When asked to describe an effective leader, the ability to charm and command a room comes to many people’s minds. Charisma is a must, as are polished communication skills. People might also mention quick, decisive thinking patterns. Someone who seems to have the answers at the tip of their tongue fits the ideal leader description. And don’t forget someone who can persuade others that their answers are best.

Despite the assumptions conventional wisdom upholds about extroverted traits being aligned with leadership, more introverted characteristics are proving to be more effective. For example, a joint study found introverted leaders delivered 28% higher productivity from proactive, engaged teams. Introversion is often mislabeled as shyness, but extroverts and introverts can be shy.

Introverts draw their energy from within and have different brain chemistry than extroverts, who draw energy from external stimuli. While leaders can’t change the brain chemistry behind their personalities, they can learn to think and respond more like an introvert. Traits such as listening, being analytical under pressure and admitting you don’t have an immediate answer can benefit CEOs. Successful introverts such as Warren Buffett and Tim Cook might call it their superpower.

As a leader, it’s not always easy to step back. When you’re in a room with others, you feel the pressure to do more than speak up. You feel an obligation to drive the discussion while influencing others’ contributions. It’s also your job to comment on whether you believe what someone else says has merit or needs rethinking.

However, you can overlook what others are trying to say if you focus too much on commanding the conversation. It may be difficult for people to get a word in edgewise. They might not feel heard if the discussion moves too fast or they aren’t given the space to express their full thoughts.

Opening discussions with acknowledgement that you don’t have the answer or could be missing something invites others to speak. When group members contribute, step back to hear what they’re saying. Repeat what you heard while asking the person for validation.

Sometimes what you hear and what the other person intended to say are mismatched. Support the exchange of diverse perspectives and knowledge. Simultaneously, admit that the answers may need more time to surface.

Relying On Careful Analysis

An analytical approach takes things slowly. There isn’t a rush to make a decision based on potential short-term gains. Analytical thinking patterns aren’t reactive or emotional, but this doesn’t mean empathy doesn’t factor into decisions. CEOs whose approach focuses on long-term goals with patience and thoughtfulness don’t fit the traditional leadership mold.

Yet, the analytical tendency of introverts has been shown to increase profitability. A study of introverted leaders who led franchises showed they were up to 20% more profitable. Being detail-oriented is one of the contributing factors to increased long-term gains.

This is because careful analysis is more skeptical of short-term wins at the expense of future impacts. An analytical mind knows that not all pertinent data may be present. While overthinking can be a sometimes-detrimental effect of analysis, volatility can result from not enough of it. Pausing instead of assuming, finding the why and calmly addressing challenges can ensure teams aren’t chasing the wrong problem.

Sorting Through What’s Known Vs. What’s Not

The unknown is an underlying factor in every conversation and decision. CEOs rise to the top because of their ability to confidently execute their expertise . But having extensive knowledge and experience doesn’t mean someone knows everything. It’s why effective leaders also delegate and rely on the specialized skills of each team member.

Introverts tend to think about interactions before they go into them. They’re the ones who appreciate meeting agendas instead of spur-of-the-moment brainstorming sessions without any context. Introverts sort out what information they know, what they may not be certain about and what they don’t know beforehand. They prefer to plan what they can contribute and mull over during future conversations.

Adopting this structure helps CEOs speak with increased detail instead of vague descriptions. It’s difficult for a team to discern what “improving world-class service” means. Providing specifics and the reasons behind them gives clearer direction. Also, saying what you believe the problem to be, but stating your perspective may not be 100% correct, opens the discussion. Others can lend their expertise, perhaps filling in the blanks of what a leader doesn’t know.

Adopting An Introverted Mindset

The dominant culture tends to dismiss introverted qualities. A bias toward extroversion leads to workplace disadvantages for introverts, particularly when it comes to promotions. But extroverted traits in CEOs don’t necessarily deliver more favorable outcomes for organizations.

Executives with introverted characteristics can lead their teams to higher performance levels. Bias aside, the traditional leadership mold may not always be ideal. Adopting an introverted mindset and problem-solving approach could be the superpower you’re overlooking.