Notes
It makes sense that so many introverts hide even from themselves. We live with a value system that I call the Extrovert Ideal—the omnipresent belief that the ideal self is gregarious, alpha, and comfortable in the spotlight. The archetypal extrovert prefers action to contemplation, risk-taking to heed-taking, certainty to doubt. He favors quick decisions, even at the risk of being wrong. She works well in teams and socializes in groups. We like to think that we value individuality, but all too often we admire one type of individual—the kind who’s comfortable “putting himself out there.” Sure, we allow technologically gifted loners who launch companies in garages to have any personality they please, but they are the exceptions, not the rule, and our tolerance extends mainly to those who get fabulously wealthy or hold the promise of doing so.
Today Laura understands that her introversion is an essential part of who she is, and she embraces her reflective nature. The loop inside her head that accused her of being too quiet and unassuming plays much less often. Laura knows that she can hold her own when she needs to.
Introverts are drawn to the inner world of thought and feeling, said Jung, extroverts to the external life of people and activities. Introverts focus on the meaning they make of the events swirling around them; extroverts plunge into the events themselves. Introverts recharge their batteries by being alone; extroverts need to recharge when they don’t socialize enough.
Many psychologists would also agree that introverts and extroverts work differently. Extroverts tend to tackle assignments quickly. They make fast (sometimes rash) decisions, and are comfortable multitasking and risk-taking. They enjoy “the thrill of the chase” for rewards like money and status. Introverts often work more slowly and deliberately. They like to focus on one task at a time and can have mighty powers of concentration. They’re relatively immune to the lures of wealth and fame.
Nor are introverts necessarily shy. Shyness is the fear of social disapproval or humiliation, while introversion is a preference for environments that are not overstimulating.
As Jung felicitously put it, “There is no such thing as a pure extrovert or a pure introvert. Such a man would be in the lunatic asylum.”
Carnegie’s metamorphosis from farmboy to salesman to public-speaking icon is also the story of the rise of the Extrovert Ideal.
America had shifted from what the influential cultural historian Warren Susman called a Culture of Character to a Culture of Personality—and opened up a Pandora’s Box of personal anxieties from which we would never quite recover.
It was no coincidence that in the 1920s and the 1930s, Americans became obsessed with movie stars. Who better than a matinee idol to model personal magnetism?
the Extrovert Ideal is not a modern invention. Extroversion is in our DNA—literally,
But the thing about Tony—and what draws people to buy his products—is that like any good salesman, he believes in what he’s pitching. He apparently sees no contradiction between wanting the best for people and wanting to live in a mansion. He persuades us that he’s using his sales skills not only for personal gain but also to help as many of us as he can reach.
The “Bus to Abilene” anecdote reveals our tendency to follow those who initiate action—any action. We are similarly inclined to empower dynamic speakers.
The lesson, says Collins, is clear. We don’t need giant personalities to transform companies. We need leaders who build not their own egos but the institutions they run.
Grant says it makes sense that introverts are uniquely good at leading initiative-takers. Because of their inclination to listen to others and lack of interest in dominating social situations, introverts are more likely to hear and implement suggestions.
social media has made new forms of leadership possible for scores of people who don’t fit the Harvard Business School mold.
Studies have shown that, indeed, introverts are more likely than extroverts to express intimate facts about themselves online that their family and friends would be surprised to read, to say that they can express the “real me” online, and to spend more time in certain kinds of online discussions.
I am a horse for a single harness, not cut out for tandem or teamwork … for well I know that in order to attain any definite goal, it is imperative that one person do the thinking and the commanding. —ALBERT EINSTEIN
Wozniak did most of the work inside his cubicle at Hewlett-Packard. He’d arrive around 6:30 a.m. and, alone in the early morning, read engineering magazines, study chip manuals, and prepare designs in his head. After work, he’d go home, make a quick spaghetti or TV dinner, then drive back to the office and work late into the night. He describes this period of quiet midnights and solitary sunrises as “the biggest high ever.” His efforts paid off on the night of June 29, 1975, at around 10:00 p.m., when Woz finished building a prototype of his machine. He hit a few keys on the keyboard—and letters appeared on the screen in front of him. It was the sort of breakthrough moment that most of us can only dream of. And he was alone when it happened.
Intentionally so. In his memoir, he offers this advice to kids who aspire to great creativity: Most inventors and engineers I’ve met are like me—they’re shy and they live in their heads. They’re almost like artists. In fact, the very best of them are artists. And artists work best alone where they can control an invention’s design without a lot of other people designing it for marketing or some other committee. I don’t believe anything really revolutionary has been invented by committee. If you’re that rare engineer who’s an inventor and also an artist, I’m going to give you some advice that might be hard to take. That advice is: Work alone. You’re going to be best able to design revolutionary products and features if you’re working on your own. Not on a committee. Not on a team.
