Category Archives: EDUCAUSE

  • -

Lessons Learned on an Introvert’s Journey to Leadership

Category:EDUCAUSE,Introverted Leadership,introverts,Leadership,Lessons Learned Tags : 

mountain-climbing-802099_1280Note: This article was previously published on October 17, 2016 in the EDUCAUSE Review The Professional Commons Blog.

Many of us might agree that Western society lauds extroverted leaders and their accomplishments. However, introverts make great contributions and can be effective leaders too. As IT professionals, many of you are introverts, and you certainly work with a lot of introverts. Those of us who are introverts may not believe or recognize that we have strong leadership skills, and we certainly don’t seem like the extroverted leaders that are the norm in Western society.

I’m an introverted leader, despite outward appearances. I’ve presented at conferences numerous times, and overall, I’m able to mix well in business settings. Many people who see me in that very public context are surprised that I’m an introvert. My introversion informs my approach to leadership, and I’ve found that self-understanding has helped me learn how to harness my strengths as an introvert to become an influential leader and to achieve great results.

I thought it might be helpful to share a bit of my journey to leadership, to talk about what’s worked for me, and to provide strategies for both discovering your introvert strengths and maximizing them in your workplaces.

First Things First: What’s an Introvert?

Please regard this section as a generalization constructed from a number of sources. Introversion and extroversion lie along a spectrum. Individuals may be more or less extroverted or introverted. It’s also important to note that social anxiety or fear of public speaking does not necessarily mean that someone is introverted. (Many articles and discussions state that public speaking is the number-one fear for most people.)

For the purposes of this blog post, I’ll characterize extroverts and introverts as follows:

  • Extroverts focus on the outer world of people and things. They tend to be active and have a wide breadth of interests. They understand things through experience. They may be reward seekers and desire fame. They are energized by contact and activities undertaken with others.
  • Introverts have a rich inward-looking life of ideas. They tend to have a depth of interest, preferring specialization to a breadth of knowledge. They may mull over thoughts and concepts, but not express those thoughts verbally or externally. Introverts recharge themselves by withdrawing from the hubbub to places of quiet and solitude.

Reading these descriptions, can you see where you might fit on the spectrum?

Applying Introverted Strengths to Leadership

There are many approaches to leadership, and we often hear about highly extroverted, “take charge” leaders who have very public presences. However, as Susan Cain and others have pointed out, there’s no correlation between success in leadership and extroversion. Examples of introverted leaders include Albert Einstein, Steve Wozniak, and Abraham Lincoln. What made them good leaders? In what ways were they influential?

  • Einstein was known for his depth and clarity of thought (and his genius). He had the ability to look at all angles to a problem and develop innovative (and often unexpected) solutions.
  • Wozniak was responsible for many of Apple’s innovations, even though Steve Jobs was the best-known leader and public spokesperson for Apple. Working outside the limelight, Wozniak was able to engineer technological breakthroughs. Together, Jobs and Wozniak arguably revolutionized the end-user computing experience.
  • Lincoln was not gregarious and certainly not known as a compelling public speaker. Yet he was a deep strategic thinker and provided leadership during what may have been the most trying times for the United States.

All were introverted leaders, and all were very effective.

My Background

I’ve had a career that spans many disciplines, including a stint as a doctoral student in early modern European history, a technical communicator, and an information security practitioner. (I took a rather circuitous route to my current position as program manager in the Information Security Office at the Rochester Institute of Technology.)

As a doctoral student, I tended to be very reticent in classes, not wanting to contribute to discussions in which I was sure everyone else was much more knowledgeable.

In my work as a technical communicator, I documented ISO 9000 processes, created hardware and software documentation, and eventually moved into a consulting position where I had responsibility for end-user communications for an IT organization in a local Fortune 500 company.

As a security awareness professional, I communicate to my campus community about information security issues and threats, develop training courses in digital self-defense, and contribute to the greater information security community through my Introverted Leadership Blog and the EDUCAUSE HEISC Awareness and Training Working Group(HEISC is the Higher Education Information Security Council).

