A Manifesto for Introversion in Diversity, Inclusion, and Belonging

First, this is a long post. I know many people prefer short articles and I considered chopping this one up into a series, but I felt that would not be as effective in conveying my story and in accomplishing my goal for writing about this topic in the first place, so I will start with a brief summary and then dive into the full post.

TL;DR

While a good portion of the world's population is made up of introverts of all genders, races, ethnicities, sexual preferences and ages, much of the world seems to favor and idolize extroversion - so much so that a great many introverts grow up thinking there is something wrong with them. Educational and work environments are often set up and run in a way that exacerbates this feeling, and to make matters worse, introverts earn and get promoted less than their extroverted counterparts.

Introversion isn't a choice – experts agree that introversion/extroversion is genetic. Furthermore, research has shown there are brain-level differences between introverts and extroverts that result in real differences in how they think, process information, interact with others, and work best. As such, I believe introversion/extroversion should be considered neurotypes within neurodiversity.

I've struggled with my introversion in the workplace throughout my career, and while I am not anyone's idea of a diversity candidate/employee, I know what it feels like to not feel comfortable being my authentic self at work. I've experienced and witnessed prejudice against introverts in the workplace and I am likely not alone. To that end, I want to shed light on this issue to drive understanding, acceptance, and appreciation of the differences between introverts and extroverts, with an ultimate goal of moving companies to create environments in which introverts can bring their authentic selves to work.

*The full version*

Belonging

Back in 2016 at LinkedIn's Talent Connect, Pat Wadors (then SVP Global Talent, now Chief Talent Officer at ServiceNow) spoke about the power of belonging. She opened up her talk with diversity and inclusion. Like most people in talent acquisition I'm familiar with D&I, but she added a concept that was new to me.  

During her presentation Pat recounted an experience when she was 9 where she tried out for a little league baseball team. She performed well during tryouts but was told she could not play because she was a girl. Her sisters stood up for her and caused a bit of a ruckus resulting in the little league rule book being consulted. It turned out there wasn't a rule against girls playing so she was ultimately allowed to play on a team.

She was invited to join a team, so there was inclusion. With her addition, her team was gender diverse – at least compared to all of the other teams. But the diversity and inclusion weren't enough. Based on the circumstances (being told she could not play and only being allowed to play after the rules were reviewed) and the behavior of her teammates, she did not feel like she belonged.  

Her story really hit home for me. In fact, I got a little emotional when she was telling it, and not just because I am the father of 2 girls and can imagine how that might make them feel. It was during Pat's talk that I first had the idea of writing about introversion with regard to diversity, inclusion, and belonging. So Pat, if you happen to read this, thank you for sharing your story and getting me to think about mine.

I completely understand diversity and inclusion, but as a white heterosexual man, I'm not diverse and I've always been "included." As such, I don't and can't know what it's like to be a minority, female, non-binary, or LGBTQ person, let alone as a job applicant or employee. However, as an introvert, I definitely know what it feels like to not belong – to feel like a misfit.

While some try to include belonging in inclusion, inclusion by definition is "the act of including," and to include is to "take in or comprise as a part of a whole or group." Inclusion is not enough. Simply being included doesn't ensure people feel like they belong – the feeling of psychological safety that allows you to be comfortable being who you really are without fear of judgment or differential treatment. Ultimately, as Pat wrote in her HBR article, D&I efforts fall short unless employees feel that they belong.  

What is introversion?

If you're not already very familiar with introversion, you should strive to become so regardless of whether you are an introvert or an extrovert. Extroversion/introversion is one of the Big 5 personality traits identified in many theories of personality and on a spectrum, introversion lies opposite to extroversion. A critical point to understand is that extroversion/introversion isn't a choice. The degree to which you are introverted or extroverted is influenced by genetics. Out of all of the personality traits that have been studied, introversion/extroversion is one of the most strongly hereditary ones.

Research psychologists estimate that introverts make up anywhere from as low as 16% to as high as 50% of the population. For the purposes of this post, I'm going to split the difference at 33%, which means that about 1 in 3 people are introverts, and that extroverts make up the majority of the world's population.   