But there’s a less obvious yet surprisingly powerful explanation for introverts’ creative advantage—an explanation that everyone can learn from: introverts prefer to work independently, and solitude can be a catalyst to innovation. As the influential psychologist Hans Eysenck once observed, introversion “concentrates the mind on the tasks in hand, and prevents the dissipation of energy on social and sexual matters unrelated to work.” In other words, if you’re in the backyard sitting under a tree while everyone else is clinking glasses on the patio, you’re more likely to have an apple fall on your head. (Newton was one of the world’s great introverts. William Wordsworth described him as “A mind forever / Voyaging through strange seas of Thought alone.”)
If this is true—if solitude is an important key to creativity—then we might all want to develop a taste for it. We’d want to teach our kids to work independently. We’d want to give employees plenty of privacy and autonomy. Yet increasingly we do just the opposite.
College students who tend to study alone learn more over time than those who work in groups. Even elite athletes in team sports often spend unusual amounts of time in solitary practice.
What’s so magical about solitude? In many fields, Ericsson told me, it’s only when you’re alone that you can engage in Deliberate Practice, which he has identified as the key to exceptional achievement.
Deliberate Practice is best conducted alone for several reasons. It takes intense concentration, and other people can be distracting. It requires deep motivation, often self-generated. But most important, it involves working on the task that’s most challenging to you personally.
it probably nurtured it. He would never have learned so much about computers, Woz says now, if he hadn’t been too shy to leave the house.
“intense curiosity or focused interest seems odd to their peers.” Teens who are too gregarious to spend time alone often fail to cultivate their talents “because practicing music or studying math requires a solitude they dread.” Madeleine L’Engle, the author of the classic young adult novel A Wrinkle in Time and more than sixty other books, says that she would never have developed into such a bold thinker had she not spent so much of her childhood alone with books and ideas.
That’s because top performers overwhelmingly worked for companies that gave their workers the most privacy, personal space, control over their physical environments, and freedom from interruption.
Indeed, excessive stimulation seems to impede learning: a recent study found that people learn better after a quiet stroll through the woods than after a noisy walk down a city street. Another study, of 38,000 knowledge workers across different sectors, found that the simple act of being interrupted is one of the biggest barriers to productivity. Even multitasking, that prized feat of modern-day office warriors, turns out to be a myth. Scientists now know that the brain is incapable of paying attention to two things at the same time. What looks like multitasking is really switching back and forth between multiple tasks, which reduces productivity and increases mistakes by up to 50 percent.
Kafka, for example, couldn’t bear to be near even his adoring fiancée while he worked: You once said that you would like to sit beside me while I write. Listen, in that case I could not write at all. For writing means revealing oneself to excess; that utmost of self-revelation and surrender, in which a human being, when involved with others, would feel he was losing himself, and from which, therefore, he will always shrink as long as he is in his right mind.… That is why one can never be alone enough when one writes, why there can never be enough silence around one when one writes, why
For Osborn, the solution was not to have his employees work alone, but rather to remove the threat of criticism from group work. He invented the concept of brainstorming, a process in which group members generate ideas in a nonjudgmental atmosphere. Brainstorming had four rules: 1. Don’t judge or criticize ideas. 2. Be freewheeling. The wilder the idea, the better. 3. Go for quantity. The more ideas you have, the better. 4. Build on the ideas of fellow group members.
some forty years of research has reached the same startling conclusion. Studies have shown that performance gets worse as group size increases: groups of nine generate fewer and poorer ideas compared to groups of six, which do worse than groups of four. The “evidence from science suggests that business people must be insane to use brainstorming groups,” writes the organizational psychologist Adrian Furnham. “If you have talented and motivated people, they should be encouraged to work alone when creativity or efficiency is the highest priority.”
The one exception to this is online brainstorming. Groups brainstorming electronically, when properly managed, not only do better than individuals, research shows; the larger the group, the better it performs. The same is true of academic research—professors who work together electronically, from different physical locations, tend to produce research that is more influential than those either working alone or collaborating face-to-face.
Participants in brainstorming sessions usually believe that their group performed much better than it actually did, which points to a valuable reason for their continued popularity—group brainstorming makes people feel attached. A worthy goal, so long as we understand that social glue, as opposed to creativity, is the principal benefit.
studies show that face-to-face interactions create trust in a way that online interactions can’t. Research also suggests that population density is correlated with innovation; despite the advantages of quiet walks in the woods, people in crowded cities benefit from the web of interactions that urban life offers.
But the café worked as my office because it had specific attributes that are absent from many modern schools and workplaces. It was social, yet its casual, come-and-go-as-you-please nature left me free from unwelcome entanglements and able to “deliberately practice” my writing. I could toggle back and forth between observer and social actor as much as I wanted. I could also control my environment. Each day I chose the location of my table—in the center of the room or along the perimeter—depending on whether I wanted to be seen as well as to see. And I had the option to leave whenever I wanted peace and quiet to edit what I’d written that day. Usually I was ready to exercise this right after only a few hours—not the eight, ten, or fourteen hours that many office dwellers put
That was what collaboration meant for Woz: the ability to share a donut and a brainwave with his laid-back, nonjudgmental, poorly dressed colleagues—who minded not a whit when he disappeared into his cubicle to get the real work done.
