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May 19, 2010

The Introverted Leader

Building on Your Quiet Strength
Jennifer B. Kahnweiler, Ph.D.
2009 Jennifer B. Kahnweiler, Ph.D.
Adapted by permission of Berrett-Koehler Publishers, Inc.
ISBN: 978-1-57675-577-8

Introduction
In an outgoing, Type-A business culture, the introvert
may feel excluded, overlooked, and misunderstood.
Reticence can be mistaken for reluctance, arrogance, or
even lack of intelligence. These impressions can result
in stalled careers, lost opportunities for advancement,
and wasted talent and expertise. In The Introverted
Leader, Jennifer B. Kahnweiler has created a manual
for understanding the challenges and opportunities
introverted leaders face daily, as well as a proven fourpart process for managing ones own introversion and
understanding the introversion of employees and colleagues. She believes that it is possible to capitalize on
a quieter, more reflective demeanor and still adapt to a
culture that rewards extroversion.

Martin Luther King, Jr., and possibly President Barack

Obama. There are millions of people who experience
deep discomfort and inhibition in interpersonal situations. This is not because there is something wrong
with them. Introverts have a temperament that is
more inner-focused, and they must adapt to an extroverted world that is primarily driven by interpersonal
relationships. Kahnweiler points out that there is a difference between introversion and shyness: shyness is
driven by fear and social anxiety while introversion is
a preference and should not be considered a problem.
Introverts can become successful leaders by turning
what might be considered weaknesses into strengths.

The list of famous introverted executives and leaders

includes Bill Gates, Warren Buffet, Andrea Jung, Katherine Graham, Mother Theresa, Abraham Lincoln,

There are four key challenges that can result from

being an introverted professional:

Four Key Challenges

1. Stress

Business Book Summaries May 19, 2010 Copyright 2010 EBSCO Publishing Inc. All Rights Reserved

The Introverted Leader

Jennifer B. Kahnweiler, Ph.D.

2. Perception gaps
3. Career derailers
4. Invisibility
These challenges can be significant hazards along the
path to leadership and success.
Stress factors that introverts face in the workplace
include:

Key Concepts
Jennifer Kahnweilers The Introverted Leader
is a handbook for understanding and changing the introverted behaviors that can result in
stalled careers.
Introverts face four main challenges:

Work overload resulting from the introverts

inability to say no.

1. Stress

Physical symptoms such as headaches, stomachaches, back problems, and stuttering.

3. Career Derailers

People exhaustion brought on by discomfort

with personal interactions, surprises, and forced
role playing.
Introverted professionals have to be self-aware on a
continual basis to protect themselves from stress.
There are often key differences between how a person
thinks people see him, and how they actually do,
resulting in perception gaps. It can be helpful for the
introvert to understand the nature and results of this
disconnect between their intended message and what
comes across. Introverted behaviors can result in negative impressions. For example, silence and sparse
words can create the impression that the person is
withdrawn, gruff, insensitive, or even rude. Another
misperception is that introverts lack quick thinking.
If they do not share their opinion immediately they
are seen as not contributing, procrastinating, or being
indecisive. Quieter people can also be seen as weak,
with no backbone, especially when many leaders
around them adopt more aggressive stances.
It requires more than technical or subject matter
expertise to get people motivated and achieve results.
Interpersonal skills are also required. Introverted
people inevitably hit a wall in their careers when they
do not attend to the relationship side of the equation. They are derailed by their lack of soft skills.
Introverts also tend to undersell themselves, failing to
make their achievements known to others. This can
result in missed opportunities and career stagnation.

