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Introverts in the workplace


6 Overlooked Superpowers of Introverts in the Workplace

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Introverts provide the counterbalance to our overly valued extroverted world.

By Robin Buckley, PhD

Opinions expressed by Entrepreneur contributors are their own.

If you are an extrovert, you have an advantage in most Western societies. The stereotype of a successful leader is dominated by extroverted characteristics. As an extrovert, you are comfortable with verbal communication and often dominate a conversation. You like to engage in debate and discussion. You thrive as the center of attention, and your energy builds within these social settings. Your social and professional networks are extensive, and you tend to embrace risk-taking opportunities. Overall, because of your extroverted nature, you are accurately or presumptively seen as a leader.

If you are not in this category of individual, it is likely your actions are often misconstrued because you are compared to your extroverted counterparts. Your quietness might be seen as meekness. Your tendency to reflect on problems to determine a solution is interpreted as indecision. Your preference to work alone is perceived as aloofness. Meanwhile, you might be managing feelings of imposter syndrome because your approach is different from that of many around you.

Related: A 5-Step Approach to Managing Imposter Syndrome

But as we know from diversity education and training within our businesses and schools, having diversification in our work teams provides perspective and variations in thinking. We acknowledge this when it comes to culture, race, age, gender and sex, but little discussion occurs regarding the benefits introverts offer to a society dominated by extroverted ideals. Consider the valuable characteristics introverts bring to the table.

1.

Self-sufficiency

Because of their preference for independent work, introverts won't tend to need excessive supervision to get a task done. They are used to relying on themselves and their skills to accomplish a goal. Very often, they will work hard to figure out a solution rather than, or before, going to someone to talk it out.

2.

Reflectiveness

Introverts aren't going to talk for the sake of talking. They will take in information and process it before offering a response. This allows them extra time to analyze a problem or project and potentially see roadblocks or alternate options before venturing down a quickly determined path.

3.

Effective social scientists

Incorporated into their reflectiveness, introverts use their quiet natures to listen and observe the variables within a situation. Because they are not vying for attention and looking for the next opportunity to talk, introverts pay attention to verbal and nonverbal communication and can use this information as part of their reflection.

4.

Connectedness

Introverts don't like small talk and forced conversations. When they choose to interact with others, it is typically at a more meaningful level than superficial social conversations. They will take time to explore a topic through one-on-one or small-group conversation, integrating their strength in listening to acknowledge others' perspectives.

Related: Hear Me...Whisper: How to Thrive as an Introverted CEO

5.

Self-awareness

Their strengths of reflection and observation also enable introverts to be more aware of their own reaction and feelings. They aren't distracted by needing to integrate themselves into social situations and are comfortable being alone with their thoughts. While they won't likely share their feelings in large group settings, it is in the connections they make with individuals that they will comfortably express themselves.

6.

Resilience

Introverts grew up in a world that promoted and applauded extroverted characteristics. They were the ones teased or overlooked for a promotion or chosen last in PE class. Introverts learn to live in a world not geared for them and survive. They develop strategies and coping mechanisms, which allow them to function in the workforce, rarely needing constant reassurance or praise to keep them motivated.

Related: Why Introverts May Be Better at Business Than Extroverts

Being an extrovert or an introvert is not better than the other. As a team member or a team leader, recognizing the strengths in both is the key variable for success. Celebrating and encouraging what introverts bring to the table benefits the organization, team and individuals who learn they don't have to fit an extroverted mold in order to contribute. Overall, a heterogeneous mix of both styles can result in more creativity, problem solving and productivity.

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What Introverts Want Extroverts To Know About Workplace Collaboration

We all know the stereotypes about introverts and extroverts. While wildly exaggerated, introverts are often viewed as shy, timid bookworms who avoid parties like the plague, while extroverts are seen as outgoing social butterflies who dominate conversations and never seem to slow down. 

Real people are much more complicated than these over-the-top clichés. But introversion and extroversion are real—there’s science to back it up. Introverts and extroverts have their own unique strengths, but the problem is that most workplaces are designed for extroverts, rewarding the social, high-energy behaviors on which they thrive. 

In or out of the workplace, cooperation and communication are challenging—especially for people with very different personalities. Extroverts might be used to the spotlight, but if they take the time to understand and support their introverted colleagues, they’ll discover many wonderful qualities that make them valuable members of a team. 

In this article, we’ll break down what you need to know about introverts, what they need in the workplace, and how us extroverts can best support them—so we can all work together to accomplish amazing things. 

