Author Archives: Ben

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Tara Hughes head shot

Episode 22: Tara Hughes–Unexpected Career Paths

Category:EDUCAUSE,Higher Education,Information Security,Introverted Leadership,Leadership,Podcast

Episode 022 Show Notes: Tara Hughes

Introduction

Tara Hughes head shot

Tara Hughes and Ben Woelk talk about their unexpected career paths as introverts with non-technical backgrounds working in Information Technology.

Key concepts

  • Emergency hires that become permanent positions
  • INFJ and managing students
  • Physical exercise and processing the day
  • Imposter Syndrome and panic attacks

Quotable

My path to my career is a little unusual–or at least it’s not the path that I would have envisioned.

I’m not one for more superficial relationships. That’s not where I shine. With counseling, I really wanted to have meaning to whatever I chose to do.

Exercise has probably been the number one thing that has helped me be able to process the day,…physical exertion helps me decompress from the mental exercise of always having to engage with people.

As an introvert, especially as an INFJ, I’m constantly assessing and reassessing. When I come out of a situation, I’m evaluating how did I do, could I have done better? And then that totally informs the next time.

I had a hard time wrapping my mind around how did they let me in and why….that was really intimidating and where the Imposter Syndrome was definitely rearing its ugly head. And I really struggled to understand how in the world I got included in this group.

Resources or Products Mentioned in this Episode

Links

Transcript

Ben: Joining us today is Tara Hughes. Tara is Interim Manager of Administrative Services at California State University-Channel Islands. I met Tara at the 2019 EDUCAUSE Security Professionals Conference in Chicago where Tara spoke on, “You’re All a Bunch of Phonies: Impostor Syndrome and Information Security.” The presentation was standing room only, and the attendees described it as very impactful. Given the struggles with self confidence many of us have as introverts, I thought it would be helpful to chat about impostor syndrome on the Hope for the Introvert podcast. You can contact Tara via email tara.hughes@CSCU.edu or through Linkedin, Tara Hughes and Twitter @TinyTara. I encourage our listeners to visit HopefortheIntrovert.com where you’ll find complete show notes including a transcript of today’s conversation.

Ben: Hi Tara.

Tara: Hello. Thanks for having me.

Ben: I’m excited that you’re going to be on the podcast. It was great connecting with you in Chicago and I’m really looking forward to our conversation. Before we get into our discussion about Impostor Syndrome, let’s talk a little bit about your career and your background. Can you tell us about what you do? What is your workplace like? Channel Islands sounds like an intriguing place to work because it sounds like it’s on an island. I have no idea if it is or not, but tell us about what you do and how you got there.

Tara: Sure. So,I guess the most important question straightaway is “No, we are not on an island, so I don’t need to take a boat to work. “But we are more representative of the surrounding area. It used to be a California state mental hospital and it was closed–I want to say in the 80s by Reagan, although I’m not 100% sure on that. And then California State University was able to acquire the land. They opened up California State University and they named it Channel Islands because the Channel Islands are just off the coast from where the school is located. And they wanted it to be representative of the surrounding counties since it is more of a commuter school. So my path to my career is a little unusual–or at least it’s not the path that I would have envisioned.

My path to my career is a little unusual--or at least it's not the path that I would have envisioned. @TinyTara Click To Tweet

Tara: I am currently the Interim Manager of Administrative Services. I’ve been at Cal State Channel Islands for–it’ll be five years in August. And what I currently do is kind of built off of what I was initially hired to do. So when I was hired back in 2014, our president’s office–their main telephone number to contact them had accidentally been put on all of our marketing materials and our website as the main campus telephone number. And so, after a couple of years of the president’s office fielding calls and kind of just not loving that experience, the president at the time had requested our CIO at the time, Michael Berman, to come up with some sort of way to address that issue, because it was causing things to come straight to the president’s office and not giving other departments the opportunity to address issues before it got escalated all the way to the top.

Tara: So he had kind of this brainchild of having a one-stop shop called the Solutions Center. And so they hired seven student assistants to be campus operators for what was the main line. And then they created a new extension for the president’s office, and then they needed someone to manage these students because no one wanted to do it. And so at the time, my husband has worked here since, Gosh, I don’t even, it’s been probably 13 or 14 years. At the time we had just moved back to Camarillo. He had been commuting for the previous four or five years. I was looking for a job and he said, “My wife would be great.” So they hired me as an emergency temp hire and that turned into a permanent role. Six months after that, they gave me the Commencement hotline because no one wanted to answer that extension.