2. Perception Gaps

4. Invisibility
Kahnweiler offers the 4 Ps Process to help introverts overcome these challenges and turn them
into positive opportunities:
1. Preparation Having a game plan
2. Presence Existing fully in the moment
3. Push - Taking deliberate steps to stretch out
of ones comfort zone
4. Practice - Making these behaviors part of
ones daily repertoire

g g g g

Information about the author and subject:

www.theintrovertedleaderblog.com
Information about this book and other business titles:
www.bkconnection.com
Related summaries in the BBS Library:
Words that Work
Its Not What You Say, Its What People Hear
By Dr. Frank Luntz
Talent Is Never Enough
Discover the Choices That Will
Take You Beyond Your Talent
By John C. Maxwell

The introvert is disadvantaged by reluctance to network and make connections with others. Professional
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The Introverted Leader

Jennifer B. Kahnweiler, Ph.D.

advancement often depends on the relationships that

have been forged over time, both inside and outside of
work. Quieter people often avoid politics, preferring
to lay low and stay focused and productive. However,
politics is not always negative. Good politics is about
connecting with the right people who can provide
valuable information and career support. A person
who cannot learn effective ways of getting comfortable with people may come to work tense and geared
up for battle, which can be exhausting and negatively
affect job performance.

and turn them into opportunities. The 4 Ps Process

is an easy-to-remember road map to improve performance, and a practical method for breaking out of the
status quo and effectively managing introversion. The
4 Ps are:

Unlocking Success: The 4 Ps Process

can take to avoid the problems caused by introversion. When the introvert gives attention and focus to
strategizing for interpersonal interactions, stress is
reduced and the perception gap closes. Some techniques include:

1. Preparation Having a game plan

2. Presence Existing fully in the moment
3. Push - Taking deliberate steps to stretch out of
ones comfort zone

4. Practice - Making these behaviors part of ones

Not being front and center is another trait that can
daily repertoire
create problems for the introvert. The key impacts of
being invisible are lost opportunities, ideas not heard, and lost The shiny extroverted person will often get the resources he
personal power. Management needs to do his job while the more introverted co-worker sits
tends to overlook the strengths, back in frustration. This can happen even if the extroverted
capabilities, and accomplishperson is all show.
ments of introverted employees
because of their reluctance to call attention to themTogether, they create a system for planning strategy in
selves. Because introverts tend to be more laid back,
a wide variety of leadership scenarios.
their insights, ideas, and solutions can fly below the
radar.
Preparation is the single best action step that a person
Kahnweiler believes that there are tangible steps that
can be taken by the introvert to address challenges

About the Author

Jennifer B. Kahnweiler, Ph.D., has been a corporate consultant, speaker, and coach for more
than 25 years and is president of AboutYOU,
Inc. She co-wrote Shaping Your HR Role: Succeeding in Todays Organizations and has been a
columnist for AARP the Magazine, The Society of
Human Resources, and the Atlanta Journal-Constitution. She earned the Career Practitioner of the
Year Award from the national Career Development Association, is a founding member of the
Leadership Executive Circle of the Womens
Leadership Exchange, and is on the board of the
National Speakers Association Georgia, and
the Workplace Learning Society of the Technology Association of Georgia.

Anticipating questions and writing down possible answers

Role playing with a friend
Preparing extensive notes
Observing those who have great interpersonal
skills and integrating their approaches
Presence is defined as a persons bearing especially
when it commands respectful attention. Being in the
moment is an effective way to demonstrate leadership.
It can close the perception gap between the intended
image and the perceived image while building rapport and personal power. Strategies for establishing
presence include:
Focusing on the current moment
Making eye contact

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The Introverted Leader

Listening
Seeking to understand
Being authentic
Being prepared for unanticipated happenings
Telling stories
Remembering to breathe

Jennifer B. Kahnweiler, Ph.D.

persuade other people. The ability to present ideas

coherently in all kinds of situations is a powerful tool
in advancing ones career. The introvert, however, is
often terrified of public speaking. Kahnweiler outlines a plan for using the 4 Ps Process to gain mastery
over presenting to groups and individuals.
In the preparation phase, the speaker must prepare
both the material and the presenter for maximum
impact. Suggestions on how to
our temperaprepare the material include:

Most experts on human behavior conclude that

ments are shaped by a combination of both genes and environmental influences. It is not a question of nature or nurture,
but how these two elements interact with each other.
Pushing past fears to overcome them is easier said
than done, yet many of the introverted leaders interviewed by Kahnweiler did take deliberate steps to
push themselves out of their comfort zones and into
uncomfortable interpersonal interactions, resulting in
careers getting back on track and even accelerating.
Pushing can make a person more visible, demonstrate
their potential, and open up new opportunities.
Practice is the final step in the 4 Ps Process. It increases
proficiency, incorporates more tools into the standing
repertoire, facilitates experimentation, and provides
the ability to recalibrate approach and demeanor
depending on the situation. Conscious repetition
teaches the introvert how to close the perception gap
and increase trust, credibility, and confidence.

Strengths and Soft Spots

When stretched to perform, introverted leaders
often discover capacities that they did not know
existed. They often see themselves as technically
competent but not as people who can profoundly
influence others. Yet when offered an opportunity
to take charge, introverted individuals can lead with
a presence more powerful than their more talkative
counterparts. Kahnweiler includes a Quiz for Introverts that can be used to measure strengths and soft
spots and help the introvert focus on problem areas. It
can also be used as a baseline for measuring progress
over time and a springboard for coaching discussions

Public Speaking
To be an effective leader in an organization or profession, one must be able to educate, inform, and

Know the Purpose Decide on

major messages and desired takeaways.

Tell a Story Stories can engage

an audience, drive a point home, and humanize
the presentation.
No More PowerPoint Karaoke Replace rote slide
reading with photos, images, a single question,
key words, or audio.
The introvert can prepare himself for a presentation
by following these steps:
Conquer fear using reflection, being in the
moment, and getting involved with the audience.
Visualize a successful presentation.
Get energized with breathing exercises, a brisk
walk, a good breakfast, and plenty of rest.
Rehearse the presentation out loud with a tape
recorder, and in front of friends.
Arrive early to avoid anxiety and deal with any
last-minute problems.
In the presence phase, the speaker must focus on
connecting with the audience using voice and body
language. To connect with the audience, Kahnweiler
suggests making eye contact with different people
in the audience, focusing on what the audience is
receiving, and giving the audience a call to action.
The speaking voice can form up to 85 percent of the
impression a person makes. Therefore, it is important
for the introvert to strengthen and improve the voice
through breathing and relaxation techniques. Body
language can make or break a presentation. Good
posture is very important in establishing stage pres-

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The Introverted Leader

Jennifer B. Kahnweiler, Ph.D.

ence, and stepping out from behind a lectern can help

connect the speaker to the audience.

up to management level, there are four points for the

introvert to consider in the preparation stage:

The push phase of public speaking engages the introvert in overcoming their dread and getting serious
about increasing their skills. Joining Toastmasters
can provide frequent opportunities to practice public
speaking in a nonthreatening atmosphere and get
thoughtful feedback. The introvert can push through
fear by using creativity, which can be mixed into the
presentation through humor, photos, stories, cartoons, and audience participation.

1. Self knowledge When a person knows her

strengths and weaknesses, she can be more objective, show appropriate concern for others, and ask
for help when necessary.

The most effective phase for improving public speaking skills is practice. The introverted leader can seek
out opportunities to speak in order to improve and
increase his comfort level.

2. Know the team Get a handle on the styles, skill

sets, and preferences of each team member.
3. Build in motivation Meet with people one-on-one
to understand who they are and what will motivate them to be involved and engaged.
4. See the big picture Prepare for the leadership role
by using both left and right brain powers.

Offer to give a recap of a recent training class at a

staff meeting.

Presence can be established by making a profound

impression on people. Successful leaders tend to
exhibit three strategies to establish presence:

Share information gained at seminars and conferences.

1. Learn to delegate Identify potential barriers to letting go of tactical work.

Volunteer to present a project status report.

2. Listen with attunement Harness the power of listening with assertiveness.

It is helpful to ask a trusted colleague to observe the

presentation and provide candid feedback.

Managing and Leading

3. Observe facial expressions Become competent at

both demonstrating emotions and reading the
facial expressions of others.