A Google search for introversion will bring 100's of definitions and descriptions with some degree of overlap. As in introvert with a degree in psychology, performing research for this article was more than a little disappointing, as many psychologists lament that in the bulk of research on personality psychology, introversion is usually defined by what it is not: extroversion.

A simple explanation of extroversion is the quality of being outgoing, energetic and talkative. Extroverts tend to draw energy from being with other people as opposed to being alone.

Whereas extroverts excel at and enjoy small talk and striking up conversations with new people, introverts hate small talk. Understandably, this causes problems for most introverts because small talk is a necessary evil and being good at small talk can make you appear friendly, likable and approachable.

As for explaining introversion, I would say Psychology Today does a decent job, but I would also say it really only scratches the surface:

"If a crowded cocktail party feels like a holding cell to you, even as you gamely keep up your end of the chatter, chances are you're an introvert. Introverts are drained by social encounters and energized by solitary, often creative pursuits. Their disposition is frequently misconstrued as shyness, social phobia, or even avoidant personality disorder, but many introverts socialize easily; they just strongly prefer not to."

As mentioned above, many people confuse introversion with shyness. Introversion isn't shyness (feeling awkward/tense when interacting with people they don't know), and it isn't social anxiety ("the fear of social situations and the interaction with other people that can automatically bring on feelings of self-consciousness, judgment, evaluation and inferiority" – which isn't to say that there are not shy and/or socially anxious introverts – but a great many introverts aren't shy or socially anxious.

To paint more of a complete picture, I thought a collection of characteristics that are common to introverts might be helpful.

If you're an introvert, it is likely:

• Being around lots of people and being social drains your energy. After a day of interacting with others, you often feel the need to be alone to recharge.
• You enjoy solitude. In fact, it often energizes you.
• Too much action/stimulation can make you feel distracted and unfocused. You can "zone out" if too much is going on.
• You find open office environments are draining and distracting.
• You prefer planning to spontaneity, and order over chaos.
• You strongly prefer advance notice of changes - unexpected changes to your plans are unsettling and you often need time to adjust.
• Even though you may have great ideas to share, you're the last person to raise your hand when someone asks for something from a group, if you even raise your hand at all.
• In group settings, you don't like to fight for the opportunity to speak over others and would prefer to be asked for your input.
• People often describe you as quiet, reserved, serious and aloof, and may find it difficult to approach and get to know you.
• Some people interpret your behavior as anti-social.
• You screen all of your phone calls, even those of your friends and family. Even when you are free to answer an unexpected call from a friend or family member, you often choose not to – you'd rather call back when you're ready to talk.
• You receive more calls, texts and emails than you make unless you have no choice.
• You loathe small talk and typically avoid it whenever possible. Even if you practice and push yourself to "get out there" to engage people in small talk, it feels pointless and makes you feel fake.
• You often wear headphones when you're in public and even at work if you're allowed to. It can help you stay focused and it's the universal sign of, "Please don't engage me in small talk."
• Deep and meaningful conversations are your preference.
• Your best thinking occurs when you are alone.
• You'd rather be an expert at one thing than try to do everything.
• You lead best with a team of self-starters.
• You are very self-aware.
• You're likely an analytical thinker who can "see the big picture."
• You tend to think and process information more slowly than extroverts.
• You often feel like you can express yourself better through writing than talking.
• You have above average empathy and can often read other people well.
• In social settings, you tend to listen and observe more than you talk, and you notice details in conversations and interactions that others seem to miss.
• You would almost always choose a small get-together with your closest friends over a big party or event with lots of people you don't know.
• You like being invited to parties, events and gatherings even if you prefer not to go (and often don't).
• Giving a talk about something you're passionate and knowledgeable about in front of 100's of people at a conference is much less stressful than "networking" at a conference in a room full of strangers.
• When surrounded by outgoing extroverts, you sometimes feel like there's something wrong with you and that you don't belong.
• You can feel alone in a room full of people.
• You find it difficult to strike up conversations with people you don't know.

Of course, not all introverts share all of the above characteristics, but I'd be surprised if a good portion of the above didn't resonate with most introverts. For full transparency, I relate to the entire list.