Tara: Then six months after that, they gave me the IT Help Desk because they were having some trouble with managing the students and felt like they were having trouble multitasking. We took the help desk extension and routed it into the call center. The students that work at the help desk only had to help in person and kind of separating those duties and simplifying them a little bit. Last summer, Business and Finance had acquired it as a sub-unit. So when we were brought over, they had asked that I lead their shared services in a more official capacity and turn the Solutions Center into an official shared services and take over the HR main line. So our students now answered the Human Resources main line as well. And the goal is really to be able to triage all basic Tier One kinds of questions that typically are answered on the website or found somewhere, but that people might have trouble locating, or just feel better to have another human being confirm that information to them. I manage that and I manage the help desk still. So I have about at any given time about 18 student assistants that I employee and we train and they have to know a lot about a lot.

Ben: This is coming in as an emergency hire you said, which is interesting because that’s basically how I got into RIT. I also was brought in because there was a worm at that point in time that was wreaking havoc. I had worked with the Information Security Officer at a previous consulting engagement. He found out I was available and wanted me to come in and help manage the emergency communications around what was happening with the worm. Now that lasted maybe two hours and then it was, “Well, you’re not going to be doing that.” But I was able to move into creating a whole lot of really interesting process stuff and build a security awareness program and all sorts of things like that. But none of that was envisioned when I actually took the position, and it was supposed to be temporary and it has been–a month ago–it’s been 15 years since I’ve been at RIT. So it’s funny how these paths go.

Ben: The other thing I wanted to ask you, because my background has nothing whatsoever to do with what I’m doing for a job now at all. What was your background coming into that position? Your husband said, “Oh, my wife would be great at this” and they agreed with it. What was your background coming in?

Tara: I guess I should start off, my husband and I met my freshman year of college, got married a year after. We got married when I was really young. I was 18. We’ll be celebrating 17 years in September. And so it’s super cool, but not necessarily traditional. We had a family much sooner than we were anticipating. I took a lot of time off from school, and didn’t go back to get my Bachelor’s degree until my youngest went into kindergarten. And my goal was really to get my Bachelor’s before I turned 30. I got my Bachelor’s degree in counseling at a small private liberal arts school. That’s where we had met and his dad and mom both worked there and I graduated my counseling degree at 29. So I made my goal, which was very great.

Tara: But really, I was so drawn to people and relationship building and feeling like there were so many things that I cared about–connecting with people on a really authentic level. I’m not one for more superficial relationships. That’s not where I shine. With counseling, I really wanted to have meaning to whatever I chose to do. And we talked a lot about as our three girls were growing up, that at some point because we got married young and had kids young, that there was going to be this whole life after family to some degree. And what would I do to utilize that time? So working was always going to be in the scope in some way, shape, or form. We just didn’t know what it would look like.

I'm not one for more superficial relationships. That's not where I shine. With counseling, I really wanted to have meaning to whatever I chose to do. @TinyTara Click To Tweet

Tara: After I graduated, I worked at an insurance company. My boss was fantastic, but I didn’t love the work because it didn’t feel meaningful ,and it wasn’t that relationship building that I craved. And then right after that we moved back to Camarillo, and it was like, “Well, I don’t know what I’m going to do for work.” And so my husband–just my biggest cheerleader–thought you’re going to manage student assistants, you could totally do this. And what’s been incredible is that so much of the mentorship and coaching very much aligned with my counseling background. So that has been just a wonderful surprise,but not something that I could have pinpointed until I fell into it, if that makes sense.

Ben: I think it makes perfect sense. We were talking before the podcast started about temperament types and we’ll talk about that a little bit more. And what you identified on the temperament type was INFJ, which is counselor, the way that that’s normally interpreted. So that all fits together very well. And I would think in terms of working with students with the stress–I mean what I’m seeing at RIT, the amount of stress that they’re under now–to be able to have someone who is managing them but who is also attuned to the fact that they are people and not just students who are filling a position to get things done. I think it’s probably very, very good for them. I think like you said, you were interested in relationship building and well you have at least 18 students to to have some type of relationships with as well.

Ben: But it’s interesting, I–my background–I went to a large state school in Florida. Ended up being an Anthropology graduate because I honestly couldn’t figure out what I was doing and I had done terribly my first year, and all my initial plans of what I was going to do just didn’t work out. Went to work for my dad for a couple of years. He installed floor covering. I did not want to do that for the rest of my life. Got accepted to a university north of Chicago, and so we moved from Florida to Chicago with a 15-month old not knowing where we were going to be living when we left, knowing that they might have an apartment that was opening up, putting everything into a 14-foot UHaul and caravaning three days up to Chicago. No clear sense of where we were going to stay, but a very clear sense that that’s what we were supposed to be doing.

Ben: And everything kind of worked out and fell into place and different things. But I ended up initially doing what I thought was going to actually be a position in Christian Education. And that ended up changing over to doing a Masters in Church History, which I’m not sure what exactly I thought I was going to be able to do with it when I came out. So I applied very–it’s interesting because you come across people and one of the professors was just so passionate and so engaging that I was really excited about it. I ended up entering a doctoral program at the University of Rochester, which is what brought us to Rochester, thinking we’d be here for four years and that was in 1987 and we’re still here. Did not finish the doctorate but through a series of circumstances and different opportunities, now I’m doing cyber security.

