Susan Cain

Bold Fish, Timid Fish, Smart Fish, Dumb Fish: Introversion, Extroversion and Risk-taking

 

When Lee Dugatkin, Professor of Biology at the University of Louisville, placed guppies in a tank from which they could view predators in another tank, some of the fish swam up to the barricade to observe the predators; he named these “Bold” fish. Others – the “Timid” fish – swam the other direction.

When all the fish were placed directly in the tank with the predators, the Bold fish swam right up to the predators– and were eaten. Their survival rate at 36 hours was roughly half that of the Timid fish, and at 60 hours their survival rate was zero compared to 40% for the timid fish.

So, asked Psychologist Elaine Aron, why weren’t they called the Dumb Fish and the Smart Fish? What a great question. 

Possibly the answer lies in the fact that boldness is a much-admired trait in our society. Research shows that those step-forward, take charge, bold types of employees are much likelier to end up in leadership roles. As you go up the managerial hierarchy in corporate America, the ranks of the outgoing and bold swell as the quieter, more thoughtful and more risk-averse counterparts are left behind. 

Is this leaving corporate America at risk for hasty, poor decisions? I think so. In fact, I coached a client a few years ago who was in the last stages of collapse from stress, stress resulting from her repeated attempts to alert her manager to the need to do contingency planning for some of the crises a large corporation such as theirs might experience. He, in the meantime, scorned her contributions and gave her a bad performance review based on the fact that she didn’t participate easily in the games with which he warmed up for a meeting. 

Her health became so poor she went on leave, ultimately left the company to go into business for herself, and watched from afar as one of those very crises enveloped her former employer. 

Being watchful isn’t necessarily a sign of high intelligence, but it is often a trait associated with introversion.

Susan Cain’s book, Quiet: the Power of Introversion In A World That Can’t Stop Talking, has a chapter titled, “Why Did Wall Street Crash And Warren Buffet Prosper?” in which she says:

“Warren Buffet, the legendary investor and one of the wealthiest men in the world, has used exactly the attributes we’ve explored in this chapter — intellectual persistence, prudent thinking, and the ability to see and act on warning signs — to make billions of dollars for himself and the shareholders in his company, Berkshire Hathaway. 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.’”

And that is the temperament of the introvert: watchful, careful, actually checking to see if there is a trampoline at the bottom of that cliff others are so determined to jump over.

Lynette Crane is a Minneapolis-based acclaimed national speaker, author, and executive coach with more than 30 years of experience in speaking and training. 

Author of The Confident Introvert,  and a life-long successful introvert, she believes that America is overlooking and even discouraging its intellectual treasure: the 51% of the population who are introverts, and who are highly representative of the gifted. 

In addition to helping quiet people thrive in a culture that idealizes extroversion, she gives leaders the tools to manage diverse groups in the same setting, and to develop the talent that is quietly under their noses. 

Visit her website at http://www.creativelifechanges.com to see more in-depth articles and to view her programs.

The Unintended Consequences of Being an Introvert

As more and more attention is being paid to introversion, thanks to Susan Cain and her book, “Quiet: The Power of Introverts in a World That Can’t Stop Talking,” the world is slowly becoming aware of introvert value and, what’s better, willing to make some adjustments to accommodate introverts and recognize our ability to make valuable contributions. For example, Steelcase, an international company providing “office furnishing solutions,” has designed a special “Susan Cain room”: a soundproofed room to which an employee can retreat for respite from the stimulus overload of a busy office.

Yes, being quiet can be a good thing: during quiet times we can collect information carefully, digest it, ponder it, and come up with innovative solutions. All of these are important contributions to organizations, productivity, innovation, and our own (I’m an introvert, too) sense of pride.

We introverts can and should be proud of our valuable contributions. However, in order to be truly effective, we need to manage how we contribute. Here are some pitfalls to avoid:

Pitfall #1: Being seen as “slow” or “uninvolved”

Listening carefully in a meeting or group, you test a new, innovative idea that just sprang into your head on one or two people near to you in a low voice. Ouch! The first person to speak up with the new idea gets the credit – and it isn’t you.

I can’t think how many times I have had a clever thought and handled it just like that – only to have that idea fed back to me later as fresh and brilliant – and attributed to someone else.

We may think we’re thoughtful and cautious; others may think we’re just slow on coming up with solutions.

The fix: Turn “slow” or “passive” into “thoughtful” and “careful”

Be very careful with whom you test your new ideas. The friendly sounding board you are using might not be acting in your best interests. Or, a true but bolder friend may verbalize what you shared, thinking to help your idea gain visibility. The result is the same: you’re not given the credit.

If you are self-conscious about speaking up in a group, my first advice would be, “Get over it,” but I know too well that “getting over it” is a slow process of gaining confidence in a group setting. So, another ploy is to say, “I may have some further thoughts on this, and I’d like to get back to you a little later,” or even, “I’d like to take a little time to put my thoughts down on paper.”

Teach people around you (yes, you can do this) to recognize that you are a deep thinker who provides great value when you don’t shoot from the hip.

Pitfall #2: Being seen as “sneaky”

While listening, you start to have disquieting feelings that there’s something wrong with what’s being discussed, but you’re not quite sure if you’re right and you’re really not ready to commit yourself to providing your criticism.


When we do this, we may think we’re being diplomatic and careful, and we may in fact be just that. But if we mention our thoughts later to another group member, who speaks to another … etc., etc. … we can quickly develop a reputation as “sneaky” or, at best, “cowardly.”

The fix:

Your initial silence has been interpreted as agreement; so your later criticism seems like betrayal.  

Signal your discomfort upfront by saying, “I think this needs a little more thought/research, and I’d like to get back to you with my comments.”

If, after careful thought, you decide there is no real objection to what has been suggested, you can always say, “I’ve given this considerable thought/checked the facts carefully, and I think we should go ahead.”

The biggest fix:

Learn to be proud of your introversion.

Let others around you, including managers, know that you like to think deeply about topics and can provide greater value if you feel free to take the time to do just that.  

You don’t have to be apologetic. The cultural tide is on your side; people are becoming aware that all good ideas do not come from the people who speak up quickly and the most. People are finally learning that the introvert’s great ideas are well worth waiting for.

Yes, it’s a good time to be an introvert in America.

_______________________________________________________________________

Lynette Crane is a Minneapolis-based speaker, writer, and coach. She has more than 30 years’ experience in the field of stress and time management and personal growth. Her latest book is The Confident Introvert, written to help introverts overcome the stress of living in a culture that idealizes extroversion, so that they can thrive, and not just survive.Visit her website at http://www.creativelifechanges.com/ to see more in-depth articles and to view her programs.

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Lynette is a member of MVP Seminars. Visit her at www.MVPSeminars.com

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