Being a leader is easy for a person who is an extrovert. As logical as this seems, many super-confident, outgoing people fail to be effective leaders. Extroverts may come across as natural leaders, but unless they harness their strengths and compensate for their weaknesses, they will more often than not sabotage their own efforts.
Why are extroverts their own worst enemy when running a company or trying to lead others? Well, let’s look first at their built-in strengths. One would think that their winning personality, their ease at speaking their mind and their command of any audience would be sure-fire assets for being a leader.
Most extroverts are not afraid to walk up to a stranger and strike up a conversation. Chances are that within moments, they will have that person agreeing with them on whatever topic they are discussing—or at least involved in a lively conversation. Isn’t this ability a powerful tool for getting others to follow you?
Extroverts are also eager to express their opinion. They almost can’t help but blurt it out. Shouldn’t a leader set the stage for discussion of the issues? A business leader who is comfortable expressing his opinion is at a great advantage, isn’t he?
Extroverts have an incredible magnetism. They just have to show up and everyone flocks around them. Shouldn’t a leader have that kind of charisma?
Unfortunately, even with all these obvious social advantages, extroverted leaders often shoot themselves in the foot. This is because, along with the ability to handle an audience, they tend to trample those around them—not on purpose, but because they are too eager to express their viewpoint and prove that they are right. In the process, they stifle the opinions of others who are not nearly as confident as they are, but who may have viable suggestions.
If you are an extrovert who owns a company, being an effective leader requires you to rein yourself in just a bit. The eagerness to express your opinion has to be held back long enough to allow your people time and space to express their opinions without feeling inadequate or rushed. So, the challenge is to focus your enthusiasm into inspiring others to think creatively about a problem and then encouraging them to express their ideas out loud. Your natural ability to command the room can be transformed into providing a forum, workshop or other comfortable setting for your employees to share their feelings and ideas. Your winning personality can be redirected so that you showcase your workers, giving them credit and praise for their accomplishments, rather than you soaking up all the attention.
Are YOU accidentally sabotaging your own company by being your normal extroverted self? Are you being so bombastic that you cause your workers to shy away from contributing smart ideas to your company?
True leaders utilize their own assets to promote their people and their assets. That is how a company grows and succeeds. By being aware of how your extroverted personality affects those around you and adjusting your outgoing nature to inspire others, you can boost your company toward its potential. Extroverts can be extremely effective leaders when they reimagine their strengths to bring the best out in their people.
Why are extroverts their own worst enemy when running a company or trying to lead others? Well, let’s look first at their built-in strengths. One would think that their winning personality, their ease at speaking their mind and their command of any audience would be sure-fire assets for being a leader.
Most extroverts are not afraid to walk up to a stranger and strike up a conversation. Chances are that within moments, they will have that person agreeing with them on whatever topic they are discussing—or at least involved in a lively conversation. Isn’t this ability a powerful tool for getting others to follow you?
Extroverts are also eager to express their opinion. They almost can’t help but blurt it out. Shouldn’t a leader set the stage for discussion of the issues? A business leader who is comfortable expressing his opinion is at a great advantage, isn’t he?
Extroverts have an incredible magnetism. They just have to show up and everyone flocks around them. Shouldn’t a leader have that kind of charisma?
Unfortunately, even with all these obvious social advantages, extroverted leaders often shoot themselves in the foot. This is because, along with the ability to handle an audience, they tend to trample those around them—not on purpose, but because they are too eager to express their viewpoint and prove that they are right. In the process, they stifle the opinions of others who are not nearly as confident as they are, but who may have viable suggestions.
If you are an extrovert who owns a company, being an effective leader requires you to rein yourself in just a bit. The eagerness to express your opinion has to be held back long enough to allow your people time and space to express their opinions without feeling inadequate or rushed. So, the challenge is to focus your enthusiasm into inspiring others to think creatively about a problem and then encouraging them to express their ideas out loud. Your natural ability to command the room can be transformed into providing a forum, workshop or other comfortable setting for your employees to share their feelings and ideas. Your winning personality can be redirected so that you showcase your workers, giving them credit and praise for their accomplishments, rather than you soaking up all the attention.
Are YOU accidentally sabotaging your own company by being your normal extroverted self? Are you being so bombastic that you cause your workers to shy away from contributing smart ideas to your company?
True leaders utilize their own assets to promote their people and their assets. That is how a company grows and succeeds. By being aware of how your extroverted personality affects those around you and adjusting your outgoing nature to inspire others, you can boost your company toward its potential. Extroverts can be extremely effective leaders when they reimagine their strengths to bring the best out in their people.