Ben: So definitely not a straight career path at all. And it will be interesting because when we start talking about this Imposter Syndrome piece–been there, absolutely been there–coming in with a liberal arts background, and I’m trying to work in a technical field with technical people and they’re all going to see through me sort of thing. So it’s just really interesting because–I don’t know, maybe for some people it works where it’s a very clear career path. For me, it’s really been what has opened up and do you take the steps forward in it or not. So it’s really interesting to me hearing about your path to get there. We also did the getting married before my wife finished college piece of things, but she was able to finish before our son was born. But still, it was after we were married and it was a bit of a struggle–the finances and where are we going to live, and all of those pieces, and still persevered and got through it.

Ben: But it’s intriguing. So, like we mentioned, you had talked about the INFJ piece and how sometimes it’s closer–well, one of the three times you took it, it came out to ENFJ–and I know how this works for me because I play with the questions just a little bit and see, “Ah, so that changed that. And coming with a counseling background, I’m sure it was even more, “How do I look at this and how can–maybe not how can I manipulate it, but what are the little bits of changes I can do with this?” [Tara laughing] So basically typing as an introvert, but very interested in relationship building, which is not–I don’t think–it’s not a disconnect at all.

Ben: But what has it been like for you in terms of being an introvert? Do you notice a different in terms of how you deal with people? It’s very tough because it’s a spectrum, and I think I’ve become more and more extroverted, and it’s not always very clear for me. It really comes down to how do I recharge and what do I need to do that. But on a given day, if I’m at a conference, nobody is going to think I’m an introvert because I just don’t tend to present that way. So how has that been for you in terms of personality type? You did a counseling degree, so obviously you’ve thought about some of this stuff at some point, but how has that worked in terms of your strategy for how you approach work? What you do in the workplace and in life in general?

Tara: Yeah, it’s interesting. I think growing up everyone would have said I was an extrovert and I always considered myself an extrovert, being a stay-at-home mom for the number of years that I was. I thought that confirmed that I was an extrovert because I would get really lonely being at home all day, and just was so excited when my husband would come home, because now I could have that human interaction with an adult. Not that the kids aren’t humans, but it’s different! And so I really was surprised when I came to work full time to find that I was exhausted at the end of the day. And it wasn’t just physical exhaustion. There was a mental exhaustion of having to be on all the time. I think entering into IT was another compelling part of that because I wasn’t coming into it as an IT expert.

Tara: And so I had to work really hard to be able to speak the language as my colleagues sometimes. And then take that language and put it into a language that your average user could understand, and talking at their level and not at a more technical level. And so that relationship building started to take really different forms. Which was great, but I was so depleted at the end of the day and found myself thinking of myself more as an introverted extrovert, where I still really wanted to be around people, but then really need to find the opportunities to have quiet time and be alone and recharge, whether that was just zoning out watching TV or reading a book or going running.

Tara: I would say exercise has probably been the number one thing that has helped me be able to process the day, and not have to be on, in terms of building those relationships. But just that physical exertion helps me decompress from the mental exercise of always having to engage with people. Conferences I would say is similar. The other thing though is that when I came into working full time at Channel Islands, I was really struggling with panic attacks. I’d never struggled with that before. And there was something about being busy and having to think about other people that really almost eliminated it entirely. Because I didn’t have time to think about myself or what I was worried about, and that was great. But it eventually started to crop up in moments where I had to present at one point. That was very scary for me. And there’s a lot of internal dialogue that goes on if I have to go into a situation where I’m just not sure of myself.

Exercise has probably been the number one thing that has helped me be able to process the day,...physical exertion helps me decompress from the mental exercise of always having to engage with people. @TinyTara Click To Tweet

Tara: And I think as an introvert, especially as an INFJ, I’m just constantly assessing and reassessing. So if I go into a situation, when I come out of that, I’m evaluating how did I do, could I have done better? And then that totally informs the next time that I’m going into a situation. And I’ve kind of set up all of these different obstacles in my mind to some degree that I need to clear, even though those were former obstacles in the previous situation that might not necessarily present in this next one, and so you’re just in your head a lot. So that’s where I do like being in a field where I’m forced outside of my head. But then have to constantly bring myself back to a place where I can recharge and be by myself or get some exercise in so that I can get back to it. And so whether that’s work or a conference, I have to kind of coach myself into getting excited to put myself out there. I never regret doing it, but it does take something out of me that I have to eventually find a way to recharge.