What Makes an Introvert, Introverted? 

To collaborate better with our introverted colleagues, let’s start by understanding them!

Overall, introverts prefer less stimulating environments and have less of a need for social interaction. They seek out solitude, and tend to maintain fewer (but still close and intimate) personal relationships. Unlike people who are shy or struggle with social anxiety, introverts don’t fear social interaction—they just don’t react to it in the same way that extroverts do. 

This isn’t a question of personal preference. Introverts’ and extroverts’ brains are actually different, both in how they’re built and how they behave.

Introverts’ brains show higher cortical arousal, meaning that they process more sensory information from their surroundings. They’re very perceptive, and more sensitive to details about their environment like color, light, and background noise. This is why introverts can become overwhelmed by high-activity settings and social situations—for them, it’s information overload.

Introverts’ brains also don’t respond to other people like extroverts’ do. In one study, introverts reacted to pictures of human faces and flowers in a similar way, while extroverts had a much stronger, positive response to images of people. 

There are also vast differences in the situations and activities that each type pulls energy from. For example, extroverts often feel energized in environments full of people and stimulation, while introverts leave those same scenarios feeling depleted. Instead, introverts often need the absence of stimulation in order to recharge.  

There are also physical differences between extroverts’ and introverts’ brains. Specifically, introverts have more gray matter in their prefrontal cortex, the part of the brain that handles abstract thought and decision-making. This could give introverts an advantage at writing, a key component of which is processing abstract thought. 

What Do Introverts Need In The Workplace?

It’s one thing to understand introverts better—but how can you apply this knowledge to the workplace? Let’s start by explaining introverts’ general workplace needs. 

Privacy And Downtime

Because introverts can become overwhelmed by social interaction (and stimulation in general), it’s very important for them to take time out of their day to recharge in calm, low-stimulating environments. For example, your introverted colleague might put on headphones and sit alone at lunch, go for a walk with their coffee solo, or share less dog memes on the company Slack channel.

 

This doesn’t mean your colleague hates you, hates their job, or is antisocial. If you’re an extrovert, you might be tempted to try and include your introverted coworker by inviting them to sit with you, tagging them in that meme, or joining them on their walk. Your intentions are good—you’re trying to do for your coworker what you know would cheer you up. But spending time alone doesn't mean an introvert is unhappy. In fact, it’s quite the opposite—they’re practicing self-care. By taking some time out, they’re giving themselves what they need to feel happy and calm at work. 

Peace And Quiet 

The science is clear—distracting background noise is bad for everyone’s productivity. But it can be particularly hard for introverts because they’re so closely attuned to their environment. 

To do their best work, introverts often need a calm, peaceful workspace that’s free of distractions. These can include music, radio, sounds coming from a colleague’s phone or computer, and the biggest productivity killer of all: intermittent speech, or short, irregular bits of conversation.  

Unfortunately, these are very common types of background noise in a typical office—and extroverts are often the culprits (sorry to call you out like that). 

One major advantage of remote work is the control it gives people over their environment, meaning this should be less of an issue on a distributed team. But regardless of how you’re working, if you want to support your introverted teammate, respecting their need for quiet is a good place to start.

Time To Think

Putting an introvert on the spot is not the answer! As we explained above, introverts process a higher volume of sensory information per second than extroverts do. This is why they can come across as quiet—they need time to respond to their surroundings and get their thoughts in order before speaking. 

Don’t try to bring your introverted colleague out of their shell by singling them out in meetings, or springing last-minute plans on them unannounced. They may not feel ready to respond under those circumstances, and may feel pressured or stressed-out.  

That doesn’t mean you shouldn’t give introverts opportunities to share. In fact, you’ll miss out on thoughtful, deeply considered insights if you don’t create space for their contributions. 

Before expecting introverts to speak up or interact with others, make sure they have enough of time to prepare themselves and think through what they’re going to say. We’ll go over some more specific strategies in the next section. 

Permission To Be Themselves

Finally, introverts must be able to be themselves in the workplace without feeling judged. Really, this is true for everyone—but it’s especially relevant to introverts, because many workplaces are designed around extroversion. 

No one wants to feel like the “office odd one out” because they like to eat lunch alone, or worry that their manager thinks they aren’t paying attention if they don’t speak up as often in meetings. When teammates and managers trust that introverts aren’t timid, uninformed, or antisocial, they set the stage for them to shine as brilliant, valuable members of their team.  

How Can Extroverts Support Introverts At Work?

