Are you an Extravert?

What is extraversion, and how is it relevant for EHS Leaders?

One of the requirements identified by Steven Zaccaro in his trait leadership model for effective leadership was extroversion. Carl Jung coined the original phrase described an extravert is someone who has an interest and engages with external stimuli and that has a greater need for external stimulation to feel energised. In opposite terms, an introvert gets their energy from their own company and internal stimuli. Jung’s theory focusses on psychological functioning, rather than social behaviour. Whereas the term is widely used in leadership literature to describe the social behaviour. Extraversion in this sense is associated with social skills, energy and enthusiasm, effective communication and adaptability, this definition will be the focus of the article.

Why is extraversion important?

Extraversion is important in leadership. This is because extraverted leaders tend to be excellent communicators, they can clearly articulate their vision, ideas, and instructions to their team, ensuring everyone understands their roles, responsibilities and are working towards a similar goal. Their sociable nature allows them to easily build rapport with team members, fostering a positive and collaborative work environment where people feel comfortable communicating, sharing ideas, and seeking support.

Extraverted leaders are often enthusiastic and energetic, which can be highly motivating for their team. Their positive energy can inspire others to work harder and achieve common goals combined with their assertiveness, which can be beneficial in driving initiatives forward. They are often confident in their decisions and can take charge when necessary, together with an outgoing nature, that can increase their visibility within their organisation, which can enhance their influence and impact.

What the data says:

From a recent study conducted by EHS professionals, the data demonstrates that 69% participants see themselves predominantly in level 3 of the maturity scale and there is minimal difference of this finding between the managers and non-managers. This level of maturity outlines that the participants like to find a balance between independent and collaborative teamwork, depending on the situations and tasks, but do not demonstrate a significant tendency for the need to work within teams or on their own. As extraversion is a key component of the model offered by Zacarro this could indicate the need for EHS professionals to take a flexible and measured approach to adapt to differing scenarios, rather than signifying a preference to demonstrate strong leadership and collaborative approaches.

Whilst this could be considered a mature approach regarding what might be best for the organisation, it may not be the best approach for the individual. Mintzberg outlines that too many appointments are made by smooth-talking over-confident people who are great at impressing their superiors. To prove one can lead an organisation one needs to take the lead, build effective relationships and understand how power and influences work. Extroversion can be linked to being noticed by senior leaders and in turn being offered opportunities, where simply being effective may not be enough.

This is demonstrated in the staff engagement surveys that have been evaluated as part of the study. The EHS team typically outperforms the operations directorate in every criterion used such as inclusion, engagement, leadership and change management. This potentially suggests that the EHS senior leadership team displays greater and more effective leadership attributes than the rest of the business. It could be argued it is an easier task for them to attain higher scores, but when there is opportunity for promotion to the senior executive roles, it is typically those in operational type roles that are being offered the opportunities.

Overall, the participants of the survey demonstrated that they could display these extrovert behaviours should it be required but typically tend to lean towards the introverted behaviours. They would look to adapt to the scenario, which could suggest they would choose when it is appropriate for them to lead.

How can I improve my extraversion?

Remembering the original definition of extraversion, you can not fundamentally change your personality. However, remembering that in this context, we are referring to extraversion as displayed behaviours, there is advice of what you can do to demonstrate more extravert behaviours at work, which in turn can enhance your career and relationships. Here are some examples:

Speak Up: Share your ideas and opinions in meetings, even if you feel hesitant, remembering to remain positive in your feedback, whilst asking questions and actively participate in discussions.

Build Relationships: Initiate conversations with your colleagues, even if it's just a quick, hello, whilst remembering to get to know your colleagues on a personal level as well as a professional one. Consider participating in cross departmental projects and activities, outside of the EHS speciality.

Increase Visibility: Attend company events and networking opportunities. Volunteer for projects that increase your visibility within the company, both within the EHS speciality and outside of it.

Confidence Building: We all suffer from a lack of confidence and imposter syndrome from time to time, its natural. Consider reflection activities on recent communications to ensure that you are getting your point across as well as seeking constructive feedback on your performance from others, considering networks and mentors so this is in a safe space. Think about skills development, as well as setting yourself realistic goals and targets, then celebrating when you meet them.

There are lots of resources available for those that want to work on their leadership skills in general, as well as the extravertive behaviours outlined in this article, its about experimenting to find what works for you, and taking a continuous improvement approach to your skills development.

Closing

In conclusion, demonstrating extravert behaviours can be a valuable asset for leaders, fostering strong communication, building positive relationships, and motivating teams. However, it's crucial to remember that extraversion is just one element of effective leadership. Leaders must also cultivate empathy, humility, strong decision-making skills, and a commitment to ethical conduct in order to be successful in today’s world of business. By understanding the strengths and weaknesses of their approach towards leadership, including extraversion, EHS leaders will better prepare themselves for leadership positions in the corporate world, that could transcend that of their personal specialisms.