As an introvert, especially as an INFJ, I'm constantly assessing and reassessing. When I come out of a situation, I'm evaluating how did I do, could I have done better? And then that totally informs the next time. @TinyTara Click To Tweet

Ben: It was interesting, because as I said, we did meet at this EDUCAUSE Security Professionals Conference and you’re coming in from a different perspective, different background. Many people, especially when they’re on the awareness side or coming in from non-technical backgrounds, there’s always this question for them of whether they belong there or not. And I had some really interesting conversations with a couple of people who said, “I don’t feel like I’m a cyber security professional.” “Well, you just presented at a Security Professionals Conference, so I think you can kind of claim that now,” and realize that yes, we haven’t arrived–we absolutely haven’t arrived–but that’s something you can point to that’s kind of a bit of credibility for yourself or credential in a sense.

Ben: One of the things that you had told me earlier also is that you are part of a leadership program within EDUCAUSE. And I meant to ask you about it before we got started, but could you talk a little bit about that, and you’ve just spent the last week at this Leadership Institute, and I’m really interested in what attracted you to the program, whether you felt ready for the program or not, and what it’s been like for you and what you’ve taken away from it. .

Tara: Okay. Yeah. So I went to the Leading Change Institute, which is affiliated with EDUCAUSE and CLIR. It was an application process and I had to submit a resume and get a letter of recommendation, and absolutely was, I want to say encouraged, but even more than that, kind of hounded by a mentor of mine, to give it a shot. And I thought, no, I don’t, I don’t think I’m at a place where they’ll accept me. So I really talked myself into thinking, well, I’ll apply, but I know I won’t get it, so it’s not much of a risk. And then I got in and thought, “Oh no, what have I gotten myself into?” I think our cohort was about 30 people from different institutions across the nation. We actually had someone from Dublin, Ireland and someone from Australia, and I think they both worked in the libraries at their institutions, but it’s a mix of IT professionals and librarians.

Tara: I had a hard time wrapping my mind around how did they let me in and why. A lot of these folks are CEOs and AVPs. And they’re just at a slightly higher level, in title and just place in their career than I am. They have much more experience. And so that was really intimidating and again, you know, as we can talk it about later. But that was where the Imposter Syndrome was definitely rearing its ugly head. And I really struggled to understand how in the world I got included in this group. And so I went into it thinking–well actually when I went to the Security Professionals Conference, I thought, well, I’ll just try my best with my presentation and I’ll try my best at LCI. The worst thing that can happen is that I’ll learn from it if I make a mistake.

I had a hard time wrapping my mind around how did they let me in and why....that was really intimidating and where the Imposter Syndrome was definitely rearing its ugly head. And I really struggled to understand how in the world I… Click To Tweet

Tara: For I would say both instances, I was shocked to discover that I did well and that I had a place there. That wasn’t what I expected going into it. And it was a really lovely surprise coming out of both of those experiences. And really, the Leading Change Institute expects that you understand certain management fundamentals. Really what they’re getting at is more of the finesse of not just managing, but really being a leader and how do you implement change with things that are very difficult to grapple with, especially if you have even things on a national level. How to keep that broad perspective, but still be effective in very specific ways. It was fantastic. DC was wonderful. I hadn’t been to DC since I was in high school, so it was really wonderful to go back with new eyes of appreciation and see things with more experience in my life to be able to really enjoy the history and the remembrance of what so many of those memorials call for us to do.

Tara: I just loved that it was–it was really neat and it was great again to network with people, but again, I had to really coach myself into making the most of that opportunity and putting myself out there. And the worst that could happen is that it doesn’t go the way I want. And then it’s only for a week. And then you’re like, okay.

Ben: It sounds like a really cool thing to be involved in. And honestly, I would have probably some of the same concerns that you do because I’m not an AVP and I’m not an Information Security Officer or a CIO. There were times where I aspired to that, but now I’m don’t know that I want to. ‘m overall enjoying what I’m doing, but I’m also enjoying exploring mentoring and podcasting and things like that. So I’m finding that that’s providing a great deal of satisfaction. I think it’s really cool that you’re involved in that group and I think it’s a great opportunity.

Ben: Tara, thanks for a great conversation. I look forward to our next episode where we will talk more about the EDUCAUSE Security Professionals Conference and why you spoke about Imposter Syndrome, your experience in speaking, and one thing I noticed, the reception for the conversations and the conversations that opened was really great.


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Marcy Phelps headshot

Episode 021: Marcy Phelps–Introvert Strengths

Category:introversion,Introverted Leadership,Leadership,Podcast

Episode 021 Show Notes: Marcy Phelps

Introduction

Marcy Phelps headshot

Marcy Phelps and Ben Woelk talk about how knowing introvert strengths empowers introverted leaders.

Key concepts

  • Serving on a non-profit board
  • Mentoring is a great form of leadership
  • Mentoring benefits the mentor and the mentee
  • Start your leadership journey by starting small

Quotable

Mentoring is a great leadership role for introverts, because we are so good at one-on-one and listening and hearing what people need.

Mentoring goes both ways. Both the mentor and mentee benefit from the experience.