Quiet, downtime, personal space—these all sound like reasonable requests. But what do they look like in action? Here are some ways to make workplaces a little more welcoming to your introverted team members.

Introvert-Friendly Meetings 

Meetings center around social interaction, they can pop up unannounced, and the goal is often fast, intuitive collaboration—for many introverts, they’re the most challenging part of their workday.

But with some consideration, it is possible to make meetings more productive and comfortable for introverts. 

Start by planning meetings well in advance, rather than springing them on anyone at the last minute. When you schedule the meeting, make sure it has a clear agenda and share it with everyone in writing, along with any relevant documents or reading that will be discussed. 

Dedicate time at the end of the meeting to hear from everyone who hasn’t spoken, so that introverts don’t need to try to get a word in around their extroverted colleagues.  

This approach gives introverts time to get a handle on what will be discussed and prepare themselves so they don’t get overwhelmed in the moment. Because they know they’ll have a chance to contribute, they can carefully prepare some thoughts and trust that they will be heard. Being able to plan ahead for social interaction also makes it easier for them to schedule a buffer of quiet time afterwards to unwind. 

Workspaces That Work For Everyone

There are many ways to make sure your workspace supports the kind of quiet and downtime introverts crave, but still feels comfortable for the extroverted members of your team.

The most obvious technique is to create designated quiet spaces within a physical office. This could look like a separate area of the break room that’s intended for quiet relaxation rather than socializing, or setting up workstations that are more separated from the rest of the space. 

But changing up the design of your office is a pretty big task—and what happens if you’re working remotely? Luckily, there are plenty of other ways to create privacy, and they don’t need to be elaborate or expensive.  

For example, you and your introverted colleague could agree on a cue that they need space, such as “if I’m wearing my noise-cancelling headphones, that means I need uninterrupted time to myself” or “I will set my Slack mode to ‘away’ when I need to focus.”

You could also ask your manager about blocking out times during which everyone will work more quietly. In particular, limiting when meetings are held, such as keeping them to the afternoons, or even designating one full meeting-less day during the week, can go a long way towards getting introverts the peace they need to recharge. And who knows, the rest of your team might enjoy it, too! 

Communicating With Introverts (Quietly)

Written communication is great for introverts. Not only do they tend to express themselves better this way, but it gives them time to think without being put on the spot. 

Of course, introverts are individuals, and they don’t all have the same preferences. But it’s worth asking your introverted colleague if they’d prefer to communicate in writing, such as by Slack or email. This might prove less disruptive or draining to their workflow than phone calls, unprompted conversations, or popping into their office unannounced. 

Brainstorming is another activity that should be approached mindfully for introverts at work. Competing with other voices and calling out ideas in a stream-of-consciousness way is pretty much the opposite of how introverts like to communicate. And as common as brainstorming is for many workplaces, it might not even be the best way to get good ideas out of your team! 

Instead, try ‘brainwriting’ or ‘electronic brainstorming.’ These techniques allow people to contribute anonymously in writing, so they put much less pressure on introverts than typical brainstorming sessions.

Give Introverts Flexibility

If introverts have flexibility around their working conditions and schedule, it’s easier for them to create the conditions that will let them do their best work. 

Flexibility is good for many workers, but it might require a higher degree of trust from an introvert’s teammates and managers. That’s because their ideal working conditions might involve working from home more often, working with less supervision (such as coming in early or staying late), or even opting for an asynchronous meeting every now and then. 

An introvert’s colleagues need to trust that they’re still getting work done, and that they’re making these choices for the good of the team—not because they’re checked out or lazy. 

Establishing trust doesn’t happen overnight. But once an introvert’s coworkers understand them well enough to grant some autonomy, the results can be truly incredible.

Introverts and Extroverts, Working Together

Collaborating with people who are different from you is part of what makes work so exciting—and it can be very rewarding to find ways to bring out the best in each other. 

Because introverts tend to get overlooked and misunderstood, they’re often full of great ideas that are just waiting to be put into action. If extroverts and introverts get to know what it takes to support one another, they can create a team that’s stronger than the sum of its parts. All it takes is some patience, understanding, and a willingness to appreciate the quieter side of life. 

Good or bad, we’d love to hear your thoughts. Find us on Twitter (@trello)!

Introverts at work: how to make their life easier?

Career and self-realization

Psychological tests show that introverts make up one-third to one-half of the population . Susan Cain's book about their plight has sold 2 million copies. The TED lecture, which outlines the main ideas of the book, has collected more than 14 million views. And for the first time, Carl Gustav Jung drew attention to the difference between introverts and extroverts back in 1921. But every day the conditions for introverts in the work environment are only getting worse.