I didn’t seek leadership positions and preferred to remain in the background. The last place I wanted to be was the center of attention with colleagues looking to me for direction. Happily, my willingness to accept volunteer tasks has enabled me to share ideas and develop my leadership abilities.

My Transformation into a Leader

Although there are many formative steps I could look back on, the steps below have probably helped me the most.

Gaining a Better Understanding of Introversion

I read Cain’s book Quiet shortly after it came out. I found her research and discussion around various facets of introversion in American culture to be compelling. Leveraging her work and other sources, I co-presented on the subject of introverted leadership at a few conferences. The topic was popular, and we had standing-room-only crowds. At that point, I realized that this subject was of great interest to my professional colleagues, both in technical communication and in information security. I was intrigued and did further research into what it meant to be an introvert who was also a leader.

Understanding My Personality/Temperament Type

There are various tools for determining your personality/temperament type and many resources discussing the leadership styles most appropriate to those types. Around the time I stepped into a leadership role, I became acquainted with the Myers-Briggs Type Indicator (MBTI) and the work of David Keirsey on temperament. I’m not going to give an in-depth description of MBTI or temperament here. In short, the MBTI and similar tests provide a series of questions; your responses group you into specific personality or temperament types: Introvert/Extravert; iNtuitive/Sensing; Thinking/Feeling; Judging/Perceiving. The types, which are identified through the four pairs, are not distributed evenly throughout the population. The results fall along a continuum, so not every INTJ will be the same. (Obviously, we’re more complex than a four-letter descriptor can convey.)

I’m an INTJ (Introverted-iNtuitive-Thinking-Judging). Keirsey describes the INTJ as a Mastermind. (Others assign the term Scientist to this combination of traits.) Finding out I was an INTJ was important to me because the description affirmed my ability to lead (albeit reluctantly), discussed my strengths and weaknesses, and provided strategies for success as a leader. I had to see something on paper stating that I could be a leader before I could accept that ability. I needed the affirmation. There are times I feel like the Scarecrow in The Wizard of Oz, needing a diploma (or confirmation in print) to prove to myself that I have a brain.

Understanding How I Communicate and Work Best

By and large, introverts are not comfortable being asked to give an immediate response to suggestions, nor do they enjoy engaging in small talk. I’m not at my best when asked to provide an on-the-spot answer to how I might handle a specific problem or an idea for the best way to move forward. However, when given time, I can respond with a well-thought-out and nuanced response. I’ve also found that I communicate best in writing, although my oral communication skills have become stronger over time and I’m now a seasoned presenter.

I prefer to work individually, and my work is not necessarily done at a steady pace. I enjoy “collisions” with other thinkers, but I prefer not to work in teams. Teams often follow leaders who express their ideas confidently and quickly, neither of which are guarantors that the ideas are actually good. Individual conversations, on the other hand, can often lead to breakthroughs and innovations.

Building on Small Successes

I’ve had many opportunities to grow in leadership, but they’ve occurred primarily outside of my professional work environment and often in nonprofit organizations, which are always looking for competent and dedicated volunteers. For me, that leadership path has been through two organizations: the Society for Technical Communication (STC), an international organization devoted to furthering technical communication and educating its members; and the EDUCAUSE HEISC. As I volunteered in STC, I was asked to serve in a variety of positions with increasing responsibilities. I was eventually elected president of the Rochester Chapter and later served on the board of directors at the international level. For HEISC, I served as co-chair of the Awareness and Training Working Group. In that role, I’ve had the opportunity to facilitate a group of talented information security professionals.

I didn’t seek leadership positions in these organizations, but for almost every opportunity presented to me, I’ve said “yes.” I’ve also asked myself: “How can I make a difference in the organization?” (Say “yes” when given an opportunity to serve. You won’t grow in leadership if you don’t take advantage of opportunities to practice leadership.)

Making It Personal: Examining My Strengths and Growth Opportunities

From my discussion above, it’s clear that self-discovery has been an important component in how I’ve learned to harness my introvert strengths and become a leader. From my readings about personality/temperament and my experience as a leader, I’ve discovered that my strengths include my ability to identify gaps, my desire to make a difference, my commitment to practicing a servant leadership model, and my drive to pursue excellence. I’m also competitive. (That competitiveness can be both a strength and a weakness. I can push myself and others toward goals. However, I also have an innate desire to win at whatever I’m engaged in.)

