By Kirsty Lilley, mental health specialist at CABA [1] the wellbeing charity
Introversion is a personality type that typically
characterises an individual who prefers a more solitary and subdued experience.
This isn’t however, to be confused with shyness or loneliness, which it can be
often characterised incorrectly as. Those who identify and reflect with this
personality type are likely to take joy from their own company and inner world
as opposed to busy social events which may over stimulate their nervous system.
Typically, they will often prefer environments which are calmer and more
reflective, which allows them to thrive. However, it is worth noting that we
are, by nature, a social species to some extent. This doesn’t mean that
introverts don’t enjoy or need the company of others but are likely to
experience this in ways which are often 1 on 1, or more individualised.
The terms ‘introversion’ and ‘extroversion’ were
popularised by Carl Jung who defined them as more of an attitude type,
extroversion being characterised as interested in the external object and the
introvert interested in the subjective, internal world.
How has remote working impacted introvert
personalities?
Getting used to working remotely and the reduction in
physical and social contact, will take time, for some more than others. It is
likely that introverts will prefer this style of working, potentially
blossoming as they work at their own pace without interruptions or
over-stimulation but, the additional demands to take part in video meetings and
calls may prove quite stressful for an introvert or they may not engage beyond
dialling in.
There can be a sense of pressure to ‘perform’ and engage in
large group video meetings, and it isn’t always possible to have a direct and
meaningful conversation with every participant. This may prove overwhelming and
for some, over stimulating, particularly those with introverted
characteristics. Speaking up and sharing comments within online spaces can be
stressful and tiring for many people – especially introverts, and research has
suggested that we pay attention to stimuli in a slightly different way within
online communication. This can result in people becoming hypervigilant to
social cues as we are missing the ‘in the room’ visceral sense of another
person. The brain’s job is to respond to the environment and scan for cues of
relational safety, which is of course harder to do when we may not be able to
see other participants faces during online interaction. Add to that the social
pressure to be ‘positive’ and ‘motivated’ during lockdown and the online world
may be a challenge for many to be their authentic best self.
There is some research to suggest that introverts are more
reflective by nature, consider data more thoughtfully and this can be of great
benefit to business and organisation. Motivation which is fuelled on inner
reliance and preparation is a great asset within the workplace and the ability
to take in different perspectives also a much-needed skill. Introverts can also
make good listeners and tend to exude a calm and steady presence. With things
moving at such speed in the present ‘always on’ culture the ability to stay
focused and attentive is a great asset, especially in an age of constant
distraction and over stimulation. It's certainly essential for workplaces to
have a wide variety of personality types which offer diversity of thought and
opinion.
How can employers and managers support
introverts in our new remote working environment?
It’s well known that the key influence on a persons’
wellbeing and performance within the workplace is the quality of the
relationship with the line manager. Enabling introverts to play to their key
strengths and work in a style and at a pace that suits them as much as possible
are key ways of ensuring we continue to get the best from our people. Having
open, honest and meaningful dialogue is essential and building meaningful and
respectful relationships is cructial, especially at a time when we are socially
apart in many ways.
Honest communication is vital to help a person prepare for
how they may deal with any alterations and changes to working practices.
Perhaps try and limit the number of online meetings for the entire team and
look at how each member will be able to get involved. Ask about methods and
frequency of workplace communication and checking in with people in a way that
they feel comfortable with and supported. It’s important for a manager or leader
to avoid assuming they know how well their employees are getting on.
Employers also need to provide clear expectations of what
is to be reasonably expected of their employees during this time. Laying ground
rules for online group interactions with the whole team and avoiding putting
people on the spot without preparation will go a long way in ensuring the
comfort of all involved. Having the courage to ask individuals what they are
finding most difficult at this time, what support they might need and how you
might work together to ensure that things run smoothly is vital in building up
meaningful and responsive workplace relationships.
Keeping an eye on your employees
The key to noticing whether an employee needs any
additional support during this time is to pay attention to any changes in the
individuals’ typical behaviour patterns and workplace performance. Is the
individual withdrawing more than usual? Is it more difficult to maintain
contact via the usual helpful channels? Do you notice that they are
uncomfortable with an increased number of online meetings? Or just not
engaging?
Rather than looking for ‘signs’ it’s important that we
strive to create an environment where individuals feel able to share their
concerns, worries and individual working preferences. Whilst it’s important to
focus on the individual, it’s also vital that we acknowledge the environment in
which they are operating and offer support and understanding about those issues
too.
For help and advice visit caba.org.uk/help-and-guides [2]