Last week I wrote about the introvert earnings gap and featured research studies that found extraverts earn more than introverts. In this edition of the newsletter, I write about how employers can close the gap.
To close the gap, it is necessary to understand why the gap exists in the first place. Through my work and my research, I have come to realise that the reason is twofold. Firstly, extraversion is favoured in the workplace and there is an unfavourable bias towards introversion. Secondly, introverted leaders need to better advocate for themselves.
Misconceptions exist about what introversion is. Many people mistakenly think that introverts are shy and lacking in confidence. Many people associate leadership with extraversion. Over the years I have seen many such comments here on LinkedIn, for example, claiming that an introverted leader is an oxymoron, or leadership is unnatural for introverts and more.
It has commonly been accepted that the ideal leader fits the extravert ideal. Namely, alpha, gregarious, and comfortable being in the spotlight. And often these are the characteristics looked for when appointing and promoting leaders.
When I deliver workshops on personal branding, visibility, and self-promotion, introverted leaders often talk about how the activities associated with these concepts do not feel authentic to them. They question why their work and the results they get don’t speak for themselves.
In an ideal world this would be the case. Talent would be recognised, acknowledged, and rewarded for what it is. But unfortunately, we do not live in an ideal world and extraverts get more opportunities in the workplace because their performance is more visible. Typically, introverts are not bothered about being in the spotlight, whereas extraverts are likely to be more visible, talk openly about their successes and achievements, and self-promote.
We are living in what I term, the selfie generation. That is a heavy focus on the visibility of the self and your successes and achievements. Social media has contributed massively to this and can pressure individuals to constantly be visibly performing in the spotlight.
We see this permeating all sectors. This week I met with a literary agent about my next book. We had a conversation about what publishers are looking for and they told me how the publishing world has changed. Many publishers are more concerned about the author’s following and reach than how good a writer they are. This is based on the view that the larger the following and reach, the more books that will sell.
This reminded me about how it is often the case that those who ‘shout’ the loudest are the ones who get heard, get seen, stand out, and get the recognition and the reward. The quieter ones often get overlooked.
Given that extraverts are energised by being around people, they are more likely to benefit from social capital. Networking is often more enjoyable for them, and they often find it easier to develop wider networks. Social capital can lead to better job opportunities and higher paying positions.
For many introverted leaders, networking and other activities associated with developing social capital can be draining or uncomfortable. By not taking part in such activities, it can limit their access to opportunities.
When it comes to negotiating better compensation packages, pay rises, and job offers, extraverts may be more comfortable talking up about their performance and achievements that deserve this. Drawing attention to themselves in this way may not come naturally to introverts and as such, they may not automatically think to sell themselves in the best possible light.
Closing the introvert pay gap
When it comes to closing the introvert pay gap, like with the gender pay gap and ethnicity pay gap, employers should maximise talent across the whole organisation. Focusing only on extraverted traits or those who are more vocal about their performance may lead to underutilisation of the skills and strengths introverted talent brings. Diversity of personality and thinking styles leads to better decision making and problem solving. It enhances team dynamics and organisational outcomes.
Recognise the full range of leadership qualities
Recognise the full range of leadership qualities and redefine leadership ideals to include the diverse attributes that contribute to good leadership. Deep thinking and thoughtful decision making, listening skills, analytical skills, strategic thinking, and empathy are all attributes introverts are well known for. All of these are essential in a good leadership team.
Develop a culture that values the different styles of both extraversion and introversion. Recognise the differences in communicating and getting their ideas and opinions across and allow for this so that ALL contributions are recognised and valued.
Have transparent selection, promotion, and compensation processes
Ensure there are transparent criteria for selection, promotion, and compensation that are based on performance, skills, and results, as opposed to visibility or social engagement. This will ensure that those introverts who are less likely to self-promote still get recognised for the valuable contributions they make.
Provide awareness training
Provide leaders and managers with training that increases their awareness of unconscious biases that might favour extraverts in performance reviews, hiring, promotions, salary and pay rise negotiations, and other opportunities.
When I deliver such training, invariably many attendees are unaware of the extent to which extraversion is favoured over introversion. However, unconscious bias training on its own is not enough. The systemic factors that allow bias to persist also need to be addressed.
Provide coaching, mentoring, and leadership development
Like with other groups that are underrepresented and face bias/are treated less favourably, provide opportunities for the development of introverted employees. Support them in developing the skills that will enable them to advocate for themselves and to develop skills that lead to higher paying roles, without having to change who they are at their core.
Establish an employee resource group that supports them in their development and provides a collective voice for feeding back the challenges and issues they face. This collective voice can advocate for and feed into policies that promote inclusion for introversion.
These are a few suggestions to help close the introvert pay gap. In the next edition, I will write about how introverted leaders can better advocate for themselves, increase their earning potential, and help themselves to close the gap. In the meantime, let me know in the comments what your views on what is needed to eliminate it.