Aggressive environment

The main culprit for this deterioration is the vogue for office "open space" and so-called group work. Business leaders believe that in a world where computers do a lot of routine work, innovation is the elixir of growth. But from this fair premise, they draw the false conclusion that the best way to boost creativity is to tear down office walls and keep meetings running non-stop.

Thinking this way is wrong for a number of reasons. This judgment is based on a hackneyed comparison of intellectual and physical barriers between people. It does not take into account the fact that noise and distractions make it difficult to concentrate.

Extroverts do get their energy from other people. But introverts need time alone to recharge. Companies forget this too often!

Inconspicuous leaders

The recent fashion for "hyper-connectedness" of everyone with everyone also reinforces prejudice against introverts when it comes to promotions. In many corporations, it is customary to equate leadership qualities with extroversion—that is, with the desire to project your self outward, shake hands, and rant in front of an audience. This means that the ideal manager is Donald Trump.

However, management guru Jim Collins shares an observation that the longest-serving CEOs in their field are generally quiet and even inconspicuous people. They put their company above their own "I" and often keep a low profile.

Bill Gates or Mark Zuckerberg are introverts who would have a hard time staying afloat in an extroverted culture it's hard to stay afloat in IBM's extroverted culture, with its corporate anthems and strong emphasis on team spirit. By hurting employees like them, firms overlook or marginalize potential leaders.

At all levels of the corporate hierarchy, this leads to the fact that the abilities of employees are not fully used.

Adapting working conditions

How can companies improve the lives of introverts? At the very least, provide them with individual space and quiet areas for relaxation. And recognize that introverts bring their unique skills to work. In meetings, they talk less, but their words make more sense.

Leaders will have to look at their companies through the eyes of an introvert . How often do large meetings take place in the organization, where the loudest ones have an advantage? This leads to the marginalization of introverts. Are new hires selected based on how they present themselves in interviews? Because of this, those who know how to work, but do not know how to present themselves, go unnoticed.

The most astute leaders have already begun to meet these challenges. Amazon has made its meetings more focused. Each of them begins with silence: those present read a six-page text on the topic of the meeting. This shifts the focus from the behavior of people in the audience to the discussion of what they have read.

Google has moved away from focusing on interviews and is focusing more on how they perform on tests, whether it's coding or solving technical problems.

Building a team

Of course, managers are not up to date with all scientific achievements in the field of personality typology. But it would be useful for them to know how teams are created and how groups of people interact with each other. If employees must simply follow orders, then extroverts will do better with management. But if employees must think for themselves, then introverted leaders are more successful.

Introverts have to work harder to adjust to corporate life because work is primarily a social interaction. They find it easier to communicate using the keyboard than in meetings. But instead of avoiding meetings entirely, it's better to have small meetings, as this is necessary for moving up the corporate ladder.

Introverts who have reached career heights are usually able to behave like extroverts at least part of the time

Introverts at the top of their careers tend to be extroverted at least part of the time, says Carl Moore of Montreal's McGill University, who interviewed 200 CEOs on the radio show. The former head of the Canadian State Railways, Claude Mongeot, set himself the goal of acting like an extrovert five times a day.

Most of humanity is located on the introversion-extroversion scale somewhere in the middle between the extreme marks of . Carl Moore suggests that "quiet" people can have just as much impact on the world as true extroverts, if only they have time to reset. He challenges his students to "communicate and relate like an introvert" or "communicate and relate like an extrovert" to empower them.

Enlightened management of the future

Business has long been dominated by the extrovert ideal, because that’s how corporate fashion has been set up for decades—whether it’s the 1950s model, when an employee asserted himself in an organization by defending his point of view in meetings and in a team, or the current obsession with instant communicative response. Susan Kane writes about this in her book.

Fortunately, some trends are directed in the other direction. The technology industry, that is, the industry where there are especially a lot of introverts, has facilitated remote communication. The purpose of enlightened management is not to push an extrovert-oriented company towards introverts. It's about building a new type of company where introverts, extroverts, and everyone in between have an equal opportunity to thrive professionally. An ambivert organization, let's call it that.

The article mentions the book by S. Kane “Introverts. How to use the features of your character” (MIF, 2014), as well as thoughts from the book by J. Collins “From good to great” (MIF, 2016).