If you haven't already, I highly recommend you watch Susan Cain's Ted Talk on The Power of Introverts – it's been viewed over 8M times.

Be sure to check out some of the 10,000+ comments as well. Here's a quick sampling:

• "I'm an introvert and we really are repressed in the workplace. People think if you don't talk enough you're incompetent. I hate it so much."
• "I really needed to hear this. All my life, I've been told by teachers & even family members, that I'm "too quiet" and need to "speak more." I always felt like I was in the wrong, so this helped boost my confidence. Thank you."
• "Problem introverts have with society…Society : be who you are. Do whatever you think makes you happy. Introvert : sure. Society : No, not that way. Like this. It's only like this."

If you're interested in diving deeper into understanding introversion, I recommend you read Susan's book: Quiet: The Power of Introverts in a World That Can't Stop Talking as well as Dr. Marti Olsen Laney's book: The Introvert Advantage – How Quiet People Can Thrive in an Extrovert World.

In her book, Cain explains, "At least one-third of the people we know are introverts. They are the ones who prefer listening to speaking; who innovate and create but dislike self-promotion; who favor working on their own over working in teams. It is to introverts—Rosa Parks, Chopin, Dr. Seuss, Steve Wozniak—that we owe many of the great contributions to society." 

Cain also defines introverts as, "those who have a preference for a quiet, more minimally stimulating environment. Introverts tend to enjoy quiet concentration, listen more than they talk, and think before they speak, and have a more prudent and cautious approach to risk. Introverts think more, are less reckless and focus on what matters—relationships and meaningful work."

Dr. Jonathan Cheek who teaches personality psychology at Wellesley College and studies shyness, self-concept, and identify orientations, along with many psychologists believe it is better to explore the different aspects of introversion rather than lump all of its aspects together under a single umbrella. As such, Dr., Cheek has published a working paper proposing 4 shades of introversion:  

• Social: Social introversion is the closest to the commonly held understanding of introversion, in that it's a preference for socializing with small groups instead of large ones. Or sometimes, it's a preference for no group at all — solitude is often preferable for those who score high in social introversion. "They prefer to stay home with a book or a computer, or to stick to small gatherings with close friends, as opposed to attending large parties with many strangers," Cheek said. But it's different from shyness, in that there's no anxiety driving the preference for solitude or small groups.
• Thinking; Thinking introversion is a newer concept. People with high levels of thinking introversion don't share the aversion to social events people usually associate with introversion. Instead, they're introspective, thoughtful, and self-reflective. "You're capable of getting lost in an internal fantasy world," Cheek said. "But it's not in a neurotic way, it's in an imaginative and creative way." Think the dreamily imaginative Luna Lovegood, not the socially awkward Neville Longbottom, Cheek said, putting it into Harry Potter terms I, for one, am deeply familiar with.
• Anxious: Unlike social introverts, anxious introverts may seek out solitude because they feel awkward and painfully self-conscious around other people, because they're not very confident in their own social skills. But, often, their anxiety doesn't fade when they're all alone. This kind of introversion is defined by a tendency to ruminate, to turn over and over in their minds the things that might or could or already have gone terribly wrong.
• Restrained: Another word for this one is reserved. Restrained introverts sometimes seem to operate at a slightly slower pace, preferring to think before they speak or act. They also might take a while to get going — they can't, for instance, wake up and immediately spring into action. Haruki Murakami's What I Talk About When I Talk About Running contains a passage that I think neatly illustrates the restrained introverts, when he discusses how it takes his muscles a while to warm up when he starts to run. "When I put on my jogging shoes in the morning and set out, my feet are so heavy it feels like I'll never get them moving," he writes. He says it's the way his mind works, too: slow to get going. Murakami, I would bet, is a restrained introvert.

Regardless of definition, experts agree that no one is 100% an introvert or extrovert – people lie somewhere along the spectrum, and in the middle lie ambiverts – people who have a relatively even balance of extrovert and introvert qualities.

