Karl MooreKarl.moore@mcgill.ca

Associate Professor, McGill UniversityAssociate Fellow, Green Templeton College, Oxford University

Millennial Leaders

Women Leaders

Introverted Leaders

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+ 300 interviews with C Suite Executives in North America, Europe and Asia

Sir Richard Branson, General Martin Dempsey, Muhammad Yunus, Calin Rovinescu, Dick Evans, Pierre Beaudoin, Robert Brown, Michael Sabia, Robert Dutton, Moya Greene, Kevin Lynch, Pierre Lortie, Robert Milton, Arthur Porter, Mike Roach, Paul Tellier, Caryn Lerner, Robert Rabinovitch, Andre Navarra, Sheila Fraser, etc..

+ Co-taught a MBA course, Role of the CEO with Zoe Yujnovich, CEO Iron Ore Company of Canada

+ Interviewed +150 CEOs and C-Suite executives about being an introverted leader, strengths and career paths

Terms developed by Carl Jung to describe personality

Important to understand that there is a spectrum not absolutes

Extrovert – tend to: gain energy from social interaction in large groups, rush into things, understand concepts by talking about them, can be rash and prone to more risky behaviour, enjoys working in groups

Introvert – tend to: gain energy or recharge in solitude, enjoy interacting with either one on one or in smaller groups, very thoughtful, thinks before they speak, enjoys working alone

Extrovert –---- Ambivert ----- Introvert

Prefer more stimulating environments

Prefer less stimulating environments

Typical strengths:

Take time to do analysis

Let others develop their own ideas

See bigger picture

Good listeners

More rational

Appear more considerate

Identify good ideas

Typical strengths:

More ideas – greater range to chose from Better social skills in some contexts Better at using words – praise Original good/bad ideas, aggregate other’s

ideas Bring energy Stronger in bigger groups More open minded?

Give introverts time to think

Meet with introverts one-on-one and in small groups

And then really listen

Great presenters when they have time

Don’t embarrass them with praise in public

Given them time and room to “bounce off the wall with ideas”

Use your strength of listening to listen, but be an active enthusiastic, non-judgmental listener

Let them be the center of attention in your group from time-to-time (this you don’t mind)

Don’t judge them quickly. Their silence isn’t consent or rejection. They’re thinking it over.

Give them time to commit. If they commit, they’ll stick.

Provide silence. Too much talking feels like pressure to a quiet person.

Don’t evaluate them by their up front work. Don’t pressure them to be up front. But, if they want

to be up front, work with them. Tell them what’s important. Don’t just send them out

to get it done. Respect their space. They shut down or lash out when

you get in their face. Bonus: Ask a question and wait.

Source: Dan Rockwell, Leadership Freak blog

Karl MooreRETHINKING LEADERSHIP

The Decline but Not Fall of Hierarchy –

What Young People Really Want

Introverts No Longer the Quiet Followers of

Extroverts

Young People stop just Texting Me and

Give me a Call once in a while? PLZ

From Social Networks to Collaboration

Network: the Next Evolution of Social

Media for Business

HBS’s Amy Edmondson On the Death of

Teams