Text:Daria GromovaPhoto Source:Getty Images

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Can an introvert and an extrovert work together? Find out your type with the MBTI 9 test0001

Anna Ryzhkova, career consultant

Recorded by journalist Marta Zdanovskaya

This is a Myers-Briggs test based on Jung's typology in the 1940s. Today, this test has become widespread among HR specialists of Western and Russian corporations and is used quite widely.

MBTI test identifies 16 types of personal preferences — 16 combinations made up of four typological pairs:

• extroverts (E) / introverts (I),
• sensorics (S) / intuits (N),
• logics (T) / ethics (F),
• rationals (J) / irrationals (P).

These pairs of preferences characterize the style of action, personal characteristics and ways of making decisions, situations of comfort and stress.

Of course, people are very complex beings. And to describe us with only 16 combinations is impossible. If we imagine that the MBTI typology is an alphabet, we can say that every person is a whole novel written in this alphabet.

Then why do we even undertake to separate each other by types, is there any sense in this?

Being a professional strategist and having a lot of interview experience with different people, I can say with confidence: “Yes”.

First, learning what type we are gives us a better understanding of ourselves, a more attentive and deeper look inside. And a better understanding of ourselves is always good, especially if we are looking for a place where we will be as effective and successful as possible.

Second, and much more important, studying the MBTI typology gives us a very visual idea of ​​how different people are. Sometimes for the cooperation and successful outcome of the entire team or project, such an understanding can be critical.

In this article, we will not dig deep into the study of psychology, but look at different types of personality according to MBTI from the point of view of a professional environment . What is important for us at work? What opportunities for growth, what limitations do we have? Why is it sometimes so difficult to find a common language with one of your colleagues? And how to interact when there is a person from the "foreign camp" on the other side?

○ EXTRAVERTS

What are they about. Whatever extroverts do, communication will always be extremely important for them: to agree with everyone, to convey the exact meaning. They are happy to convey ideas to people, regardless of whether these are their ideas or someone else's. Extroverts get energy from the world, for filling them it is important to feel part of it.

Their motto: there is no time to think, we must act.

Conditions. Extroverts love to travel, business trips and meetings, they enjoy thinking about others and constantly arrange rallies and meetings. They feel great in open space and suffer the most remotely. For extroverts, contact is very important, so if there is no opportunity to go to the office, zooms and Skype conferences can compensate for the lack of communication.

Tasks. If you need to brainstorm - invite extroverts, and it will be incredibly productive. If the project requires talking to a large number of people, hearing them, collecting information - this is also for them.

Extroverts take control of group relationships easily and with pleasure.

It is very important for them to take an active position in work, then this work will bring them pleasure.

○ INTROVERTS

What are they about. Introverts draw energy from within themselves, thinking, comprehending, remembering.

Their motto: measure twice, cut once.

Communication is not their forte, they often look restrained and detached, often find it difficult or late in reacting to the actions of other people. They do not like to take responsibility for the development of relationships, they prefer someone else to manage this part.

Conditions. Introverts work well in small groups. They are much more productive when they spend more time in their workspace, in the office or at home. Introverts are more focused on presenting their thoughts in writing. They, like air, need silence and solitude. And also - pauses to emerge to the surface and reboot. In working relationships, they tolerate a subordinate position well if they are treated with due respect and do not restrict freedom.

Tasks. Introverts are good at tasks that do not need to be solved spontaneously and on the spot.

The whole point is that the introvert first thinks, then thinks, and then also thinks. And only then does it work.

High concentration gives introverts super strength - the ability to dive deep into any problem. They work great in the field of research, analysis, and systematization of data.

○ SENSORS

What are they about. Sensors are those people who are always here and now. They accumulate facts and possibilities, work with information directly from the outside world or from their own memory. They are very specific, do not like generalizations, unverified data and fantasies, practice real thinking.

Conditions. It is very important for sensors to set the task: everything should be as transparent and understandable as possible, clearly stated. There must be clarity in everything, and first of all in the result.

Patience, attentiveness, accuracy, consistency, concentration on the problem make sensorics excellent implementers.

Tasks. Sensors are always looking for practical solutions and are great at detail. They are able to notice such little things that everyone else will pass by, and will take them into account. They say they don't see the forest for the trees. But give them a task with particulars, and they will cope with a bang. They are good tactics.

○ INTUITS

What are they talking about. Intuitives are on the other side of the "abstract-concrete" range. Their abstract thinking is extremely developed, and they are good at understanding non-obvious relationships, hidden meanings and contexts. If “birch” for sensory is sap, bark, tree, earrings, then for intuitive it is rather the very idea of ​​​​a forest or nostalgia, for example.