What it's like to be an introvert

This next part is inspired by Brené Brown, who I had the honor of seeing speak at LinkedIn's Talent Connect in 2017. If you're not familiar with her work, Brené is a research professor who has spent two decades studying shame, vulnerability, empathy, and courage. During her talk Brené presented on the power of vulnerability. While it doesn't appear that LinkedIn recorded her session, I encourage you to watch her TED Talk if you haven't already. I've since read a couple of her books (Daring Greatly, The Gifts of Imperfection), and as Brené would say, I am going to "own my story" and be vulnerable by sharing some things about myself I've never shared with anyone.

As I mentioned in the intro, I am an introvert. More specifically, and INTJ on the Myers-Briggs Type Indicator.

Using Dr. Cheek's 4 shades of introversion, I identify strongly with the Social, Thinking and Restrained elements. I loathe small talk, and while I can do it, it feels disingenuous and I am sure it never comes off as smoothly/naturally as an extrovert. I prefer deep conversations, enjoy socializing in small groups with people I know well vs. large gatherings, and feel incredibly awkward in "work the room" scenarios and mingling with strangers. I have no problem speaking in front of 1,000 people at a conference, but walking around a conference during breaks or during networking time by myself feels like my own personal hell (conference buddies rock – especially if they're extroverts).

I've only recently come to recognize I am a "slow thinker" (Dr. Cheek's "Restrained" element of introversion) – my best responses and ideas don't come to me immediately, but with time and contemplation, most often on my own, and not in group settings. I feel at a disadvantage in meetings, breakouts and brainstorming sessions when working with extremely quick thinkers because I think more reflectively and deliberately. I fear that comes across as if I am less intelligent or as if I don't have good ideas if I can't spring them up on the spot spontaneously like many of the extroverts I've worked with, especially if they are in senior leadership which I worry will impact my career opportunities.

For me, being an introvert hasn't felt like a good thing. Of course I want to accept myself for who I am, but I have to say all my life it has felt like a negative judgment – as if there was something wrong with me that made me different from more outgoing people. You see, we live in a world of the extrovert ideal, a phrase coined by Susan Cain to describe the "the omnipresent belief that the ideal self is gregarious, alpha and comfortable in the spotlight."

As a result, being an introvert can often lead to feelings of being an outsider, feeling alone even in a group of people, feeling "lesser than" outgoing extroverts, feeling awkward in social settings where small talk is practically required, and feeling like something is wrong with you. For many introverts, this can lead to feelings of shame.

In my research for this article, I've read countless posts and comments from introverts who have felt, even as children, that they were "wrong." This typically comes from so often being told you're shy (which comes across like an insulting judgment, even though introversion isn't shyness), quiet, not social, and often asked "what's wrong?" when nothing is wrong. It also comes from observing social interactions where it is obvious that extroverts excel and are favored.

Psychology today mentions that "introversion is often perceived as less socially desirable" than extroversion. In my life's experience, I am unfortunately forced to agree. Everyone loves the socially adept and outgoing extroverts (including most introverts!), and most people shun quiet and (seemingly) socially awkward introverts. In Dr. Marti Olsen Laney's research for her Introvert Advantage book, 98% of the introverts she interviewed felt as if they had been reproached and maligned for being the way they were.

If you Google "Introversion," you may see what I did in the "people also ask" section.

This gives you some insight into the fact that people confuse introversion with shyness, associate introversion with personality disorders, and people even wonder if it's okay to be an introvert. That tells you something.

There are countless books on how to be less introverted and more social, and they obviously aren't written for extroverts. In a qualitative analysis of introverts in the context of medical school in the U.S., Dr. Ralph Gillies and colleagues found that "that self-identified introverts mentioned feeling at times like misfits, questioning a need to change their identity to succeed in medical school, and being judged as underperformers." One person mentioned, "After reading Dale Carnegie's book on how to (win friends and) influence people, I felt the writer was telling me that I would have to change my personality/identity in order to make positive changes in other people's lives." I felt the same way when I read the book – and I have to imagine other introverts have as well.

To give you a simple example of my introversion in the workplace, in my first job after college I worked at a biomedical company in Maryland making kits for detecting allergies and Lyme disease. When I first started working there, I didn't know anyone. While I got to know the 5 people in my lab really well (we often hung out after work), I never really got to know anyone else. That's because I ate lunch in my car every day. Even though there was a lunch room. Even in the middle of winter in Maryland when it was below freezing during the day.

