of an introvert to becoming a leader.
Most of my LinkedIn connections here already know me from São Paulo. They might not know that I’m originally from Santa Catarina and began my career there at TOTVS as a software engineer.
I moved to São Paulo in 2006 in search of personal and professional growth. My goal was to transition from a technical role and advance into management. Some people said I didn’t have the right profile. I was quiet. Introverted. They suggested I should focus on becoming a specialist.
But I already had my ambitions and plans very clear in my mind. I had to agree, though, that my profile wasn’t the most obvious fit for a leadership position.
Eighteen years have passed, with 13 of those in leadership roles, and I can see how challenging it was to establish myself as an introvert. Overcoming barriers, breaking limiting beliefs, learning to speak in public—back in college, I couldn’t even present in front of the class.
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But it was one step at a time. Over these years, I’ve spoken to audiences of over 200 people, taught postgraduate courses at USP, and taught digital transformation and LGPD for other institutions, all before the pandemic. Countless presentations for teams, companies, and clients. Always with a knot in my stomach, but I got used to it.
Aside from these challenges, there is a positive side to being an introverted leader, something that has been studied and shared by various institutions. Introverts tend to have better active listening skills, communicate with more care and precision, create lasting and trustworthy relationships, observe their environment, and offer innovative and different suggestions, with a strong focus on achieving results.
In the end, being introverted is not a barrier to becoming a leader. It’s something you need to learn to leverage, understanding your strengths and addressing your weaknesses—just like any other profile.
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