I thought introversion was something I had to overcome and there was something wrong with me, until I read that book Quiet by Susan Cain.

How different introverts feel, like a weight is lifted off of them, and they understand that they have strengths which are every bit equal or sometimes better than some other leadership characteristics.

I didn’t realize is how dramatic a change it can make for introverts when they realize that what they’ve believed has been a handicap can actually be turned into a strength.

Resources or Products Mentioned in this Episode

Links

Transcript

Ben: Joining us today is Marcy Phelps. As the founder and president of Denver-based Marcy Phelps and Associates, Inc. (formerly Phelps Researching), Marcy helps clients manage risk and prevent fraud. She started her firm in 2000 after earning a Master’s degree in Library and Information Services from the University of Denver, and is a Colorado-licensed private investigator and a Certified Fraud Examiner. Marcy blogs about investigative research at www.marcyphelps.com/blog. You can contact Marcy through the blog or on LinkedIn as Marcy Phelps. I encourage our listeners to visit Hope for the Introvert.com where you’ll find complete show notes including a transcript of today’s conversation.

Ben: You mentioned AIIP, the Association of Independent Information Professionals. What you didn’t mention at the time when you mentioned it earlier in the conversation, was that you were actually a past president and currently a director for the organization?

Marcy: No, I was a director and then I became the president a few years after that.

Ben: What led you into doing that? Professional organizations have a little bit different cultures depending on the organization. Was this something–you had an opponent? Did you have to actively campaign, or is it quieter than that? I know when I ran for Vice President of the Society for Technical Communication, I probably made a lot more noise in terms of campaigning than most other people have. which I’ve had mixed feelings about since. But I’m curious what you found that experience like from one, deciding that you wanted to become a candidate for either the board or the presidency, and what it was like going through that whole campaign, in a sense?

Marcy: Well, I was pretty lucky. It’s very low key in AIIP. Before I ran for president, the role was uncontested. The board selected the president–the candidate–and then the membership votes, Yea or Nay. The year I was asked by the board to run, they changed the policies and procedures and they allowed nominations from the floor, including self nominations. so I was the first president to run in a contested election. So it’s funny you should mention that. And I immediately felt awkward about it. But then I realized it wasn’t a real campaign. I needed to put out a few messages myself and my plans for the presidency if I was elected. Even that felt a little odd, I have to say. But it was very low key. So I was lucky. And, I wound up being elected so I didn’t really have to do too much. It was awkward though. Excuse me. It was awkward because it was the first time it had ever happened in the association, so nobody knew quite what to do.

Ben: That’s funny. What happens with STC, on the local level with chapters, it’s very rare that there are contested elections. It’s difficult enough to get people who are willing to serve. But at the Society level, they’re always–well for some of the positions there are always multiple candidates, especially for the vice president-president, immediate past president sequence. But for some of the other positions, they will often or sometimes decide just to have the one candidate and than it’s a Yea or Nay. But it is interesting how these organizations are different. So one of the things I’ve found and I’ve found now that I’m on the board, and this is my second term on the board with STC, is that does give me a different role. It does give me a different role when I go to a conference, and I’m not able to not be engaged with people there. So I kind of have to make a point of making sure that I am stepping outside my comfort zone and engaging people there. I want them to feel welcome. Yeah, it is different when you go with a specific role.

Marcy: Well, and I have to say, AIIP is a very unique association. We’re smaller and we don’t have chapters, so our annual conference is a big deal. It’s like going to hang out with family. It really is. It’s a smaller group. We spend the first hour of the conference–everybody comes up and gives their thirty second introduction. It’s very easy for an introvert to mix and mingle at an AIIP Conference. It’s very intimate and like family.

Ben: Great! One of the questions that I have–and for our listeners–one of the things that we do with these podcasts is provide our guests with a structure of the things that we’re going to talk about., so it’s not very, very awkward! We started touching on this already, but besides being the past president and a past director for AIP, in what other ways do you feel like you’ve been an influencer or leader, outside of that organization or inside of it, either way?

Marcy: Well, in AIP, I am also a mentor. We have a mentoring program and I’m currently mentoring another private investigator. Not everybody in AIIP is a private investigator, but we were connected because of that. So that is one type of leadership role. And I think it’s a great one for introverts, because we are so good at one-on-one and listening and hearing what people need. So that’s been very rewarding. Especially with this mentee, he’s very, very sharp and I think I’m learning more than he might be, but that’s a really great way to get into leadership a leadership role.

Mentoring is a great leadership role for introverts, because we are so good at one-on-one and listening and hearing what people need. Click To Tweet

Marcy: Also, as a solopreneur, I bring in subcontractors to work with me. I have one subcontractor on a regular basis, and then others that I bring in when I need help on a specific topic–verifying a degree from a very small Swedish university where no one speaks English–that kind of thing. Managing, recruiting, managing and managing the quality, that’s another leadership role I think outside of association work. I used to play golf and there wereonly day leagues for women, and I was frustrated because there were several of us who worked. So I put together a league in the evening for people who worked in the daytime–those kinds of things.