Enjoyment appears at the boundary between boredom and anxiety, when the challenges are just balanced with the person’s capacity to act. —MIHALY CSIKSZENTMIHALYI
we have free will and can use it to shape our personalities. These seem like contradictory principles, but they are not. Free will can take us far, suggests Dr. Schwartz’s research, but it cannot carry us infinitely beyond our genetic limits. Bill Gates is never going to be Bill Clinton, no matter how he polishes his social skills, and Bill Clinton can never be Bill Gates, no matter how much time he spends alone with a computer. We might call this the “rubber band theory” of personality. We are like rubber bands at rest. We are elastic and can stretch ourselves, but only so much.
These seem like contradictory principles, but they are not. Free will can take us far, suggests Dr. Schwartz’s research, but it cannot carry us infinitely beyond our genetic limits. Bill Gates is never going to be Bill Clinton, no matter how he polishes his social skills, and Bill Clinton can never be Bill Gates, no matter how much time he spends alone with a computer.
If you were a high-reactive baby, then your amygdala may, for the rest of your life, go a bit wild every time you introduce yourself to a stranger at a cocktail party. But if you feel relatively skilled in company, that’s partly because your frontal cortex is there to tell you to calm down, extend a handshake, and smile. In fact, a recent fMRI study shows that when people use self-talk to reassess upsetting situations, activity in their prefrontal cortex increases in an amount correlated with a decrease of activity in their amygdala.
For several decades, beginning in the late 1960s, an influential research psychologist named Hans Eysenck hypothesized that human beings seek “just right” levels of stimulation—not too much and not too little. Stimulation is the amount of input we have coming in from the outside world. It can take any number of forms, from noise to social life to flashing lights. Eysenck believed that extroverts prefer more stimulation than introverts do, and that this explained many of their differences: introverts enjoy shutting the doors to their offices and plunging into their work, because for them this sort of quiet intellectual activity is optimally stimulating, while extroverts function best when engaged in higher-wattage activities like organizing team-building workshops or chairing meetings.
When combined with Kagan’s findings on high reactivity, this line of studies offers a very empowering lens through which to view your personality. Once you understand introversion and extroversion as preferences for certain levels of stimulation, you can begin consciously trying to situate yourself in environments favorable to your own personality—neither overstimulating nor understimulating, neither boring nor anxiety-making. You can organize your life in terms of what personality psychologists call “optimal levels of arousal” and what I call “sweet spots,” and by doing so feel more energetic and alive than before.
Imagine how much better you’ll be at this sweet-spot game once you’re aware of playing it. You can set up your work, your hobbies, and your social life so that you spend as much time inside your sweet spot as possible. People who are aware of their sweet spots have the power to leave jobs that exhaust them and start new and satisfying businesses. They can hunt for homes based on the temperaments of their family members—with cozy window seats and other nooks and crannies for the introverts, and large, open living-dining spaces for the extroverts.
But the class was based on desensitization training, an approach that made sense to me. Often used as a way to conquer phobias, desensitization involves exposing yourself (and your amygdala) to the thing you’re afraid of over and over again, in manageable doses. This is very different from the well-meaning but unhelpful advice that you should just jump in at the deep end and try to swim—an approach that might work, but more likely will produce panic, further encoding in your brain a cycle of dread, fear, and shame.
And it suggests, says Jadzia Jagiellowicz, the lead scientist at Stony Brook, that sensitive types think in an unusually complex fashion. It may also help explain why they’re so bored by small talk. “If you’re thinking in more complicated ways,” she told me, “then talking about the weather or where you went for the holidays is not quite as interesting as talking about values or morality.”
The other thing Aron found about sensitive people is that sometimes they’re highly empathic. It’s as if they have thinner boundaries separating them from other people’s emotions and from the tragedies and cruelties of the world. They tend to have unusually strong consciences. They avoid violent movies and TV shows; they’re acutely aware of the consequences of a lapse in their own behavior. In social settings they often focus on subjects like personal problems, which others consider “too heavy.”
The anxiety these highly sensitive toddlers feel upon apparently breaking the toy gives them the motivation to avoid harming someone’s plaything the next time. By age four, according to Kochanska, these same kids are less likely than their peers to cheat or break rules, even when they think they can’t be caught. And by six or seven, they’re more likely to be described by their parents as having high levels of moral traits such as empathy. They also have fewer behavioral problems in general.
Of course, having these traits doesn’t mean that sensitive children are angels. They have selfish streaks like everyone else. Sometimes they act aloof and unfriendly.
Among the tests researchers use to measure personality traits are skin conductance tests, which record how much people sweat in response to noises, strong emotions, and other stimuli. High-reactive introverts sweat more; low-reactive extroverts sweat less. Their skin is literally “thicker,” more impervious to stimuli, cooler to the touch. In fact, according to some of the scientists I spoke to, this is where our notion of being socially “cool” comes from; the lower-reactive you are, the cooler your skin, the cooler you are.
