When people paint a picture of what a leader looks like, it often looks like this: A leader commands the center of attention. A leader is outgoing, talkative, and dominant. A leader is able to deliver charismatic speeches, rallying large audiences at a drop of a hat. A leader is the ultimate salesman; people hang onto their every word, waiting for their next one with bated breath.

A leader is, in essence, an extrovert. I’m not saying this is a BAD way to lead. I’m saying this is not the ONLY way to lead, and certainly not all the time.

Which begs the question: If we can accept that the world desires extroverts, how can we as introverted designers and design leaders operate successfully within it?
Tom Yeo – Design Leadership for Introverts

I don’t have the answer, but the article by Tim Yeo attempts to answer it. Most of the advice seems geared towards corporate environments, which I have come to loath, but his advice on networking, which I also loath, works well for me. By making every conversation a potential user interview I am able to overcome my natural social awkwardness. But generally, like the recent StartUp Zone event, I just don’t care if I network or not, which I realize is likely not a very healthy attitude.

But articles like this tend to only focus on one form of leader, the frontman, but there are many other kinds – one doesn’t have to be at the front of the room to drive forward ideas, thoughts, or strategy. If your team is running well everyone has a voice and it just then becomes a matter of roles based on interests, talents and competencies. I’ve never been a General but I feel I make a competent Captain.