Ben: Great! It’s interesting what you’re saying about your current mentee and learning from him. I have found the same thing through every mentoring experience that I’ve been part of. The assumption from the outside, I think, is always that they’re one way, but I’ve never found it to be that way. I found them to be–well, not only the rewarding fact of feeling like you’re helping somebody along in their career, but also the fact that I benefit from those conversations as well.

Mentoring goes both ways. Both the mentor and mentee benefit from the experience. Click To Tweet

Marcy: Absolutely, Ben. I learn something new from every mentee. Even the ones that don’t work out really well, they kind of confirm what I need to know about running a business, so I learned from the smart people who are doing really well and then I learned from even the not so great experiences,

Ben: Another question for you–and the podcast essentially is–part of our whole reason for doing this is to help people who are leaders and introverts. What recommendations do you have for introverts who want to become influencers or leaders?

Marcy: Well, I recommend probably starting small. Just get involved in an organization that you feel comfortable with, and start volunteering on a smaller committee with them, and getting involved and meeting people that way. Volunteering is a fabulous way to get to know people and work your way up maybe to chairing a committee or something like that, or serving on the board of a smaller association. I think mentoring, again, something face to face or small group like that. Probably just start small and work up and you’d be surprised!  Leadership I don’t think requires that you have to be an extrovert. I think leadership–introverts are good at leadership and we shouldn’t be scared by it.

Ben: That takes us to another focus on this. A lot of –I don’t know if it’s press or things that are out there–and I know I had a friend share an article with me today–there seems to be a perception that being introverted is a handicap or weakness and not a strength. What is your perspective on that?

Marcy: That one really annoys me. I thought it was too. I thought it was something I had to overcome and there was something wrong with me, until I read that book Quiet by Susan Cain, The Power of Introverts in a World that Can’t Stop Talking. I love that book and I highly recommend it because I kind of found it empowering because she emphasizes that theme that this is not a defect or a handicap that you need to overcome. You have to adapt. You have to make it work for you. But it’s not something I need to apologize for anymore. I found that book very empowering in that way.

I thought introversion was something I had to overcome and there was something wrong with me, until I read that book Quiet by Susan Cain, Click To Tweet

Ben: Yeah. And I would say that I did too. I read it I think the year it came out, and It was just–I describe it as transformative, because it–and I’m not sure how I felt about being introverted either way before that, but I have talked to so many people the first time they go through that book or the first time they’re exposed to any of the current writing around introverts and leadership or anything like that. How different they feel. Just that it’s like a weight is lifted off of them, and they understand that they have strengths which are every bit equal–or sometimes better–than some other leadership characteristics that are out there. And I think they find it empowering. I think it’s a great word for it. It’s been a great–it’s kind of been the introvert manifesto over the last decade.

How different introverts feel, like a weight is lifted off of them, and they understand that they have strengths which are every bit equal or sometimes better than some other leadership characteristics. Click To Tweet

Marcy: I think it’s a big relief. I don’t think I’ve mentioned this to you earlier, but I used to have a blog called Power Networking for Introverts, because my friends encouraged me to do that because they thought I was so great at networking even though I’m an–I was an introvert, and I wrote about that concept in one of my posts, and the response was incredible. People saying, “Thank you, this was a huge relief. I thought there was something wrong with me.” That was really–that was striking. That was striking,

Ben: Is that post still available?

Marcy: No, I took that all down. That was a very, very long time ago. But you’ve given me an idea of something to write about,

Ben: So when you get that posted, or whatever you’re going to end up doing, let me know and I will provide a link to it. Because like you’ve said, for me, the most amazing part of this whole journey and starting to work on leadership and introversion, has really been seeing what a huge difference it can make in people’s lives. And that in many ways was unexpected. Even though I knew it had made a big difference for me in terms of how I understood how I could be a leader and things like that. What I didn’t realize is how dramatic a change it can make for people when they realize that what they’ve believed has been a handicap can actually be turned into a strength.

I didn't realize is how dramatic a change it can make for introverts when they realize that what they've believed has been a handicap can actually be turned into a strength. Click To Tweet

Marcy: Yes. Yes. And isn’t it amazing the power of the content you put out there sometimes. Sometimes, you never realize the effect it’s going to have on someone.

Ben: So I have a question not on the questionnaire. Marcy, what is one thing about you that people would be surprised to learn? And you can take a minute and think about it.

Marcy: Oh boy. I have a black belt in taekwondo. I haven’t practiced taekwondo in a long time, but I did obtain my first degree black belt some time ago.

Ben: That’s awesome. I certainly had no idea of that!

