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Being an Introvert Doesn’t Make You a Bad Leader. In Fact, It Just Might Be Your Secret Weapon

We've peddled this idea that a leader has to be an extroverted, outgoing "people person." But that couldn't be more wrong

By | Sofia Laurell |

 has been having a field day bringing us the incredible stories of startups turned juggernauts with shows on UberWeWork and Theranos entertaining us from afar. Oftentimes, these rise and demise stories are centered around larger-than-life egotistical leaders who are depicted as overly ambitious, very vocal and fueled by achieving company growth — whatever the cost.

We have peddled this idea that leaders need to be extroverted, outgoing “people persons.” We see this image over and over again of these exuberant, out-there  figures, and it leaves you feeling like it’s simply not a role fit for introverts. But that couldn’t be more wrong.

After watching my fair share of documentaries, mini-series and  movies on the type of awe-inspiring or “we are going to change the world” leader trope who asks teams to “move fast and break things,” I am reaffirmed in my personal approach when it comes to running a business and being a team leader, co-CEO and co-founder by channeling quiet confidence.

Quiet confidence means that you believe in yourself and you’re steady in that regard. “They never impose their opinions on others, rather softly guide one to the right path,” one definition reads. “Even though quiet confident people aren’t loudly commanding, they make great leaders as they can easily get people in their confidence by establishing trust through careful listening.”

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