Self-discovery also means you uncover your weaknesses, or growth opportunities. For me, those growth opportunities include overcoming my desire to avoid conflict, pushing past my reticence to contribute in discussions, not overanalyzing opportunities or situations before moving forward, and harnessing my competitiveness.

Where Do You Go from Here?

I recommend the following activities to help you uncover and actualize your introvert strengths and become an influencer.

  • Get to know yourself. Take one of the personality or temperament assessments offered at Keirsey.com, HumanMetrics, or 16 Personalities. Read Quiet and some of the other introversion resources listed below.
  • Control your environment. If you’re in an open-plan office, find ways to define your personal space to increase your ability to stay focused. (See Morgan, 5 Ways, for some great ideas.)
  • Communicate your value. Keep a record of your accomplishments and make sure your management understands how you communicate and work best and how you can add the most value. Take advantage of the unhurried nature of social media to leverage the playing field by using the opportunity to clearly articulate your thoughts.
  • Leverage your introversion. You have tremendous abilities to provide superior solutions because, given sufficient time, you can often see all facets of a problem and devise a comprehensive solution.
  • Don’t avoid networking events. You don’t have to meet and engage in small talk with everyone. Find one or two people with whom to have an in-depth conversation, and follow up later. Depth is more important than breadth.
  • Recharge (in solitude) as needed!

Conclusion

By no means do I consider myself to have “arrived,” but I am surprised by how far I’ve been willing to journey in the last ten years as I’ve leveraged my introversion to lead in a way that’s natural for me. I hope the thoughts above can help stimulate your thinking about how you can leverage your introversion — and also leverage the strengths of the introverts you manage (and make them happier members of the workforce).

You’ve read a bit of my story. If you’re an introvert, what has been your experience in the workplace? If you’re an extrovert, how have you worked successfully with introverts both as their colleague and as their manager? What strategies have worked for you? Please join the conversation. I’d love to hear your stories!

Resources

Cain, Susan. Quiet: The Power of Introverts in a World That Can’t Stop Talking. New York: Crown Publishers, 2012.

Kahnweiler, Jennifer B. The Introverted Leader: Building on Your Quiet Strength. San Francisco: Berrett-Koehler Publishers, 2009.

Keirsey, David. Please Understand Me II: Temperament, Character, Intelligence. Delmar, CA: Prometheus Nemesis Book Company, 1998.

Laney, Marti Olsen. The Introvert Advantage: How to Thrive in an Extrovert World. New York: Workman Publishing Company, 2002.

Morgan, Elan. “5 Ways to Love Your Open-Plan Office.” Quiet Revolution.

Myers, Isabel Briggs, and Peter B. Myers. Gifts Differing. Palo Alto, CA: Consulting Psychologists Press, 1980.

Petrilli, Lisa. The Introvert’s Guide to Success in Business and Leadership. Chicago: C-Level Strategies, 2011.


  • -

Building a Culture of Digital Self-Defense

Category:EDUCAUSE,Higher Education,Information Security,Infosec Communicator,Lessons Learned,Social Networking Tags : 

Note: This article was previously published on September 20, 2016 in the EDUCAUSE Review Security Matters Blog

One of the biggest challenges in information security is raising the awareness of our communities so that they recognize threats and understand how to defend themselves. The difficulty of that challenge is exacerbated with up to 30 percent turnover of students, faculty, and staff yearly. It’s a multiyear process, but the key is to stick with it and not be afraid to try new ways of raising awareness and enrolling your communities so that they become part of your security team. I’ve provided a list of key components to building that security culture below. I’ve also provided some examples of our work at the Rochester Institute of Technology (RIT).

dsdmagnetnoqrcodeThink Strategically

You can’t change or create a culture overnight, and gains may seem almost imperceptible at times. Recognize that you need to think of security awareness as a key component of your information security strategy. (Yes, you need a security awareness strategic plan.) A strategy enables you to identify long-term goals. Security is often reactive. For example, we might respond to phishing attempts by warning our communities as the attempts occur, rather than employing a phishing simulation program1 so that they’ll recognize phishes on their own. To create (and harden) a security-aware culture, you must be proactive. It’s not always possible to get ahead of specific threats, but we can train our communities to recognize many of them.

