How to manage someone high in extraversion

Manage someone high in extraversion by giving them people to work with, frequent conversation and visible goals, while being clear about when quiet focus and listening matter more. They tend to gain energy from company and activity, and often do their best thinking aloud. When you channel that well, it can lift a whole team.

A manager's field notes

Here is what your week may look like with Jonah on the team.

Monday, 9.05am. He has already spoken to two people from marketing. He now knows about a problem you hadn't heard of yet.

Tuesday, 2pm. In a project meeting, he voices four half-formed ideas in a row and argues against one of them himself. A quieter colleague stares at the table.

Wednesday, working from home. He sends you eleven short messages. None are urgent. By 3pm, he sounds a bit flat.

Thursday, client lunch. He charms the room and leaves with a new lead and the name of the client's dog.

Friday, 4pm. A report that needed three hours of solo focus is still half done.

That is a recognisable pattern for someone high in extraversion, although no two people show it in exactly the same way. All of it is workable. Some of it is gold.

Put the energy to work

Ask what parts of the job involve talking to people, and then see how much more of that you can give them. They may enjoy induction buddying, client calls, running a stand-up, representing the team at a cross-team meeting or hosting the demo. Tasks that feel draining for someone else may feel like a treat to them.

Give them fast feedback too. Waiting six months for a formal review might feel like a long silence. A quick "that pitch really worked, especially the bit about pricing" can go a long way, and costs you ten seconds.

Protecting the quiet work

Some parts of every job need closed-door concentration. Instead of hoping for the best, you can help them arrange the task around company:

• Book a short kick-off chat to talk through the approach out loud.
• Set a focused block with a defined end, such as 90 minutes.
• Finish with a check-in so there's a person waiting at the other side.

Working near others, even silently, may also help. A shared table or a body-double video call can suit them better than a lonely home office.

Making room for everyone else

The most delicate conversation usually concerns airtime. Talkers often don't notice that they are filling the space, and they are frequently horrified when they find out. So tell them privately, and ask for their help:

"You bring so much energy to our planning meetings, and it gets us moving. I've noticed Lin and Sam rarely get a word in before the decision's made. Next Tuesday, could you hold your ideas until they've spoken, and then be the one to draw them out? You're great at making people feel at ease."

This gives them a new role instead of just a muzzle. Drawing others out is a social skill, and they are likely to enjoy being good at it.

You could also change the meeting itself. Send out questions beforehand, or start with two minutes of silent writing, so everyone arrives with something to say.

When ideas outrun commitments

Thinking aloud can sound like a promise. Someone hears "we could totally do a webinar!" and starts booking one. Help the team learn the difference by asking, "Is that an idea or a commitment?" Asked lightly and regularly, it becomes a team joke that also does its job.

Different people, other guides

For the opposite end of this same trait, see how to give feedback to someone low in extraversion. Someone outgoing may also keep everybody happy at their own cost, which is the topic of how to work with someone who is highly agreeable. And when you need to raise an issue with a people-pleaser on the team, you can read how to give feedback to someone highly agreeable.

Managers do better with notes from the people they manage. Get a Field Guide written for the people in your life.

Are you the quiet boss of a loud team, or the other way around? The Core Personality Expedition can tell you how your own social energy compares.