Eleanor Roosevelt transformed the office of First Lady as well as how many people viewed the role of women in public life. She was an outspoken public figure, author, and champion for human rights. Through her life’s work, she continues to inspire people from all backgrounds to strive for the greatness within us all. No one would describe Eleanor Roosevelt as an apathetic, meek, or weak leader. Nor would anyone describe Abraham Lincoln, John Wooden, Rosa Parks, or Mahatma Gandhi similarly. They did, however, have a quieter, introverted disposition. Furthermore, they would be in great company! These leaders, and others like them, succeeded because of their quieter temperament, not despite it.
Quiet confidence is not an oxymoron. Confidence does not need to be loud. It doesn’t need to be the center of attention and take all of the credit for success. Those characteristics stem from insecurity. Real confidence comes from self-trust. Self-trust is the embodiment of living your values, as evidenced by your actions. It’s “practicing what you preach” and “walking the talk.” People gain self-trust and real confidence by developing their skills and healing past wounds. Self-trust empowers people to be vulnerable, courageous, authentic, and to listen to their intuition. This quiet confidence is the foundation for success. Susan Cain, author of Quiet: The Power of Introverts in a World That Can’t Stop Talking said, “These leaders embody the strengths identified by the research of today’s top leadership experts who have found that when introverts draw on their natural strengths as leaders, they often deliver better outcomes than extroverts.”
According to the Myers-Briggs Type Indicator, these leaders “are often quiet and unassuming but win the dedication of others through their own hard work, strong principles, and inspiring ideas.” In other words, they lead by example. Quiet leadership comes from a position of strength, not weakness, and it serves as a counterweight to the loud voices competing for attention, power, and position.
Quiet leadership enables the leader to listen actively and empower others. These leaders are secure enough not to be the loudest voice in the room. They see value in giving others a voice and letting their talents and skills shine through. Eleanor Roosevelt said, “A good leader inspires people to have confidence in the leader. A great leader inspires people to have confidence in themselves.
How can quieter leaders use their strengths to make a difference?
- Be accessible. People appreciate the fact that you are visible and approachable. It makes it easier to ask a quick question or to share an idea.
- 1:1 relationships are important. Nourish them by showing appreciation. A quick personal note or conversation can make a difference.
- Both Adam Grant and Jim Collins have found that introverts are more likely to allow proactive employees to run with their ideas. Encourage innovation.
- Dig into the work with colleagues. Lead by example and always be willing to do whatever you require others to do.
- Make good decisions with courage and conviction.
- Share your vision, talent, and experience. Encourage everyone to learn and grow together.
- Use your energy strategically so that you can step out of your comfort zone when you need to.
- Admit your mistakes. Apologize for lapses in judgement.
- Focus
- Value collaboration.
- Tap into your natural ability to show empathy.
- Listen
- Express gratitude
- Always stay a learner.
During the last five years, in particular, my leadership journey has led me to a place of self-discovery, reflection, and learning. As I’ve learned more about myself as a leader, my competence, confidence, and self-trust have also grown exponentially. Experience has also been a great teacher, and I’ve been extremely fortunate to be in a position where I’ve been able to learn about school leadership when the stakes are low. I’ve always been highly confident as a teacher, but I wasn’t quite so comfortable taking on a formal school leadership role. Now, that has completely changed! I still have a lot to learn, but I’m confident that when the time is right, I can genuinely make a difference on a larger scale. It’s uncomfortable for me to tout my own accomplishments, talents, and abilities. But, I am a leader. I have a quiet confidence in myself, and I’m driven by a deeper purpose and mission to fulfill.