Have a Plan

Thinking strategically requires a plan. A plan enables you to define how you’ll reach the goals defined in your strategic plan. What communication vehicles are already available? What needs to be developed? Where do your audiences (you have at least three: faculty, staff, and students) get their information? Are there community or departmental leaders they follow? What topics should you cover and when? (EDUCAUSE provides a calendar of topics and member-created content that you can leverage.)

Brand Your Security Awareness Efforts

RIT’s security awareness efforts are branded under Digital Self-Defense. A brand helps make your security awareness efforts visible and memorable. Almost every communication or event around security awareness at RIT bears our “DSD guy” (seen above). After more than a decade, most constituents recognize him. (Your university or college might have requirements around branding that may or may not make security awareness branding possible. However, you can still use a common layout and design in your communications.)

Leverage Existing Opportunities

What existing opportunities are available for improving security awareness? Are there orientation events for students, faculty, or staff? Are there benefits or wellness fairs in which you can participate? Have you contacted departments to schedule security awareness discussions? Have you created an ongoing security awareness class, either in person or online? Have you put posters on your buses? Given away swag with security awareness messaging at orientations? Look around and see what existing opportunities you can leverage.

erob1699image2

Be All Over Social Media

Where do your constituents get their information? Your university or college may have official news outlets or communication mechanisms. Does everyone follow them? Do students even read e-mail anymore? Who’s using Facebook? Twitter? Instagram? Pinterest? Snapchat? The rapidly evolving social media landscape offers opportunities, as well as challenges. Go where your audiences are. They’re unlikely to come to you. (As I write this blog post, we’re in the midst of our annual social media “like” campaign and expect to surpass 10,000 followers in our social media outlets.)

Identify and Leverage New Opportunities

Has your campus become a hotbed for Pokémon™ GO!? Have you thought of how you might leverage Poke Stops where students congregate? Maybe set up a security awareness table. Hang posters at Poke Stops inside buildings. What about Snapchat? Snapchat filters are really popular. Did you know that Snapchat allows you to create custom geofilters? Why not create some security awareness-oriented filters and offer them at high-traffic times and locations?

Hire Students with the Right Skill Sets and Mindsets

One of the strengths of our security awareness program at RIT is that we hire technology-savvy students with strong communication skills. After a while, you’ll probably find that well of inspiration you draw from has started to run dry. Student employees are a great source of innovative ideas and more importantly, they’re students. They understand how students communicate and how best to get their attention. Give them the freedom to be creative.

Enroll Your Community

It’s not really a secret, but we know as security professionals and IT organizations that we cannot secure our campuses without partnering with our user base. Have you thought about how you might enroll your users in your efforts? In fall 2015, we began our Digital Self-Defense Team program. The purpose of the program was twofold: we wanted to develop a sense of shared responsibility around information security, and we also wanted to begin measuring our successes with a survey. With small incentives for taking the survey, we had over 600 survey participants from a faculty/staff population of about 3,000. Almost half of the survey participants signed on to the Digital Self-Defense Team. That’s a growing population of security advocates on campus.

Volunteer and Network

I’ve been a member of the Higher Education Information Security Council (HEISC) Awareness and Training Working Group for almost 10 years. The innovative ideas and helpfulness of the group to new members are without parallel. Participation in the working group ensures a steady flow of new ideas and solutions to problems faced by all of us. Each of us has ideas to share, and the working group has developed a number of security awareness resources available today.2 I invite you to join us.

Notes

  1. Learn more about phishing simulation programs and read these 10 key points about implementing a campaign.
  2. The HEISC Information Security Guide: Effective Practices and Solutions for Higher Education includes several resources developed by the Awareness and Training Working Group: a quick start guide, detailed instruction manual, cybersecurity awareness resource library, and National Cyber Security Awareness Month resource kit.