Marcy: That was hard. I had a hard time with the sparring part, having the intent of striking somebody. I had trouble with that, and that’s not necessarily the intent. The intent is to defend yourself, but you have to sometimes strike others to do that. And I had a hard time with that. I was raised, you know, you’re not supposed to hit people, and um [laughing], but I loved it. I loved the discipline and it was something to do with my young sons. It’s not a lot of things mothers can do with their sons, that’s–you know–sportswise. So, so that’s one thing. I don’t know. I’m pretty open. [laughing]There’s not much that people don’t know about me because I write, and I’m pretty much a what you see is what you get kind of person.

Ben: Ok, great! So, any other parting thoughts?

Marcy:  Parting thoughts. Just again, focus on your strengths as an introvert because we have so many and very valuable strengths. Like Susan Cain says, it’s kind of a noisy world and our quiet can be very powerful. And also remember that there are workarounds. It’s just like in technology, when something doesn’t work, we find a workaround. Our introversion–we just find a workaround. I know in my business I have to get out there and be with people and interact. So, I just make it happen by figuring out my workarounds.

Ben: Sounds great! Thank you, Marcy for a great interview.


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Marcy Phelps headshot

Episode 020: Marcy Phelps–Designing Your Career Around Your Introversion

Category:introversion,introverts,Podcast

Episode 020 Show Notes: Marcy Phelps

Introduction

Marcy Phelps headshot

Marcy Phelps and Ben Woelk talk about how she’s designing her career as a PI around her introversion, and networking at conferences.

Key concepts

  • Career goals may change when exposed to new options
  • You can build a career that suits your temperament
  • Conferences can be both draining and rewarding
  • Networking may not be what you think it is

Quotable

I think I’ve designed my career pretty much around my introversion. I found out early on that working in an office. I was actually trained as a teacher. I found that being with all those people all day was so physically and emotionally draining that it was hard to actually get work done.

We as introverts, we don’t really like to shine the light on ourselves that much. So we focus on others a lot, and I think we’re in general, pretty good listeners.

I think as an entrepreneur you have to be really  attuned to client needs. You can’t say this is how we do things. You have to do them according to what clients need them done.

I think actually being a speaker helps. When you’re speaking at a conference, people will introduce themselves to you. So it’s kind of nice in that respect.

You mention networking, and people think big event and you’re wearing a name tag. Trying to make conversations with people you don’t know. But networking basically just means building and maintaining a group or a network.

Resources or Products Mentioned in this Episode

Links

Transcript

Ben: Joining us today is Marcy Phelps. As the founder and president of Denver-based Marcy Phelps and Associates, Inc. (formerly Phelps Researching), Marcy helps clients manage risk and prevent fraud. She started her firm in 2000 after earning a Master’s degree in Library and Information Services from the University of Denver, and is a Colorado-licensed private investigator and a Certified Fraud Examiner. Marcy blogs about investigative research at www.marcyphelps.com/blog. You can contact Marcy through the blog or on LinkedIn as Marcy Phelps. I encourage our listeners to visit Hope for the Introvert.com where you’ll find complete show notes including a transcript of today’s conversation.

Ben: Hi Marcy. I’m really excited you’re joining us today. Looking forward to chatting with you. Can you tell us about your job? And what does it mean to be an investigative researcher and what is your workplace like?

Marcy: An investigative researcher uses available information either on the web or sometimes through conversations–interviews–to answer our client’s questions. I’m not the kind of PI that’s out doing surveillance. I’m most likely sitting here in front of the computer checking up through public records, other public sources and not so public sources. That’s pretty much what an investigator searches. And my workplace,  I absolutely love. I’ve worked from home and my home office is just sunny and I have a great view, and I have two dogs that keep me company and bark at people. And I really enjoy working here. It’s very conducive to focus, which I I need for my job.

Ben: Yeah, I understand that. So you work as a licensed private investigator, but not like the type of PI that does surveillance. So your clients aren’t really individuals. Right?

Marcy: Exactly. I work for corporations, law firms, sometimes, nonprofit associations. But I don’t work directly with individuals, so I’m not chasing somebody’s deadbeat husband–that type of work that’s more corporate work–due diligence investigations, and asset investigations, that type of work. It’s focused on fraud–fraud prevention or identifying fraud.

Ben: So how did you go from getting a master’s degree in library and information sciences or information services, excuse me, to doing what you’re doing now?

Marcy: It’s been a quite a pivot–actually a few pivots. In grad school I just knew I didn’t want to be that typical librarian in a public library. I think public librarians do great work. I’m not suited for it. And, I just wasn’t quite sure what that looked like–what non traditional librarianship would look like. And then I was offered a position. My last year in school, someone asked if I wanted to join a project to create an online library, a virtual library for online learners. And, it was fascinating work and very innovative at the time in 1999. And I said, “Well, if they’re going to pay me to work from home and do research, who else would?”, and about that time I found out about AIIP, The Association of Independent Information Professionals, and I found that there were a bunch of people who were doing the kind of work I was doing–online database research, and doing it as their own business.