Lie detectors (polygraphs) are partially skin conductance tests. They operate on the theory that lying causes anxiety, which triggers the skin to perspire imperceptibly
In his book, Born to Be Good, Keltner even says that if he had to choose his mate by asking a single question at a speed-dating event, the question he would choose is: “What was your last embarrassing experience?” Then he would watch very carefully for lip-presses, blushing, and averted eyes. “The elements of the embarrassment are fleeting statements the individual makes about his or her respect for the judgment of others,” he writes. “Embarrassment reveals how much the individual cares about the rules that bind us to one another.” In other words, you want to make sure that your spouse cares what other people think. It’s better to mind too much than to mind too little.
In other words, you want to make sure that your spouse cares what other people think. It’s better to mind too much than to mind too little.
During times of war or fear—the human equivalent of a bad nut season for female tit birds—it might seem that what we need most are aggressive heroic types. But if our entire population consisted of warriors, there would be no one to notice, let alone battle, potentially deadly but far quieter threats like viral disease or climate change.
Aron has noted that sensitive people tend to speak softly because that’s how they prefer others to communicate with them.
Dorn has observed that her extroverted clients are more likely to be highly reward-sensitive, while the introverts are more likely to pay attention to warning signals.
some scientists are starting to explore the idea that reward-sensitivity is not only an interesting feature of extroversion; it is what makes an extrovert an extrovert. Extroverts, in other words, are characterized by their tendency to seek rewards, from top dog status to sexual highs to cold cash. They’ve been found to have greater economic, political, and hedonistic ambitions than introverts; even their sociability is a function of reward-sensitivity, according to this view—extroverts socialize because human connection is inherently gratifying.
By contrast, introverts “have a smaller response” in the reward system, writes psychologist Nettle, “and so go less out of their way to follow up [reward] cues.” They will, “like anyone, be drawn from time to time to sex, and parties, and status, but the kick they get will be relatively small, so they are not going to break a leg to get there.” In short, introverts just don’t buzz as easily.
Introverts are not smarter than extroverts. According to IQ scores, the two types are equally intelligent. And on many kinds of tasks, particularly those performed under time or social pressure or involving multitasking, extroverts do better. Extroverts are better than introverts at handling information overload. Introverts’ reflectiveness uses up a lot of cognitive capacity, according to Joseph Newman.
The body’s reward and threat systems also seem to work independently of each other, so that the same person can be generally sensitive, or insensitive, to both reward and threat. If you want to determine whether you are reward-oriented, threat-oriented, or both, try asking yourself whether the following groups of statements are true of you. If you are reward-oriented: 1. When I get something I want, I feel excited and energized. 2. When I want something, I usually go all out to get it. 3. When I see an opportunity for something I like, I get excited right away. 4. When good things happen to me, it affects me strongly. 5. I have very few fears compared to my friends. If you are threat-oriented: 1. Criticism or scolding hurts me quite a bit. 2. I feel pretty worried or upset when I think or know somebody is angry at me. 3. If I think something unpleasant is going to happen, I usually get pretty “worked up.” 4. I feel worried when I think I have done poorly at something important. 5. I worry about making mistakes.
The key to flow is to pursue an activity for its own sake, not for the rewards it brings. Although flow does not depend on being an introvert or an extrovert, many of the flow experiences that Csikszentmihalyi writes about are solitary pursuits that have nothing to do with reward-seeking: reading, tending an orchard, solo ocean cruising. Flow often occurs, he writes, in conditions in which people “become independent of the social environment to the degree that they no longer respond exclusively in terms of its rewards and punishments. To achieve such autonomy, a person has to learn to provide rewards to herself.”
If you’re an introvert, find your flow by using your gifts. You have the power of persistence, the tenacity to solve complex problems, and the clear-sightedness to avoid pitfalls that trip others up. You enjoy relative freedom from the temptations of superficial prizes like money and status. Indeed, your biggest challenge may be to fully harness your strengths. You may be so busy trying to appear like a zestful, reward-sensitive extrovert that you undervalue your own talents, or feel underestimated by those around you. But when you’re focused on a project that you care about, you probably find that your energy is boundless.
Welch makes a fair point. Introverts need to trust their gut and share their ideas as powerfully as they can. This does not mean aping extroverts; ideas can be shared quietly, they can be communicated in writing, they can be packaged into highly produced lectures, they can be advanced by allies. The trick for introverts is to honor their own styles instead of allowing themselves to be swept up by prevailing norms.
Buffett is known for thinking carefully when those around him lose their heads. “Success in investing doesn’t correlate with IQ,” he has said. “Once you have ordinary intelligence, what you need is the temperament to control the urges that get other people into trouble in investing.”
The American companies “think they can’t handle business,” she said, “because of presentation. In business, you have to put a lot of nonsense together and present it. My husband always just makes his point and that’s the end of it. When you look at big companies, almost none of the top executives are Asians. They hire someone who doesn’t know anything about the business, but maybe he can make a good presentation.”
“But there’s a way to be yourself,” continued Ni, “and to let more of you come out through your voice. Many Asians use only a narrow set of muscles when they speak. So we’ll start with breathing.” With that, he directed Raj to lie on his back and vocalize the five American English vowels. “A … E … U … O … I …” intoned Raj, his voice floating up from the classroom floor. “A … E … U … O … I … A … E … U … O … I …”
The postmodern view of self that emerged around this time, influenced by theorists like Erving Goffman, author of The Presentation of Self in Everyday Life, suggested that social life is performance and social masks are our true selves. Many researchers doubted whether personality traits even existed in any meaningful sense. Personality researchers had trouble finding jobs.