Successful leaders know that

people want to be treated as Learning how to delegate is not the hard part. It is a matter of
more than cogs in a wheel. They matching the right person to the right task, knowing the capawant to matter. A person who is
bilities of that person, and coaching them.
genuine and shows sincere interest in others will build trust and
The push phase of adapting to a new management
honest communication. The ability to be truly present
role involves five key strategies:
with another person is one of the marks of effective
leadership. In this regard, the introvert may have an
1. Self assertion Ask for what is needed in a direct,
advantage. People who are considered introverted
open and honest manner.
are often more comfortable talking to others in a
2. Conversations Make time to talk to people, ask
one-on-one situation than in a group. They are also
questions, and get feedback.
considered to be excellent listeners who go for depth
rather than breadth in their conversations.
3. Facing conflict Use disagreements between
people as a lever for productive action.
Preparing for a transition into management may
be daunting for the introvert who is accustomed to
4. Get information about the organization Branch out
working on tasks where there is some certainty, specito learn more about the company and the indusficity, and clear answers. In comparison, management
try on a big picture level.
can appear vague, unclear, and ill-defined. Once the
5. Keep learning.
decision is made to accept an opportunity to move
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The Introverted Leader

Practice strengthens leadership skills. Successful

leaders know that no one succeeds by themselves.
They continue to surround themselves with support
systems and advisors, and they are willing to seek
help by hiring a coach, enlisting a mentor, relying
on experienced team members, and enrolling in both
classroom and online seminars.

Jennifer B. Kahnweiler, Ph.D.

3. Appreciating the value of humor Integrate some

lightness and humor into projects to engage both
the extroverts and the introverts.
A project manager has many opportunities to practice
all of these skills on a daily basis, and can also take
advantage of advanced learning opportunities for
project managers.

Successful technical professionals and other successful introverted project leaders learn to segue between the extroverted
and introverted sides of their personalities in order to meet the
demands of this multifaceted project management role.
Heading Up Projects
The heart of project management is being able to
influence people including those who are not direct
reports. Projects involve the efforts of people across
several functions who have different skills and perspectives on the task at hand. Introverted project
managers need specific people and leadership skills
to succeed. Three preparation strategies for success
are:
1. Coaching and mentoring the members of the team
2. Building credibility with team members
3. Communicating expectations clearly
Exhibiting the quality of presence in project management can be categorized in three key ways:
1. Soliciting input People need to feel that their
opinions count.
2. Matching the medium to the message Consider the
appropriateness of using the phone, face-to-face
meetings, E-mail, text messages, or other technologies in different situations.
3. Learning to flip the switch Use different techniques
for managing introverts and extroverts.
Push strategies for introverted project managers
include:
1. Sharing the limelight Look for opportunities to
praise the team when milestones are reached.
2. Dealing with change Provide information and
reassurance in times of uncertainty.

Managing Up

The introvert may be overly cautious or tentative in approaching

management to request support, budget allocations, or other
changes. However, taking a waitand-see approach can be interpreted as weak. To
strengthen the partnership between employee and
manager, applying the 4 Ps Process can be an effective way to achieve the desired results.
In the preparation phase of managing up, Kahnweiler
suggests that the employee initiate a meeting to clarify
expectations after developing a list of intelligent and
open-ended questions to take to the meeting. This is
a powerful way to approach a supervisor or manager.
These questions fall into three categories:
1. Roles and goals What are the bosss goals, the
companys goals, the employees goals? What role
can the employee play to achieve these goals?
2. Style What are the bosss preferences, interests,
and work habits?
3. Personal development What are the strengths that
apply? What are the opportunities? What knowledge or skills can be learned? Who might provide
coaching?
The introvert can succeed in managing up by developing presence, using three key factors:
1. Maintain ones true personality Be open and
honest and solicit feedback on what is and is not
working.
2. Pick low-hanging fruit Create early results for a
new job or a new boss, and document successes.
3. No whining The employee should approach the
boss with solutions, not just problems.
Managing upward requires initiating upward dia-

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The Introverted Leader

Jennifer B. Kahnweiler, Ph.D.

logue, which can be difficult for the introvert.