Yes, for about 3 years I would go out to my car and eat lunch every day. I'm aware it probably sounds pathetic to some people. I didn't do it because I just wanted to read during lunch, it was because as a classic introvert I needed a break after several hours of socializing with my lab mates, and I also hate small talk. I don't hate small talk because I am incapable of it, shy or socially anxious - I hate it because like most introverts it feels totally fake and meaningless. I had to get to know the other 5 people in my lab because I worked with them. That started with small talk of course, which then led to deeper discussions and thus relationships.

With my lunch time, however, I had a choice. In the lunch room my lab mates wouldn’t sit together – they knew lots of other people in the company, so they'd split up and catch up with them. I could either eat lunch in the lunch room and be forced into uncomfortable small talk with people I didn't know (and really had no interest in getting to know). So, I made the choice to take a break from socializing, read a book, and avoid fake and meaningless small talk. Although sitting in my car during lunch probably made me look weird and/or antisocial, it was probably better to do that than to sit in the lunch room and read and purposefully not engage people. I am sure if I was an extrovert, I would have happily entered the lunch room looking to meet, be introduced to, and develop relationships with new people. But that's not who I was then, and it's still not who I am today – I still prefer to recharge during lunch and eat at my desk if I'm working in an environment where I can. I like going to lunch with coworkers I am close with, but not every day or even that often. It's awkward when people ask if I want to go to lunch and I say no. Some people push and try their best to not take no for an answer - and I can totally appreciate their intentions, but it ends up making it more awkward. I'm not sure if it would be any less awkward to say, "Thanks for the invitation, but I'm an introvert. I've been 'on' for the past 4-5 hours and need a little time to myself to recharge being having to be 'on' again in the afternoon."

Introversion and belonging

My first experience feeling like I didn't belong as an employee was when I was 25 in my first recruiting job.

I found the job online in December of 1996 (the Washington Post was pretty progressive with online job ads – '96!!!), and I really liked what I heard during the interview – that my "efforts would be directly rewarded and recognized." The company was a small, privately held staffing firm. Although I didn't know it at the time, it was the kind of staffing firm where they hire a bunch of people at a time knowing that only a few people would make it. It was also the kind that basically had no training – it was very sink or swim. I struggled for the first 3 months or so and even contemplated quitting – going so far as to interview for an insurance job – but right around the 4th month everything started clicking for me and I quickly outperformed even the most senior/tenured recruiters, earning their recruiter of the year award. Somewhere around the 6th or 7th month when I was showing that my earlier performance wasn't a fluke, the owner of the company told me, in front of the entire office, that after I was hired, he didn't think I was going to make it. When I asked why, he said it was because I was too quiet.

That may not seem like a big deal to you, but it was to me. It felt like he was saying he didn't think I was going to be successful because of who I was.

You see, over the years I can't tell you how many times I've had coworkers and managers ask me publicly and privately, "What's wrong?," or "Why are you being so quiet?," or simply calling me out with, "You're being quiet" because I am not as talkative as the extroverts in the room. To extroverts, I understand these probably seem like harmless and logical things to say to me. However, every time someone asks what's wrong with me or why I'm so quiet, it feels like a slap in the face and actually makes me feel like there is something wrong with me – like I should be ashamed because I'm constantly being called out for it and never in a good way. I am a quiet person – I'm an introvert – it's who I really am. Imagine a male manager or coworker asking a woman in a meeting why they're acting like a woman…

I've never asked other introverts how they feel about being asked "What's wrong," or called out for being quiet – hopefully I'll get some comments on this post from introverts sharing their experiences and perspectives. From my experience, being called out for being quiet at work is not in a good way 99% of the time. People aren't asking me if something is wrong with me as if they are concerned I may be going through a challenging life event. Would you even ask that of an employee in a group setting anyway? It always comes across as if I am being singled out for being different from the other more loquacious people. How do you even appropriately respond to that kind of question in a group setting? "Nothing's wrong – that's just who I am. Please stop calling attention to the fact that I am different from the other people in the group and accept me for my difference." Actually, I might try that at some point, but I totally expect it to result in everyone feeling a bit awkward, and I fear it could lead to alienation.

