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Stop Telling Introverts to Act Like Extroverts

Here is a bief but substantial article written by Evy Kuijpers, Evy Kuijpers, and Bart Wille for Harvard Business Review and the HBR Blog Network. To check out the wealth of free resources, obtain subscription information, and receive HBR email alerts, please click here.

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The modern workplace is built for extroverts. Extroverts are paid more, promoted faster, and rated more positively by their colleagues and managers. As such, it’s hardly surprising that many people say they want to become more extroverted, and that employees looking to advance their careers are often encouraged to engage in extroverted activities such as networking and public speaking. But if you’re not a natural extrovert, does putting on an extroverted face really pay off.

Research has shown that even for naturally introverted people, behaving in a more extroverted way can be mood-boosting and be energizing in the moment. For example, in one series of lab-based studies, participants were randomly assigned to participate in more- or less-extroverted activities, and researchers found that the participants in the more-extroverted group consistently reported higher levels of happiness immediately after the experiment. In our own research, we’ve demonstrated similar effects in a real-world work setting: When employees acted more extroverted than they typically did, they felt better, happier, and more energized.

That said, both our own research and that of others has also shown that acting in a manner that’s out of character can be depleting in the longer term. In particular, one study found that when introverts acted extroverted, they experienced improved moods and energy levels in the short term, but because these behaviors were inconsistent with their natural personalities and preferences, their energy levels fell substantially just one hour after the fact, ultimately hampering their ability to benefit from these activities. This suggests a substantial mental toll associated with acting more extroverted than you are — a toll whose long-term costs may sometimes outweigh the benefits.

For example, going to a networking event might be an opportunity to meet people that can help you grow professionally and get more excited about your work. But if you’re an introvert, these events can also be so exhausting that you become stressed and ineffective, ultimately cancelling out any potential benefits to your career or to your wellbeing. To be sure, people who are naturally more introverted may still stand to benefit from adopting extroverted behaviors in some cases. But research illustrates the importance of doing so in moderation, and of making sure to give yourself time to recharge when you do opt to act more extroverted than you are.

So, what does it take to strike the right balance? Self-reflection is the critical first step. Ask yourself how different social situations make you feel, and how much time you need to recover from different kinds of extroverted activities. The same activity can be restorative for one person and stressful for others, so it’s vital to take a personalized approach and try different options to see what is most effective for you.

Next, once you’ve determined how different behaviors tend to affect you, there are a few research-backed techniques that can help you stay on top of your social energy levels. Proactively scheduling breaks can be a good way to ensure you have time set aside to recharge after a period of extroversion. For example, former U.S. President Barack Obama has shared that as an introvert whose job necessitated extroverted (and thus, for him, draining) activities such as giving speeches, meeting other leaders, and engaging in public debates, carving out “alone time” was essential to help him recharge. Some people also find mindfulness or meditation practices helpful, and for some, journaling can be an effective way to process exhaustion, reflect on and gain insight into the situations that they find most depleting, and ease anxiety and stress.

Most importantly, don’t wait until you become depleted and then reactively try to cure an “extroversion hangover.” Quick fixes such as crammed-in power naps or an unhealthy reliance on caffeine or alcohol won’t solve the problem, and they’ll just end up creating more stress in the long term. Instead, identify the strategies that will work best for you — and proactively incorporate them into your life before you become exhausted. That means determining which activities you’re likely to find draining or revitalizing, and then planning ahead accordingly to ensure you’re set up to maintain sustainable energy levels while reaching your goals.

There’s no denying the professional benefits of acting extroverted. Many elements of our working lives necessitate a certain amount of extroversion to get ahead, whether it’s giving a talk at an important conference, schmoozing at a cocktail reception, or even just speaking up in a meeting. However, the research suggests that for naturally less-extroverted people, acting more extroverted can sometimes seriously backfire, as these behaviors can end up being draining and depleting rather than energizing. So before jumping on the extroversion bandwagon, think about what kinds of social activities will be invigorating for you, and which may end up doing you more harm than good. Ultimately, it’s all about knowing your own limits, using your social battery wisely, and giving yourself time to recharge if and when you need it.

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Evy Kuijpers is a PhD candidate at the Department of Work and Organizational Psychology at the Vrije Universiteit Brussel, Belgium. Her research focuses on job crafting and personality dynamics at work.
Joeri Hofmans is a Professor at the Department of Work and Organizational Psychology at the Vrije Universiteit Brussel, Belgium. His research focuses on the role of personality, leadership, and motivation at work. Alongside his academic career, Joeri is co-founder of Twegos, an HR tech company specialized in assessing Person-Organization fit.
Bart Wille is an Assistant Professor at the Department of Developmental, Personality and Social Psychology at Ghent University. His research focuses on talent assessment and development, career management and unfolding, and person-environment fit. He is also co-founder of Low Lands Assessment Systems, an HR tech company specialized in professional interests assessments.

 

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