Conditions. It is very difficult for intuitives to be here and now - they quickly lose attention and interest, get confused in details. They have an extraordinary imagination and do not recognize the framework. Formalities, procedures, order limit them. They open up when they get freedom in creativity and self-expression.

Freedom is generally the best fuel on which the intuitive works, on which he creates amazing, unique things.

Tasks. Intuitives take information from associations, relationships, experience and add up from this a general picture of what is happening, they always see the situation from above. They like to look to the future and are good at forecasting. They are always looking for new ideas, they think conceptually, strategically.

○ LOGICS

What are they talking about. This is the type of people for whom objective and logical criteria are important, they do not recognize the voice of the heart and other arguments of a psycho-emotional nature. Impartial. Critical. They make decisions from a position of "true - not true."

Conditions. Not very good at dealing with emotions and managing relationships. It is easier for them with figures, facts, programs.

Tasks. They analyze information well, strive for objectivity in decision-making. They generally solve problems very well, live from task to task.

They have excellent critical thinking, while their criticism is devoid of personal, so that it is well received by opponents. It's always about finding weaknesses, about improvements that will lead to a solution.

They delve into the problem and are always looking for cause and effect.

○ ETHICS

What are they about. Ethics are connoisseurs of human souls, people with innate empathy. They have a highly developed emotional intelligence, feel well the reasons for the behavior of different people, easily fit into someone else's shoes and understand the parties to the conflict. They very well see different positions, different attitudes to problems, different points of view. For them, harmony in relationships is important, and not truth-truth. In making decisions, they always rely on personal values. They make decisions from a “good or bad” position.

Conditions. Ethics are very good at social connections, excellent at dealing with conflicts and managing people.

Tasks. Their forte is communication between people, and at a deep level.

They know how to give support and sympathy, they know how to praise and thank.

Often they come to them with requests for help and complaints. People seek their friendship and feel unaccountable sympathy for them, easily enter into intimacy.

○ RATIONALS

What are they talking about. Rational type people are glider people. They behave predictably, adore schemes and algorithms. They like to think and calculate everything in advance. Their decisions are always final and closed.

They draw energy from seeing things through to the end. Rationalists say: if you do not know where you are going, you can get lost.

Conditions. Stability is very important for them: chaos, spontaneity, unexpected changes kill them. They adore a measured, calm life and bypass adventure. Control is important to them.

Tasks. They are great at setting goals and making plans. In general, their main goal is order in everything. They know how to stick to schedules and move towards the intended goal consistently. You can hear from them: if you want to do everything, plan on time.

○ IRRATIONALS

What are they talking about. These are people who are ready to act according to circumstances, very flexible. They draw energy from freedom, like to do everything at the last moment, live spontaneously, trying to experience everything and not seeking control over life.

They say seize the moment. And they believe that if you don’t know where you are going, then amazing things can happen along the way.

Conditions. Irrationals excel at working under tight deadlines, with complex project work. Do not panic when something goes wrong and are ready for any changes. They are highly adaptive and in rigid formal rules and procedures.

Tasks. People of this type are able to perceive a lot of information at once, through several channels. They are amazing multi-taskers (but often overlooked as one of their strengths). They do not like restrictions, so as not to miss opportunities. They know a lot about pleasure. Good in tasks where you need to show flexibility and adaptability.

Imagine how strange and impossible we seem to each other. The introvert sees the extrovert as a plug in every barrel. On the other hand, for an extrovert, an introvert is slow and abstruse. The logician cannot understand the arguments of the ethicist and considers him too preoccupied with the opinions of others. The ethics of the human logician seems cold and unfeeling, overly critical. The rational looks at the irrational with horror, not accepting his randomness, unpredictability. "He doesn't finish anything!" the rational says. And the irrational will see in his opponent tediousness and a desire to control everything around. The sensor will record the intuitive as dreamers far from reality. And the intuitive will see limitations and practicality in sensorics, which does not allow seeing the beauty of the idea as such.

Although the differences between us are obvious, most of the research says: the best teams come from different types of people . By collaborating with those who are organized in a fundamentally different way from us, we are able to cover a greater range of range of possibilities, see more options, and create more voluminous, complete models.

One thing remains: to find a way to negotiate. And here I can advise you to learn to see and understand these differences. Do not consider your way of thinking, evaluating, choosing as the only one. See the success of a variety of strategies. Learn from others by expanding your own toolkit. Remember that by recognizing each other's otherness, we do not endanger our world, but become bigger and richer.

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