Kahnweiler suggests three push strategies that will
make it easier over time:

4. Plan where to sit in a meeting to be noticed, and

stand when participating in conference calls to
make the voice more robust.

1. Speak up Give feedback that is focused on making

constructive change, not assigning blame.

Effective ways of establishing presence while playing

the meeting game include:

2. Know when not to manage up In some situations it

may not be safe to provide unwelcome feedback.

1. Setting ground rules Get the group to agree on

guidelines to follow.

3. Stay on top of change Know the bosss current priorities and provide valuable information that will
help him stay on the cusp of change.

2. Using creative techniques to involve members.

Managing upward is a combination of science and

art. By meeting regularly, asking questions, and providing valuable feedback, it is possible to ensure that
mutual goals are met. By keeping up with organizational knowledge, the introvert can become a valued
partner by ensuring personal goals are consistent
with the goals of the company.

The Meeting Game

3. Separating brainstorming from decision making.

Kahnweiler recommends these push considerations
to take the meeting to the next level:
1. Weigh the pros and cons of using and allowing
technology in the meeting.
2. Get involved in the meeting and stay engaged.
3. Be prepared with facts and be ready to jump in
when needed

Mastering the meeting game is possible with pracMeetings are an important opportunity for recognitice. Take advantage of every opportunity to practice
tion and advancement. However, the introvert may
meeting skills within the organization, in volunteer or
tend to clam up and feel intimidated, especially in a
sports organizations, and even at family gatherings.
group of extroverts. When her ideas and input do not
get recognized, she can lose out
by:
What is your next step? Maybe it is to learn new skills, get
1. Not being credited for her
contributions.
2. Having her ideas preempted
or hijacked by others.

exposed to a new area of the company, or even step into a

completely different career path. You need to help your boss
know how to help you. Make it easy for him to mentor you
with thorough preparation.

3. Being perceived as not adding

much value to the group.
There are a multitude of ways to make oneself heard
in a meeting, and tactics for heading up successful
meetings. The first step is preparation in advance of
the meeting.
1. Know the purpose and desired outcome of the
meeting.
2. Have an agenda that provides a frame of reference and a way to measure progress.
3. Be heard in the room by planning strategy and
comments, and make a comment no more than
five minutes into the meeting.

Building Relationships
In todays corporate world, the golf course, the company gym, or the local coffee shop often serves as the
backdrop for informal pre-meetings. Sponsored community events, conferences and trade shows are other
venues where deals get made out of the official limelight. Networking is the building of relationships for
mutual exchange. It is necessary, but it does not come
naturally to most introverts. However, they can still
be strong relationship builders by working at it, following the 4 Ps Process.
In preparation, it is important to know the purpose
of the networking opportunity. Identifying the networking targets, writing down a personal agenda,

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The Introverted Leader

and drafting questions to break the ice and advance

the conversation will give the introvert more confidence. By having valuable information to offer and a
willingness to share experiences, ideas, and interests,
the introvert will avoid the panic of suddenly having
nothing to say. Social networking can be used as a way
to create a warm relationship in advance of, but not
in place of, personal contact. Introverts are more apt
to have negative and self-defeating thoughts, which
should be replaced with positive ones.
Presence can be established in networking situations
by listening. Because introverts focus on depth versus
breadth and listen well, they can build on this strength
and segue into a conversation that reveals genuine
interest in the other person. Conversations may start
out small, such as talking about the weather, but they
can be segued into a topic of mutual interest that has
valuable outcomes.

Jennifer B. Kahnweiler, Ph.D.

3. Schedule visits or call customers even when there

is no immediate business to conduct.
4. Start up organized table top conversations at dinners or luncheons.
5. Stay close to comfortable socializers.
6. Volunteer for a professional, business, or community organizations.
The introvert should first practice networking skills in
safe environments to improve techniques and build
confidence.

