Role Distribution

Jeroen Geurts, Rector Magnificus of VU, appreciates Cain’s advocacy for introverts. ‘We still underutilize the unique qualities of both extroverts and introverts,’ he says. ‘We often talk about team members or individual scientists without recognizing their specific strengths. We should. Consider what it means for a team if we acknowledge that one member is a better educator while another is a better analyst. Or if one is more creative and another more technical. These qualities can each play a role within a team. However, thinking about teams and teamwork is relatively new in academia. Scientists collaborate globally in multidisciplinary networks based on their expertise and knowledge. The idea of collaborating based on neurodiversity is still developing.’

Nathalie van Berkel from UWV resonates with Cain’s description. ‘People often think I’m extroverted, but they don’t see how exhausted I am at the end of the day. After a tough meeting or a presentation, I need time to internalize and reflect. I believe this gives me an advantage over extroversion. We’re accustomed to taking time to reflect, giving us a broader perspective.’

Van Berkel supports Geurts’ approach to creating a neurodiversity panel for role distribution. ‘We’re talking about a spectrum—no one is fully extrovert or introvert. We can discuss preferences and encourage self-reflection. At UWV, we’re undergoing an agile transformation and already consider different leadership qualities when forming teams.’

 ‘Declare Yourself’:

Susan Cain is pleased that the stigma around introversion is fading. She cites Douglas A. Conant, former CEO of Campbell’s Soup, who invited new colleagues to introduce themselves via a short PowerPoint presentation. ‘Declare yourself,’ he called it. ‘He shared his ideas about the industry, the company, teamwork, and himself as an introvert. It was highly appreciated and effective. People knew what to expect from him. This practice could benefit teams as well: discuss what energizes you, what you need to recharge, and how you want to work. It’s a simple, straightforward part of us.’

Conant also wrote thank-you letters to employees who made significant contributions. ‘He wrote about 30,000 letters during his career. It was his introverted way of expressing appreciation.’

Van Berkel agrees with Geurts on accommodating different temperaments in teams. ‘You can adjust meeting structures to ensure introverts can share their ideas. Embedding reflective moments works well, allowing collective contemplation on what’s been said and what hasn’t. Introverts often need more time to think before responding. You can use techniques like asking participants to write down their thoughts before or during the meeting to gather pure ideas without influence from hierarchy or seniority.’

Another way to support introverts, Cain suggests, is by providing separate, quiet workspaces. ‘Years ago, a study known as the Coding War Games examined software developers’ performance. The best performers came from companies with private, quiet spaces, essential for focus, particularly for introverts.’

Human Capital:

At UWV, Nathalie van Berkel also opposes the habit of filling days with back-to-back meetings. ‘We seem to think we’re productive with full schedules, but it’s counterproductive. I’m most effective when I have time to reflect. This energizes me to make the best decisions. I’m trying to establish this practice within our organization.’

As Rector Magnificus, Jeroen Geurts strives to keep neurodiversity on the agenda at VU. ‘Universities are relatively conservative. There’s much bias in our expectations. Leaders are expected to be strong. I aim to change that by asking if people feel comfortable and how we can improve. With Susan and Nathalie, I believe we can better utilize introverts. But I’m still exploring how to achieve this. I plan to delve into Susan’s work for guidance.’

Cain recommends literature, like Jim Collins’ *Good to Great*, which identifies key traits of successful companies’ CEOs: clear vision and introversion. ‘These leaders are not loud but focused and dedicated to their mission. Their introverted nature helps them invest deeply in their goals, benefiting the organization.’

How Leaders and Professionals View Neurodiversity:

Participants in this X-Over selected their top three statements from nine. The top three were:

1. A better balance between introverted and extroverted leaders and employees leads to improved leadership, results, and talent retention, including workspace and remote work arrangements.
2. There is no correlation between good speakers and idea generators. Ideas are best articulated by confident speakers.
3. Solitude is crucial! Individual contemplation and idea formation are as important as group ideation.

The results highlight the need for organizations to recognize the diverse personalities within teams and the unique contributions of both introverts and extroverts. Want to know more about the survey among leaders and professionals? Read the article.