Over my career, I've been advised countless times to speak up more in group settings (meetings, breakouts, etc.), publicly and privately. I do actually participate, but never at a level equal to the extroverts in the room who invariably dominate discussions, which I find highly annoying. When I have good ideas to share, I literally have to start talking before someone else finishes what they were saying because I find extroverts do the same thing. I can't wait for a break in the conversation to share my comments because most often there are no breaks. It still feels rude for me to interject before other people finish speaking, but if I don't, I often don't get a chance to share my thoughts, and then I am perceived as not engaged, or as if I don't have anything of value to share.

To make matters worse, like many introverts, it takes me some time to generate ideas. During meetings, after listening to other people participate and share, I often come up with ideas to share after the discussion has moved on making it awkward to share and participate.

Just like in school settings, at work the best talkers (extroverts) seem get the attention and recognition. However, as Susan Cain has pointed out, there is "zero correlation between being the best talker and having the best ideas."

At one point in my career, I shared that I was an introvert with my manager in response to suggestions to speak up more in group settings and explain how it would be helpful to ensure everyone gets a chance to speak without having to jockey for talking time, to which their response was, "Don't use that term [introvert]. I prefer 'inward thinker.'" Now, what kind of signal do you think that sent me? I felt this person, my boss, was basically telling me that "introvert" is a bad word – in fact, I shouldn't even say it - and that introversion is undesirable.

I have been a part of leadership meetings in which a senior leader has remarked that an employee was an introvert and thus "not leadership material" and none of the other leaders said anything. I was incredulous. As an introvert, imagine how that made me feel – not just in the moment, but about my opportunities for advancement.

At one point in my career another leader had referred in a relative (through marriage) in consideration for a recruiter opportunity on my team. When I interviewed this person, it was quite obvious they were an introvert – even more so than me. I was also convinced they would be a fantastic hire. When a senior executive followed up with me to ask me my opinion of the candidate, they told me that they were worried the person was "too quiet." I literally had to fight to get the person hired – and they ultimately became one of the company's top performers and they're still there doing quite well and has since moved into leadership.   

Imagine how many people are not hired for fear they are "too quiet" who could have ended up being fantastic hires.

Unfortunately, I've never reported into an introvert, and for the past 15 years of my career, I have worried that my introversion has prevented me from being considered for opportunities and has negatively impacted my career advancement. At the lower levels where individual contributions are a big driver for promotions, I excelled as my performance and results spoke for themselves. However, it seems that the higher you rise into organizations, both small and large, that being liked by the right people is critical. I am sure that's no surprise to many people as it's probably always been the case given that unconscious bias is very difficult to identify and counter, but as an introvert, you run the risk of not being as likable as outspoken, outgoing extroverts who excel at self-promotion, and affinity bias will steer extroverts towards other extroverts.

Beyond the anecdotal, introverts and companies should be concerned. A study published in Industrial Psychology of more than 4,000 managers who completed personality assessments showed that extroverts dominate leadership positions, and it gets worse the higher you rise into leadership.

Even worse for me, it is estimated that INTJ's make up only about 5% of leaders.

I've worked with many people who are better at selling themselves, managing up and schmoozing with important/influential leaders than actually doing their job (invariably extroverts in my experience), and I have been amazed to see these people get promoted. Then again, I am not surprised that extroverts tend to dominate leadership positions. Introverts are not nearly as likely to blatantly self-promote and schmooze, and extroverts likely fall prey to unconscious affinity bias – the preference or tendency to like and appreciate people like themselves. Extroverts like other extroverts, and introverts are at the opposite end of the spectrum. In this sense, "culture fit" for an extroverted leader would mean a fellow extrovert, and introverts would not likely be considered a "culture fit."

As an introvert, when you don't see many people like yourself in leadership positions, and when you see favoritism towards extroverts, you can definitely get the sense that you're playing a game you can't win because you don't fit the mold. This can result in introverts trying to act like extroverts. However, while acting like an extrovert has benefits, there are drawbacks for introverts – specifically increased fatigue, negative emotions and feelings of inauthenticity according to this randomized controlled trial.

