A recent group conversation about business development had us talking about networking. Some of us love it, and some of us don’t. That led to a deeper conversation about personality types and whether we consider ourselves introverts or extroverts, and whether those labels are actually accurate.
Most of us can think of situations where we are energized by being around people and other situations where we’d rather be left alone. We can be the life of the party with close friends and completely reserved in a room full of strangers. We can thrive in a one-on-one conversation and feel drained in a networking event with 200 people.
How we show up often depends on the situation. Who are we talking to? How many people are involved? How comfortable are we with the topic? Is the conversation superficial, or does it allow for deeper discussion and genuine connection?
Many business leaders have labeled themselves, or have been labeled by others, as introverts because they dislike networking events. Yet put them in a room with a trusted group of peers discussing meaningful issues, and they become some of the most engaged participants.
During our conversation, the concept of being an “ambivert” came up, a new term for many of us. An ambivert is someone who exhibits both introverted and extroverted tendencies depending on the circumstances. The more we explored the concept, the more it seemed to fit most of us. We may lean one way or the other, but specific situations can move us along that spectrum.
Labels can be useful. They help us understand ourselves. But they can also become limitations when we start believing they define us.
Maybe you lean more toward being an introvert or an extrovert. Or maybe you’re simply human, adapting to the people, environment, and purpose of the moment.
Understanding that can help us identify the situations where we do our best thinking, connecting, and leading.
One practical takeaway from our discussion was that regardless of where we fall on the spectrum, networking tends to be more productive when approached with intention. If part of your leadership role involves business development, walking into a room with a clear idea of who you’d like to meet and what you’d like to discuss often creates a far more valuable experience than simply working the room.
Perhaps the question isn’t whether you’re an introvert or an extrovert. Perhaps the better question is: Under what circumstances do you do your best work?