  • -
community

Building a Virtual Introverted Leader Community

Category:EDUCAUSE,Introverted Leadership,introverts,Leadership,STC,Summit Tags : 

Building a Virtual Introverted Leader Community

Anyone who is at all connected to me on social media has seen my Facebook, LinkedIn, and Twitter posts about the Introverted Leadership Slack Channel I’ve set up. I wanted to share what’s happened so far and my my vision for this nascent virtual community.

Background

At the Society for Technical Communication Summit 2016, I presented An Introvert’s Journey to Leadership. The presentation is a brief discourse on my leadership journey and my thoughts on introverted leadership strategies based on my readings of Susan Cain, Quiet: The Power of Introverts in a World That Won’t Stop Talking, Lisa Petrilli, An Introvert’s Guide to Leadership, David Keirsey, Please Understand Me II, many discussions with fellow leaders, and my own experience and observations at conferences and events.

My experience in in presenting An Introvert’s Journey to Leadership was profound and I was able to connect with attendees to a much deeper extent than I have experienced at other conferences. Keirsey talks about the ability for N’s to make instant connections. I saw that firsthand at Summit 2016. (I’m typically pretty reticent at home. Being able to make deep connections is not typical for me. I’m an INTJ and dread small talk.) (For those of you unfamiliar with Myers-Briggs and Jungian temperament studies, humanmetrics.com and 16personalities.com provide an overview.) Given the positive response at Summit 2016, I really wanted to extend the experience and find a way for introverted leaders to support one another.

Planning and Action

As an INTJ, I often spend a good amount of time in analysis and planning. I didn’t feel that I had that luxury. Conference connections can be ephemeral and excitement abates. I needed to act quickly. Three weeks ago, I knew next to nothing about Slack. On May 20th, I put up a Slack channel and recruited one my new “instant N” connections, Carrie Sheaffer (who had some familiarity with Slack), to help me administer it.

We are a little over two weeks into the creation of a virtual community. We’re at 81 participants overall. We’re discussing Susan Cain, Quiet: The Power of Introverts in a World That Won’t Stop Talking at a leisurely pace of a chapter a week. (We’re currently at 22 team members in that discussion.) We’ll choose another book relevant to introverted leadership after Cain.

Multiple Focuses

Although my primary focus was providing a forum for introverted leaders to support each other, I also saw an opportunity to create a study group for the Certified Professional Technical Communicator (CPTC) exam. We’re currently at 25 students preparing for the exam and most of us will take it in October/November.

Building the Virtual Community

I’ve built the community by reaching out to the two professional organizations in which I’m involved, the Society for Technical Communication, and the EDUCAUSE Higher Education Information Security Council Awareness and Training Working Group. (As you might imagine, there are a good number of introverts in both organizations.) I’ve also increased my LinkedIn contacts by about 200 connections to build my network and have shared An Introvert’s Journey to Leadership with that network. I don’t believe I’ve met more than 60% of the current team members face to face.

My Vision

I have developed a passion for mentoring and coaching introverted leaders. I want this virtual community to provide a place for introverted leaders to talk safely about personality, the challenges their facing, and to encourage each other. (I realized a couple of days into building the Introverted Leadership Slack channel that I needed to provide group rules that I’ll share in a future post. The rules can be boiled down to a statement Garrison Keillor made during his Radio Romance tour that he was determined to lead a life of obstinate kindness.)

I will measure success based on how much we can accomplish goals derived from “I have seen firsthand how difficult it is for introverts to take stock of their own talents, and how powerful it is when they finally do.” –Susan Cain, Quiet, p. 7,

Will we build an enduring community? The jury is still out, but I’m excited about our first baby steps. We have discussions around introverted management, personality types, the CPTC, techcomm, and even a channel set up to facilitate playing Exploding Kittens.

I’ll provide occasional updates on our progress over the coming months, and I’ll also share how well our CPTC study group does on the exam.

It’s not too late to join us! If you’re interested, get in touch. I’m not hard to find.

Ben
@benwoelk
https://www.linkedin.com/in/benwoelk


Categories