These days, even Mischel admits that personality traits exist, but he believes they tend to occur in patterns. For example, some people are aggressive with peers and subordinates but docile with authority figures; others are just the opposite. People who are “rejection-sensitive” are warm and loving when they feel secure, hostile and controlling when they feel rejected.
You might wonder how a strong introvert like Professor Little manages to speak in public so effectively. The answer, he says, is simple, and it has to do with a new field of psychology that he created almost singlehandedly, called Free Trait Theory. Little believes that fixed traits and free traits coexist. According to Free Trait Theory, we are born and culturally endowed with certain personality traits—introversion, for example—but we can and do act out of character in the service of “core personal projects.”
In other words, introverts are capable of acting like extroverts for the sake of work they consider important, people they love, or anything they value highly.
At first blush, Free Trait Theory seems to run counter to a cherished piece of our cultural heritage. Shakespeare’s oft-quoted advice, “To thine own self be true,” runs deep in our philosophical DNA. Many of us are uncomfortable with the idea of taking on a “false” persona for any length of time. And if we act out of character by convincing ourselves that our pseudo-self is real, we can eventually burn out without even knowing why. The genius of Little’s theory is how neatly it resolves this discomfort. Yes, we are only pretending to be extroverts, and yes, such inauthenticity can be morally ambiguous (not to mention exhausting), but if it’s in the service of love or a professional calling, then we’re doing just as Shakespeare advised.
Alex also took advantage of his natural strengths. “I learned that boys basically do only one thing: they chase girls. They get them, they lose them, they talk about them. I was like, ‘That’s completely circuitous. I really like girls.’ That’s where intimacy comes from. So rather than sitting around and talking about girls, I got to know them. I used having relationships with girls, plus being good at sports, to have the guys in my pocket. Oh, and every once in a while, you have to punch people. I did that, too.”
It seems that most of us know how to fake it to some extent. Whether or not we’re aware that the length of our strides and the amount of time we spend talking and smiling mark us as introverts and extroverts, we know it unconsciously.
How was it that some of Lippa’s pseudo-extroverts came so close to the scores of true extroverts? It turned out that the introverts who were especially good at acting like extroverts tended to score high for a trait that psychologists call “self-monitoring.” Self-monitors are highly skilled at modifying their behavior to the social demands of a situation. They look for cues to tell them how to act. When in Rome, they do as the Romans do, according to the psychologist Mark Snyder, author of Public Appearances, Private Realities, and creator of the Self-Monitoring Scale.
When he does find himself at other people’s parties, Edgar goes to great lengths to play his role. “All through college, and recently even, before I ever went to a dinner or cocktail party, I would have an index card with three to five relevant, amusing anecdotes. I’d come up with them during the day—if something struck me I’d jot it down. Then, at dinner, I’d wait for the right opening and launch in. Sometimes I’d have to go to the bathroom and pull out my cards to remember what my little stories were.”
If you want to know how strong a self-monitor you are, here are a few questions from Snyder’s Self-Monitoring Scale: When you’re uncertain how to act in a social situation, do you look to the behavior of others for cues? Do you often seek the advice of your friends to choose movies, books, or music? In different situations and with different people, do you often act like very different people? Do you find it easy to imitate other people? Can you look someone in the eye and tell a lie with a straight face if for a right end? Do you ever deceive people by being friendly when really you dislike them? Do you put on a show to impress or entertain people? Do you sometimes appear to others to be experiencing deeper emotions than you actually are? The more times you answered “yes” to these questions, the more of a high self-monitor you are. Now ask yourself these questions: Is your behavior usually an expression of your true inner feelings, attitudes, and beliefs? Do you find that you can only argue for ideas that you already believe? Would you refuse to change your opinions, or the way you do things, in order to please someone else or win their favor? Do you dislike games like charades or improvisational acting? Do you have trouble changing your behavior to suit different people and different situations? The more you tended to answer “yes” to this second set of questions, the more of a low self-monitor you are.
I said that the ability to negotiate is not inborn, like blond hair or straight teeth, and it does not belong exclusively to the table-pounders of the world. Anyone can be a great negotiator, I told them, and in fact it often pays to be quiet and gracious, to listen more than talk, and to have an instinct for harmony rather than conflict. With this style, you can take aggressive positions without inflaming your counterpart’s ego. And by listening, you can learn what’s truly motivating the person you’re negotiating with and come up with creative solutions that satisfy both parties.
paying attention to how your face and body arrange themselves when you’re feeling genuinely confident, and adopting those same positions when it comes time to fake it. Studies show that taking simple physical steps—like smiling—makes us feel stronger and happier, while frowning makes us feel worse.