In performing research for this post, I stumbled across an Indeed forum on discrimination against introverts in the workplace. Here are just a few of the comments from people weighing in on what it's like to be an introvert in a world that seems to favor extroverts:

• "As an introvert I totally get what it feels like to be misunderstood by some who mistake this way of being as not out there enough, or not as loud and/or vocal, or not interested in being the center of attention. I don't need a flashing neon sign to prove that my thought processes, ideas and creativity add value."
• "Yes, I have encountered this before, several times in fact. One manager went so far to tell me that my personality was "wrong"."
• "I was just told at my workplace of eleven years that I will never be a good manager because I'm introverted and will never be promoted until I become more assertive. I know there's things I need to work on, but I've never felt as hopeless as now."

As you can see, in a world that seems to favor extroverts, introverts struggle to feel as if they belong.

Including introversion/extroversion in neurodiversity

While introverts and extroverts are considered neurotypical (not displaying or characterized by autistic or other neurologically atypical patterns of thought or behavior), introverts' brains are different from extroverts. A study published in the Journal of Neuroscience in 2012 showed that introverts typically have thicker, larger gray matter in the prefrontal cortex, a brain region associated with decision-making and abstract thought. Lead researcher Randy Bucker concluded that this may be why introverts tend to take time to ponder before making decisions; whereas extroverts take quicker leaps. This may also explain why many introverts tend to think "slowly" (see Dr. Cheek's "Restrained" element of introversion above) and are not as quick at communicating as extroverts. As a result, many introverts struggle with speaking up in public and during group discussions and brainstorming new ideas on the spot.

Dr. Debra Johnson reported a study in the American Journal of Psychiatry which used positron emission tomography (PET) to scan groups of introverts and extroverts to determine the most active parts in their brains. The study discovered two findings that replicated what less sophisticated experiments had already suggested – that introverts have more blood flow to their brains than extroverts, and that the blood flow traveled along different pathways. Dr. Johnson found that introverts' blood flowed to the parts of the brain involved with internal experiences like remembering, solving problems and planning, where the pathway is long and complex. In contrast, the extroverts' blood flowed to the parts of the brain where visual, auditory, touch, and taste sensory processing occurs, with a shorter and less complicated pathway.

Furthermore, different neurotransmitters are used on these pathways. Whereas the dominant pathway of extrovert brains is linked with dopamine and the sympathetic (adrenaline releasing, energy spending) nervous system the dominant introvert pathway is linked with acetylcholine and the parasympathetic ("rest and digest") nervous system.

Check out this nice comparative illustration based on information from Dr. Marti Olsen Laney's book:

These neurological differences between introverts and extroverts manifest in differences in how they think and behave.

Although there is one researcher, Jennifer Grimes (M.A. Neuroscience, Psychology, Philosophy), former Wellesley and Harvard research assistant), who believes that introversion is not the opposite of extroversion but is rather on the autism spectrum, most people would not consider the neurological and resulting behavioral differences between introverts and extroverts as atypical.

Regardless, neurodiversity is a portmanteau of "neurological" and "diversity" that originated in the late 1990's as a challenge to prevailing views of certain neurological conditions as being inherently pathological, instead asserting that neurological differences should be recognized and respected as a social category on par with gender, ethnicity, sexual identify and orientation. In that vein, I believe the neurological differences between introverts and extroverts should be recognized and respected with a focus of diversity, inclusion, and belonging especially given that introverts are in the minority and the prevailing extrovert ideal can lead to differential treatment and experience in the workplace. 

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It's 2019 and I think it's beyond time to for people and companies to recognize and challenge the unspoken extrovert ideal and the cultural bias against introverts. Introverts shouldn't have to feel like there's something wrong with them, and they should not feel pressure to change who they are to fit in, do their best work, get a raise, or to be promoted.

As career and executive coach Kathy Caprino has shared, "Over 80% of those who’ve come to me for private coaching help claimed to be introverts. What this indicates to me is that introverts may indeed struggle in corporate life in ways that extroverts do not. The introverted corporate professionals I’ve worked with have felt unappreciated, undervalued, and misunderstood. While I haven’t researched this fully yet, I believe it’s possible that their introversion (and the lack of acceptance of introverts in our country’s culture) plays an important part in their disengagement and dissatisfaction with their work and careers."

