In the noise that follows a merger or acquisition (M&A), the louder voices more often break through to command the attention of senior leaders. Extroverts, with their outgoing and assertive nature, tend to better position themselves to take on roles of responsibility as leadership evaluates where everyone fits within the new structure. However, as companies unite post-deal and the criteria for success evolve, leaders with different profiles can begin to shine. Introverted leaders, with their capacity for deep listening, thoughtful analysis, and a calm demeanor, can be exceptionally effective in navigating the intricacies of integration. When facing the uncertainty of an untested strategy, considering the leadership styles of both extroverts and introverts is not just beneficial but necessary.
Challenging the Stereotype for Leadership in Uncertain Times
The prevailing stereotype that effective leaders are invariably charismatic and outspoken is deeply ingrained. However, insights from Wharton research suggests that in a dynamic, unpredictable environment, introverts may be the better boss. The study found that extroverted leaders can feel threatened by proactive employees who offer ideas for improving the business, potentially stifling valuable input. In contrast, introverted leaders often excel in such settings, as they tend to listen more carefully and show greater receptivity to suggestions. Where extroverts excel at motivating and rallying the workforce around a common cause, introverts shine in their ability to listen attentively and remain open to new ideas, fostering an environment where innovation can flourish.
Embracing Introverted Leadership for Successful Integration
Susan Cain, in her influential book Quiet: The Power of Introverts in a World That Can’t Stop Talking, powerfully states, “There is zero correlation between being the best talker and having the best ideas.” In the crucial early stages post-deal, leaders must make special effort to hear from everyone—not just the most vocal. A successful integration effort lies in a leader’s capacity to tap into the collective intelligence of the team. How do you foster a climate where the quieter individuals feel comfortable sharing their thoughts? By embracing the leadership qualities of introverts, we can implement core practices that nurture diverse contributions.
In an M&A post-deal scenario, there is inevitably a lot of change, and individuals may vie for new roles. As a leader, fostering an environment where individual voices can be heard is crucial. Encouraging diverse opinions and acknowledging that it’s okay not to have all the answers (“I don’t know”) are key steps in this process. Recognize and reward those who challenge the status quo. Arrange meetings and design exercises that encourage participation without putting people on the spot.
Glen Cathey, senior vice-president of Digital Strategy at Randstad Enterprise, and an advocate for the strengths of introverted individuals, advises, “Clarify your expectations in advance. By sharing what you anticipate from team members, you provide those who may need more time to deliberate and prepare, the chance to contribute effectively and confidently.”
During the aftereffects of a merger or acquisition, the ability to block out the noise and focus on what truly matters becomes a critical skill. Introverted leaders often excel in this area, employing strategies that allow them to concentrate amidst a whirlwind of activity and challenging attitudes. They create quiet spaces for deep work and set boundaries to protect their focus time.
Introverted leaders are adept at dissecting complex issues into manageable segments and contemplating the gathered information prior to making strategic choices. These reflective practices are particularly beneficial for navigating through competing agendas during post-integration. By embracing such introspection, leaders can approach challenges with clarity, ensuring that the strategies they implement are both thoughtful and thoroughly considered.
Phil Clement, former CMO at AON, a company known for its frequent acquisitions, reflected on the importance of engaging introverts for deeper insights into organizational dynamics. “I wish I had realized earlier the depth of understanding that could be unlocked by simply engaging with those who are less vocal,” he shared. “Once I discovered the wealth of insights from introverts, it became a standard practice in my integration strategy to actively seek their perspectives.”
Successful leaders in the post-deal phase understand that consensus is not the goal; rather, it’s about finding the best path forward. They know the value of ‘soliciting for friction’—actively encouraging open debate and embracing diverse viewpoints. This approach recognizes that a mix of opinions, including dissenting ones, can drive innovation and result in stronger, more well-rounded solutions.
It’s time to expand our understanding of what makes a strong leader in times of change and uncertainty. In the intricate post-merger or acquisition dance, the true measure of leadership is not in the volume of one’s voice but in the ability to harmonize the diverse voices of a team. The integration journey requires leaders who are adept at nurturing contribution, maintaining focus, and valuing dissent. By combining the assertive energy of extroverts with the thoughtful perspectives of introverts, companies create a well-rounded leadership dynamic essential for bringing companies and teams together.