Having spent so much time navigating my own career transition and counseling others through theirs, I have found that there are three key steps to identifying your own core personal projects. First, think back to what you loved to do when you were a child. How did you answer the question of what you wanted to be when you grew up? The specific answer you gave may have been off the mark, but the underlying impulse was not. If you wanted to be a fireman, what did a fireman mean to you? A good man who rescued people in distress? A daredevil? Or the simple pleasure of operating a truck? If you wanted to be a dancer, was it because you got to wear a costume, or because you craved applause, or was it the pure joy of twirling around at lightning speed? You may have known more about who you were then than you do now. Second, pay attention to the work you gravitate to. At my law firm I never once volunteered to take on an extra corporate legal assignment, but I did spend a lot of time doing pro bono work for a nonprofit women’s leadership organization. I also sat on several law firm committees dedicated to mentoring, training, and personal development for young lawyers in the firm. Now, as you can probably tell from this book, I am not the committee type. But the goals of those committees lit me up, so that’s what I did. Finally, pay attention to what you envy. Jealousy is an ugly emotion, but it tells the truth. You mostly envy those who have what you desire. I met my own envy after some of my former law school classmates got together and compared notes on alumni career tracks. They spoke with admiration and, yes, jealousy, of a classmate who argued regularly before the Supreme Court. At first I felt critical. More power to that classmate! I thought, congratulating myself on my magnanimity. Then I realized that my largesse came cheap, because I didn’t aspire to argue a case before the Supreme Court, or to any of the other accolades of lawyering. When I asked myself whom I did envy, the answer came back instantly. My college classmates who’d grown up to be writers or psychologists. Today I’m pursuing my own version of both those roles.
But even if you’re stretching yourself in the service of a core personal project, you don’t want to act out of character too much, or for too long. Remember those trips Professor Little made to the restroom in between speeches? Those hideout sessions tell us that, paradoxically, the best way to act out of character is to stay as true to yourself as you possibly can—starting by creating as many “restorative niches” as possible in your daily life.
“Restorative niche” is Professor Little’s term for the place you go when you want to return to your true self. It can be a physical place, like the path beside the Richelieu River, or a temporal one, like the quiet breaks you plan between sales calls. It can mean canceling your social plans on the weekend before a big meeting at work, practicing yoga or meditation, or choosing e-mail over an in-person meeting. (Even Victorian ladies, whose job effectively was to be available to friends and family, were expected to withdraw for a rest each afternoon.)
We would all be better off if, before accepting a new job, we evaluated the presence or absence of restorative niches as carefully as we consider the family leave policy or health insurance plans.
This is the final piece of Free Trait Theory. A Free Trait Agreement acknowledges that we’ll each act out of character some of the time—in exchange for being ourselves the rest of the time.
Free Trait Agreement when you attend your extroverted best friend’s wedding shower, engagement celebration, and bachelorette party, but she understands when you skip out on the three days’ worth of group activities leading up to the wedding itself.
Let’s say you’re single. You dislike the bar scene, but you crave intimacy, and you want to be in a long-term relationship in which you can share cozy evenings and long conversations with your partner and a small circle of friends. In order to achieve this goal, you make an agreement with yourself that you will push yourself to go to social events, because only in this way can you hope to meet a mate and reduce the number of gatherings you attend over the long term. But while you pursue this goal, you will attend only as many events as you can comfortably stand. You decide in advance what that amount is—once a week, once a month, once a quarter. And once you’ve met your quota, you’ve earned the right to stay home without feeling guilty.
people who value intimacy highly don’t tend to be, as the noted psychologist David Buss puts it, “the loud, outgoing, life-of-the-party extrovert.” They are more likely to be someone with a select group of close friends, who prefers “sincere and meaningful conversations over wild parties.”
In her book Anger: The Misunderstood Emotion, Carol Tavris recounts a story about a Bengali cobra that liked to bite passing villagers. One day a swami—a man who has achieved self-mastery—convinces the snake that biting is wrong. The cobra vows to stop immediately, and does. Before long, the village boys grow unafraid of the snake and start to abuse him. Battered and bloodied, the snake complains to the swami that this is what came of keeping his promise. “I told you not to bite,” said the swami, “but I did not tell you not to hiss.” “Many people, like the swami’s cobra, confuse the hiss with the bite,” writes Tavris. Many people—like Greg and Emily. Both have much to learn from the swami’s story: Greg to stop biting, Emily that it’s OK for him—and for her—to hiss.
Greg can start by changing his assumptions about anger. He believes, as most of us do, that venting anger lets off steam. The “catharsis hypothesis”—that aggression builds up inside us until it’s healthily released—dates back to the Greeks, was revived by Freud, and gained steam during the “let it all hang out” 1960s of punching bags and primal screams. But the catharsis hypothesis is a myth—a plausible one, an elegant one, but a myth nonetheless. Scores of studies have shown that venting doesn’t soothe anger; it fuels it.
What can Greg do to calm down when he feels his fury mounting? He can take a deep breath. He can take a ten-minute break. And he can ask himself whether the thing that’s making him so angry is really that important. If not, he might let it go. But if it is, then he’ll want to phrase his needs not as personal attacks but as neutral discussion items. “You’re so antisocial!” can become “Can we figure out a way to organize our weekends that works for us both?”
