In numerous instances, I’ve encountered a familiar question during meetings: “Dave, you’ve been quiet. What do you think?” To be honest, this question used to irk me, yet I eventually came to value the inclusivity it conveyed. It also prompted an internal dialogue that led to some significant introspection.
Why was I consistently reserved? This question, as people with my personality type understand, doesn’t have a simple answer.
I learned that my inclination towards silence is a common trait of introversion, but what did that mean for me? Why did I exhibit this tendency, particularly in meetings, and how did it impact my career? Further, was this problematic or was it just me being me?
The answers were again complex, revealing various aspects about personality diversity and human behavior.
To answer my own question, there seemed to be many reasons for my hesitation to speak. Some people just wanted to go first, which was okay with me. Some meetings seemed a bit chaotic and I couldn’t see my opportunity to add value – or correct the perceived chaos. I frequently just needed a bit more time to think through what I wanted to add – sometimes missing the moment. And those were just some of my observations.
Contemplating the experiences of extroverted individuals in such meetings, I wondered: Were their needs being adequately addressed? Did they feel effective in achieving their desired outcomes when they sensed hesitation from others, like myself? How much time and resources were squandered in meetings that disregarded the impacts of personality diversity?
This analysis doesn’t apply solely to meeting dynamics—what about the countless other situations where we interact and strive to accomplish tasks? To what extent do these personality differences influence our everyday interactions? How effective have I been in the past given my tendencies, and how have I influenced others simply by being myself?
But why does any of this matter? Are these questions worth pondering, either for enhancing my own effectiveness and for organizational success at large? Is there money actually being left on the table by not considering this? If so, how could that even be quantified? And if it does hold significance, who has the time for such introspection? Why should leaders or companies prioritize this?
Answers to these questions are mostly under-appreciated, if not completely unknown. In my view, it does matter. Knowing oneself better is crucial. Understanding how I affect others, and vice versa, is important. Acknowledging the complexity of human behavior and interactions is vital. And understanding how to make the most of those interactions can and does impact organizational effectiveness and profitability.
Disregarding a nuanced understanding of personality diversity can prove costly. However, leveraging it can yield results that were previously unimaginable.
Food for thought:
- What impact does personality diversity have on your organizational culture? Is it actively cultivated or a passive influence?
- What risks arise when a team or organization neglects to ensure all voices are heard, not just the loudest or earliest?
- How does personality diversity fit into your understanding and utilization of ‘soft skills’ in your organization?