Wins from Using the 4 Ps Process

When the 4 Ps Process is used to change behaviors,

there are benefits for both the introvert and the organization. For the introvert, even a small amount of
preparation can boost confidence and reduce anxiety,
while creating a positive impression. Being present
in the moment helps the introvert manage stress and
Learning and teaching names is an extremely valuclose the perception gap. Becoming more visible and
able skill in establishing presence, and one that many
engaged through push techniques results in more perintroverts lack. Some techniques for remembering
sonal power and influence. Finally, practice addresses
names include:
all the challenges of being an introverted leader: stress, perception
On a macro level, as more individuals intentionally step out
gaps, career derailers, and invisof the prison of ineffective behaviors...and develop ways to use ibility. The 4 Ps Process can open
the quiet strength of introversion, organizations draw from the up career opportunities, create
visibility, and build a tremendous
collective talent of their entire organization.
sense of confidence.
Use the persons name repeatedly.
There are also advantages for the organization. A con Associate the name with someone else by that
fident leader with a game plan performs at a higher
name.
level and gets better results for the company. Leaders who have presence are able to relate to employees
Connect the name with a tangible object.
more effectively. Companies get a better return on
Remember what a name rhymes with or sounds
investment when leaders contribute their ideas and
like.
do not remain silent. Leaders who continue to refine
their people skills help their employees gain resilience
Use these techniques to teach others ones own
during inevitable organizational changes. However,
name.
Kahnweiler cautions against trying too hard, which
The introvert must learn to step out of his comcan lead to exhaustion and self-defeat.
fort zone in order to win over new prospects and
Whats Next? Moving Toward Success
strengthen ties with existing customers. Here is a
Applying the 4 Ps Process is not a onetime event
list of six practical tips to help introverts build and
but an ongoing commitment to overcoming the chalmanage relationships:
lenges that introverts are faced with. Kahnweiler
1. Act the part pretending lessens the nervousness.
recommends using this book as a basis for creating
2. Strike up conversations in random places.
a 4 Ps action plan and writing down clear goals for
Business Book Summaries May 19, 2010 Copyright 2010 EBSCO Publishing Inc. All Rights Reserved

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The Introverted Leader

Jennifer B. Kahnweiler, Ph.D.

improvement. By gaining new perspectives and practical tools, introverts can build on their quiet strength,
take hold of leadership roles, and gain confidence and
courage as they step out of the shadows.
g g g g

Features of the Book

Reading Time: 4 - 4.5, 128 pages
The Introverted Leader is organized in a practical structure that lays out four key challenges for
introverted leaders: stress, perception gaps, derailed
careers, and invisibility. Each challenge is then studied through a focused and practical method for
effectively managing introversion by applying the 4
Ps: preparation, presence, push, and practice.
Each chapter contains tools, specific examples, and
practical steps that present Kahnweilers ideas of
how to manage ones own introversion, and also
understand, coach and maximize the contributions
of introverts in the workplace. Kahnweiler includes
a Quiz for Introverts and interpretive charts that can
identify behaviors that need attention and form a
baseline for measuring progress.

Contents
Introduction: What Is an Introverted Leader?
Chapter 1: Four Key Challenges
Chapter 2: Unlocking Success: The 4 Ps Process
Chapter 3: Strengths and Soft Spots
Chapter 4: Public Speaking
Chapter 5: Managing and Leading
Chapter 6: Heading Up Projects
Chapter 7: Managing Up
Chapter 8: The Meeting Game
Chapter 9: Building Relationships
Chapter 10: Wins From Using the 4 Ps Process
Chapter 11: Whats Next? Moving Toward Success
Notes
Acknowledgements
Index

The book is intended for mid-level or aspiring managers; project leaders; professionals in technical,
scientific, or technical fields; women in male-dominated fields; and everyone who faces challenges in
having their voice heard. It is clear, concise, and centered on results. Readers are also referred to the Web
site www.theintrovertedleaderblog.com for ongoing
dialog on these topics.

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The Introverted Leader

Jennifer B. Kahnweiler, Ph.D.

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