This advice would hold even if Emily weren’t a sensitive introvert (no one likes to feel dominated or disrespected), but it so happens that Greg’s married to a woman who is especially put off by anger. So he needs to respond to the conflict-avoidant wife he has, not the confrontational one that he wishes, at least in the heat of the moment, he were married
Fight back? But Emily hates fighting. That’s OK. She needs to become more comfortable with the sound of her own hiss. Introverts may be hesitant to cause disharmony, but, like the passive snake, they should be equally worried about encouraging vitriol from their partners. And fighting back may not invite retaliation, as Emily fears; instead it may encourage Greg to back off. She need not put on a huge display. Often, a firm “that’s not OK with me” will do.
Every once in a while, Emily might also want to step outside her usual comfort zone and let her own anger fly. Remember, for Greg, heat means connection. In the same way that the extroverted players in the football game study felt warmly toward their fellow competitors, so Greg may feel closer to Emily if she can take on just a little of the coloration of a pumped-up player, ready to take the field.
Thorne’s research also helps us to understand Jon Berghoff’s astonishing success at sales. He has turned his affinity for serious conversation, and for adopting an advisory role rather than a persuasive one, into a kind of therapy for his prospects. “I discovered early on that people don’t buy from me because they understand what I’m selling,” explains Jon. “They buy because they feel understood.”
Jon also benefits from his natural tendency to ask a lot of questions and to listen closely to the answers. “I got to the point where I could walk into someone’s house and instead of trying to sell them some knives, I’d ask a hundred questions in a row. I could manage the entire conversation just by asking the right questions.” Today, in his coaching business, Jon does the same thing. “I try to tune in to the radio station of the person I’m working with. I pay attention to the energy they exude. It’s easy for me to do that because I’m in my head a lot, anyways.”
“That isn’t the greatest of all generals,” protested the man. “I knew that person when he lived on Earth, and he was only a cobbler.” “I know that,” said Saint Peter, “but if he had been a general, he would have been the greatest of them all.” We should all look out for cobblers who might have been great generals. Which means focusing on introverted children, whose talents are too often stifled, whether at home, at school, or on the playground.
Advice from a parent who appreciates how a child feels is inherently validating. If your son is nervous on the first day of school, it helps to tell him that you felt the same way when you started school and still do sometimes at work, but that it gets easier with time. Even if he doesn’t believe you, you’ll signal that you understand and accept him.
One of the best things you can do for an introverted child is to work with him on his reaction to novelty. Remember that introverts react not only to new people, but also to new places and events. So don’t mistake your child’s caution in new situations for an inability to relate to others. He’s recoiling from novelty or overstimulation, not from human contact. As we saw in the last chapter, introversion-extroversion levels are not correlated with either agreeableness or the enjoyment of intimacy. Introverts are just as likely as the next kid to seek others’ company, though often in smaller doses.
The key is to expose your child gradually to new situations and people—taking care to respect his limits, even when they seem extreme. This produces more-confident kids than either overprotection or pushing too hard. Let him know that his feelings are normal and natural, but also that there’s nothing to be afraid of: “I know it can feel funny to play with someone you’ve never met, but I bet that boy would love to play trucks with you if you asked him.” Go at your child’s pace; don’t rush him. If he’s young, make the initial introductions with the other little boy if you have to. And stick around in the background—or, when he’s really little, with a gentle, supportive hand on his back—for as long as he seems to benefit from your presence. When he takes social risks, let him know you admire his efforts: “I saw you go up to those new kids yesterday. I know that can be difficult, and I’m proud of you.”
Slowly your child will see that it’s worth punching through her wall of discomfort to get to the fun on the other side. She’ll learn how to do the punching by herself. As Dr. Kenneth Rubin, the director of the Center for Children, Relationships and Culture at the University of Maryland, writes, “If you’re consistent in helping your young child learn to regulate his or her emotions and behaviors in soothing and supportive ways, something rather magical will begin to happen: in time, you might watch your daughter seem to be silently reassuring herself: ‘Those kids are having fun, I can go over there.’ He or she is learning to self-regulate fearfulness and wariness.” If you want your child to learn these skills, don’t let her hear you call her “shy”: she’ll believe the label and experience her nervousness as a fixed trait rather than an emotion she can control. She also knows full well that “shy” is a negative word in our society. Above all, do not shame her for her shyness. If you can, it’s best to teach your child self-coaxing skills while he’s still very young, when there’s less stigma associated with social hesitancy. Be a role model by greeting strangers in a calm and friendly way, and by getting together with your own friends. Similarly, invite some of his classmates to your house. Let him know gently that when you’re together with others, it’s not OK to whisper or tug at your
If you want your child to learn these skills, don’t let her hear you call her “shy”: she’ll believe the label and experience her nervousness as a fixed trait rather than an emotion she can control. She also knows full well that “shy” is a negative word in our society. Above all, do not shame her for her shyness.