Most D&I initiatives and training typically focus on gender identity, sexual preference, race, ethnicity, and age.  Companies need to be aware that introverts make up about 1/3 of the global workforce, regardless of gender identity, sexual preference, race, ethnicity, and age – including people who are not considered traditionally diverse.

As introversion is not well understood by the average person, training and education must be leveraged to create awareness and understanding. While some companies tangentially address diversity of personality in their D&I initiatives and training, 100% of all companies need to add a specific focus on introversion/extroversion. Experts agree that introversion/extroversion is genetic which means it is an inherent diversity trait, and studies have also shown brain level differences between introverts and extroverts which manifest themselves in differences in thinking and behavior, how they communicate and relate socially, and how they work best.

Companies also need to specifically address their leadership community with content surrounding interviewing and managing introverts. Extroverts outnumber introverts, and some studies show extroverts are promoted more than introverts, disproportionately dominate leadership positions, and earn more over their lifetimes than introverts. To make matters worse, women and minority introverts face a "double whammy" at work. Unconscious affinity bias likely creates a vicious cycle of extroverts promoting extroverts. The irony is that studies performed by Adam Grant, Francesca Gino and David A. Hofmann have shown that introvert leaders outperform their extrovert peers.

One of the challenges of introversion/extroversion is that it is not as obvious as some other inherent diversity traits such as skin color, gender, or age. For those who are not already doing so, I believe companies should use an employee personality assessment that includes introversion/extroversion. You can't affect something you're unaware of and don't recognize.

In addition to education and training, companies need to create environments where employees can feel comfortable voluntarily sharing where they identify themselves on the introversion/extroversion spectrum without fear of differential treatment. If people don't feel comfortable sharing that information, that's a sign you have an issue/opportunity in your workplace. I think it says something that as a person who's been in the workforce for a couple of decades, I've only mentioned my introversion once. As I recounted above, it wasn't a positive experience.   

When you do not feel safe and comfortable being your authentic self at work, you can feel pressure to try appearing as someone you're not, and not feeling free to be your true self at work has serious repercussions. In the HBR article "Fear of being different stifles talent," 61% of the workers surveyed in a Deloitte study said they had faced overt or implicit pressure to "cover" in some way (downplay their differences from the mainstream). 66% said that it significantly undermined their sense of self. 51% percent said that perceived demands for covering from leadership affected their view of opportunities within the organization, and 50% indicated that they diminished their sense of commitment. For introverts specifically, research has shown that when they try to act more extroverted, they report elevated fatigue, feelings of inauthenticity, and negative emotions.

People are wired to seek connection and belonging – it's how we survive and thrive. Neuroscience research has indicated that social needs are managed by the same neural networks as primary survival needs such as food and water, and other findings show that belonging and attachment to a group of coworkers is a better motivator for some employees than money. Companies need to recognize introversion/extroversion as an inherent diversity trait, include it as a core component of their diversity and inclusion initiatives and strive to create company cultures that embrace the differences between introverts and extroverts with a goal of creating environments where introverts of all genders, races, ethnicities, sexual preferences, and ages can feel like they belong.

Final words

This article lingered as an idea for the better part of 2 years before I committed to holding myself accountable for getting started on the project and I sincerely regret not starting it sooner. As a single parent, I don't have a lot of free time. It's taken me countless evening and weekend hours to research and write this article and my goal in publishing it is simple: make a positive difference in the work lives of introverts around the world. Please share this article with anyone who you think can help make a difference. With awareness, education, and genuine interest in diversity, inclusion and belonging, I believe we can improve the experience of introverts in the workplace.

This is my first of many articles I will be publishing on introversion in the workplace. Be on the lookout for another post coming soon with some practical suggestions for companies to implement to create a more inclusive work environment for introverts to give them the best chances for feeling like the belong.

One last thing - now that I've shared my story with the world, please consider sharing yours. I'd love to hear your experiences with introversion in the workplace and any ideas you have for driving positive change.

Thanks!