Last week, I wrote an article titled, “Who Speaks for the Quiet Ones In the Workplace”. In retrospect, it should have been preceded by this article, which explains what it means to be an introvert, how to recognise the trait, the difference between introversion and shyness, the challenges introverts face and how they can thrive in “a world that cannot stop talking”.
Expressiveness often commands attention. In classrooms, workplaces, family gatherings and politics, those who speak up are seen as smarter or leaders – though not all are either.
Sitting quietly at the back is an individual full of ideas, reflection and solutions. They have something to say but feel constrained as they don’t like engaging in large group conversations. They are most likely introverts - often misunderstood, but who, research shows, are vital to innovation and leadership.
The terms “introvert” and “extrovert” were popularised by Swiss psychiatrist Carl Jung. Introverts feel energised by solitude and reflection. They thrive in quiet settings and often prefer deep conversations over small talk.
In contrast, extroverts draw energy from social settings, networking events and group activities. Ambiverts display tendencies, depending on the situation. Neither personality is superior. Both bring strengths when balanced within teams and organisations.
According to research, you may be introverted if you prefer one-on-one conversations over group discussions, feel drained after corporate meetings or social gatherings, enjoy solitary activities such as reading, recording your thoughts or events, enjoy solving problems or doing assignments on your own, take time to think and organise your thoughts before speaking, and value meaningful conversations, or withdraws for a quiet time after interacting with many people.
Contrary to stereotypes, introverts are not necessarily antisocial. They simply prefer depth over broad interactions.
One common misconception is associating introversion with shyness or depression. Introversion is a natural preference for calm, low-stimulation environments. Shyness is associated with fear of judgment or rejection in social or work situations.
A shy person may want to socialise but feels anxious. Depression is a mental health condition characterised by persistent sadness, fatigue and loss of interest in activities.
Understanding these distinctions prevents introverts from inappropriate judgment and ensures those experiencing shyness or depression get proper support.
Kenyan society and ethnic culture value community participation and outward expression. This creates barriers for introverts. Work meetings, for instance, often favour those who “speak up”. They are overlooked for promotions despite competence.
“Visibility” remains a key driver of career growth, disadvantaging introverts. Assignments in high-pressure networking events and conferences can overwhelm introverts. Quietness may be interpreted as arrogance or aloofness.
Extroverted colleagues dominate discussions in teams, sidelining the thoughtful and quieter introverts – who may be labelled as not playing their part. Attending a family function is energy draining and elicits criticism.
Introversion is not illness. Studies in neuroscience show introverts have different sensitivity to dopamine – the brain’s “reward chemical”. Studies suggest introversion has a 40–50 per cent genetic basis.
Susan Cain, in her bestselling book Quiet: The Power of Introverts in a World That Can’t Stop Talking, says introversion is a natural personality style, not something to be “fixed”. The goal is not to change introverts but to help them thrive.
According to psychologist Jonathan Cheek, not all introverts are alike, and the following are common subgroups. Social introverts prefer small groups or intimate settings. Thinking introverts are reflective, imaginative and thoughtful.
Anxious introverts feel uneasy in unfamiliar social situations, while restrained introverts are cautious, deliberate and slow to warm up.
Recognising these distinctions helps people, introverts and workplace leaders, managers, colleagues and families support introverts more effectively.
Introverts do not need to become extroverted to succeed. They can leverage on, or take up work like research, technology, medicine, creative arts etc., which require focus and reflection.
Preparing for networking events by setting clear goals and selectively engaging in one-on-one conversations can make their interactions meaningful.
Joining Toastmasters Club or training in public speaking to hone skills and confidence are open opportunities. Taking advantage of and strengthening active listening skills, which they are naturally inclined to bring out, brings out leadership strengths useful in coaching, HR and negotiation.
Building friendship with extroverted people can be beneficial during presentations as they provide insights. That helps to make them visible as key team members.
Taking short own time breaks, undertaking whatever calms them after an intense interaction – for example, listening to music or taking a walk – rejuvenate their energy. Kenya has produced notable introverts who have shaped society through quiet strength.
John Musunga, former managing director, Kenya Breweries Limited, and later CEO of Guinness Nigeria, in an August 2022 Business Daily article titled “John Musunga, the functional introvert CEO”, described himself as: “I’m a functional introvert. …because I am an introverted guy, I don’t blow my own trumpet.”
Ahmed Isaack Hassan, a lawyer and former Independent Electoral and Boundaries Commission chairman, in a Business Daily (April 14, 2025) profile titled “Ahmed Isaack Hassan, the introvert who broke out of his shell”, has led a successful legal and corporate career. Many prominent political, corporate leaders – including artists – describe themselves as introverts.
Business leaders in Kenya should recognise that talent comes in many forms. Studies from Harvard Business Review reveal that introverted leaders often excel at managing proactive employees because they listen and empower others.
Rather than pushing introverts to “speak louder”, society and workplaces should embrace their strengths.
As Susan Cain notes: “There’s zero correlation between being the best talker and having the best ideas.” Introverts are not broken souls and we cannot fix them. We can only understand and embrace them and work towards workplaces and communities where the outspoken and the quiet can thrive.
The writer is HR Strategist, Career and leadership coach.
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