If you can, it’s best to teach your child self-coaxing skills while he’s still very young, when there’s less stigma associated with social hesitancy. Be a role model by greeting strangers in a calm and friendly way, and by getting together with your own friends. Similarly, invite some of his classmates to your house. Let him know gently that when you’re together with others, it’s not OK to whisper or tug at your pants leg to communicate his needs; he needs to speak up. Make sure that his social encounters are pleasant by selecting kids who aren’t overly aggressive and playgroups that have a friendly feel to them. Have your child play with younger kids if this gives him confidence, older kids if they inspire him.
If he’s not clicking with a particular child, don’t force it; you want most of his early social experiences to be positive.
When encouraging shy children to speak, says Johnson, it helps to make the topic so compelling that they forget their inhibitions.
But don’t risk having children make a speech to the class unless you’ve provided them with the tools to know with reasonable confidence that it will go well. Have kids practice with a partner and in small groups, and if they’re still too terrified, don’t force it. Experts believe that negative public speaking experiences in childhood can leave children with a lifelong terror of the podium.
So, what kind of school environment would work best for the Mayas of the world? First, some thoughts for teachers: Don’t think of introversion as something that needs to be cured. If an introverted child needs help with social skills, teach her or recommend training outside class, just as you’d do for a student who needs extra attention in math or reading. But celebrate these kids for who they are.
Studies show that one third to one half of us are introverts. This means that you have more introverted kids in your class than you think. Even at a young age, some introverts become adept at acting like extroverts, making it tough to spot them. Balance teaching methods to serve all the kids in your class. Extroverts tend to like movement, stimulation, collaborative work. Introverts prefer lectures, downtime, and independent projects. Mix it up fairly. Introverts often have one or two deep interests that are not necessarily shared by their peers. Sometimes they’re made to feel freaky for the force of these passions, when in fact studies show that this sort of intensity is a prerequisite to talent development. Praise these kids for their interests, encourage them, and help them find like-minded friends, if not in the classroom, then outside it. Some collaborative work is fine for introverts, even beneficial. But it should take place in small groups—pairs or threesomes—and be carefully structured so that each child knows her role
On the other hand, remember Anders Ericsson’s research on Deliberate Practice from chapter 3. In many fields, it’s impossible to gain mastery without knowing how to work on one’s own. Have your extroverted students take a page from their introverted peers’ playbooks. Teach all kids to work independently.
Don’t seat quiet kids in “high-interaction” areas of the classroom, says communications professor James McCroskey. They won’t talk more in those areas; they’ll feel more threatened and will have trouble concentrating.
catch is that this depends on getting Maya to open up and tell you what happened during her school day. Even if they’re generally forthcoming, many kids won’t share experiences that made them feel ashamed. The younger your child is, the more likely she is to open up, so you should start this process as early in her school career as possible. Ask your child for information in a gentle, nonjudgmental way, with specific, clear questions. Instead of “How was your day?” try “What did you do in math class today?” Instead of “Do you like your teacher?” ask “What do you like about your teacher?” Or “What do you not like so much?” Let her take her time to answer. Try to avoid asking, in the overly bright voice of parents everywhere, “Did you have fun in school today?!”
If your child is prone to overstimulation, then it’s also a good idea for her to pick activities like art or long-distance running, that depend less on performing under pressure.
The other thing that gave David strength was his parents. They focused less on developing his confidence than on making sure that he found ways to be productive. It didn’t matter what he was interested in, so long as he pursued it and enjoyed himself.
We all write our life stories as if we were novelists, McAdams believes, with beginnings, conflicts, turning points, and endings. And the way we characterize our past setbacks profoundly influences how satisfied we are with our current lives. Unhappy people tend to see setbacks as contaminants that ruined an otherwise good thing (“I was never the same again after my wife left me”), while generative adults see them as blessings in disguise (“The divorce was the most painful thing that ever happened to me, but I’m so much happier with my new wife”).
The secret to life is to put yourself in the right lighting. For some it’s a Broadway spotlight; for others, a lamplit desk. Use your natural powers—of persistence, concentration, insight, and sensitivity—to do work you love and work that matters. Solve problems, make art, think deeply.
Figure out what you are meant to contribute to the world and make sure you contribute it. If this requires public speaking or networking or other activities that make you uncomfortable, do them anyway. But accept that they’re difficult, get the training you need to make them easier, and reward yourself when you’re done.
Here’s a rule of thumb for networking events: one new honest-to-goodness relationship is worth ten fistfuls of business cards. Rush home afterward and kick back on your sofa. Carve out restorative niches.
Respect your loved ones’ need for socializing and your own for solitude (and vice versa if you’re an extrovert).
Spend your free time the way you like, not the way you think you’re supposed to. Stay home on New Year’s Eve if that’s what makes you happy. Skip the committee meeting. Cross the street to avoid making aimless chitchat with random acquaintances. Read. Cook. Run. Write a story. Make a deal with yourself that you’ll attend a set number of social events in exchange for not feeling guilty when you beg off.
Whoever you are, bear in mind that appearance is not reality. Some people act like extroverts, but the effort costs them in energy, authenticity, and even physical health. Others seem aloof or self-contained, but their inner landscapes are rich and full of drama. So the next time you see a person with a composed face and a soft voice, remember that inside her mind she might be solving an equation, composing a sonnet, designing a hat. She might, that is, be deploying the powers of quiet.