Marcy: And I was fascinated, and it wasn’t too long after that that I started my own business. I started out doing business and marketing type of research for years. I started my business in 2000. And eventually I was introduced to a private investigator who needed some help with some Internet research–news in social media. He had a media researcher he worked with for years who was retiring. And we got connected and I became fascinated with his work, and  he encouraged me to become a PI myself, which I eventually did. It was really a nice encounter and great work. And it’s been fabulous ever since. I just love my work.

Ben:  And it looks like you’re coming up almost on 20 years of doing it now.

Marcy: 20 years of owning my business. I became a PI about four years ago, so I made that big pivot about five years ago.

Ben: It sounds like an interesting story. I don’t know if it’s an unusual path for people or not, but it seems to be a good fit for you. IN general, how does being an introvert affect how you approach your work and life in general?

Marcy: It definitely comes into play a lot. I think I’ve designed my career pretty much around my introversion. I found out early on that working in an office. I was actually trained as a teacher. I found that being with all those people all day was so physically and emotionally draining that it was hard to actually get work done. So that is probably the biggest reason that I was so attracted to this idea of starting my own business and working from home. So, I’ve pretty much designed that around my introversion, and my life, I guess. Unfortunately I’m married to somebody who’s not an introvert, or fortunately I must say. And it’s an interesting dynamic, but you make workarounds, and it’s not like I don’t interact with people at all, but I have to prepare myself and I have to spend a little time recuperating, too.

I think I've designed my career pretty much around my introversion. I found out early on that working in an office with all those people all day was so physically and emotionally draining that it was hard to actually get work done. Click To Tweet

Ben: I totally get that. And my spouse is an extrovert as well. Both my kids were extroverts, so I was really the only introvert in the household, and it does take a while to make those adjustments so that we can–tolerate is by far the wrong word here–so that we can support each other in terms of the things that we need in our lives. For me, working on a university campus, I’ve seen enough people during the day that I’m quite satisfied with that. And I’d just as soon not do anything once I get home. For my wife, she typically works from home as an independent consultant, but as an extrovert, that means she doesn’t get the time around people that she really needs to flourish. So we’ve had to kind of work through how that works out for us. So it’s definitely an interesting dynamic.

Ben: What do you feel your biggest strengths are as an introvert? And in what ways have you leveraged those strengths?

Marcy: We as introverts, we don’t really like to shine the light on ourselves that much. So we focus on others a lot, and I think we’re in general, pretty good listeners and that’s really helped me with marketing. It’s helped me with my client projects or cases. I can really say I’ve worked on how to listen, listen really well and understand what they really, really want. What’s under the questions they’re asking because that’s not always what people want in my business. So I have to do a lot of digging and interviews. You have to be a very good listener in an interview. You have to know how to ask questions, but then you have to know how to shut up. So, I think that’s really helped me in my investigative work and my marketing to clients, just really able to find out what potential clients really want.

As introverts, we don't really like to shine the light on ourselves that much. So we focus on others a lot, and I think we're in general, pretty good listeners Click To Tweet

Ben: That sounds great. Other strengths that you feel like you have, we can go wherever you want with that. Go ahead with start with being adaptable, if you want to explore that a little bit.

Marcy: I think as an entrepreneur you have to be really  attuned to client needs. You can’t say this is how we do things. You have to do them according to what clients need them done. So I think that’s helped me in my business. Maybe it’s also helped me as an introvert because I’m able to do things that a lot of people would say, “Oh, introverts wouldn’t ordinarily be doing those kinds of things.” But I can adapt.

Marcy: I’m very adaptable. For example, I do public speaking and believe it or not, I think a lot of public speakers are introverts. And the problem is that it all happens at one time of the year. It seems. I have four events just in May that I’m attending conferences. You have to be part of the action all day. I have to mingle with people. It’s really very kind of stressful for an introvert. So I adapt. I have to go, these are things that are very good to do for my business and I have to make sure I can do them even though I’m an introvert, so I schedule time for myself when I get back and don’t have high expectations about what I’m going to get done or any more mingling. So that kind of conference schedule where everything seems to be packed with them.

I think as an entrepreneur you have to be really attuned to client needs. You can't say this is how we do things. You have to do them according to what clients need them done. Click To Tweet

Ben: Mine is, well, this weekend I have a ton of stuff, but then I kind of have a month and then I’ve got back-to-back conferences. So I fully understand where you’re coming from on that. And I also have the absolutely having to have downtime after the conference because it is exhausting.

Marcy: Oh yes. Oh absolutely. I’m not used to being with that many people in one week. It is physically and emotionally draining, stimulating as well. I learn, I meet fabulous people. I don’t want to make it sound like this is a horrible thing to do. I love going to conferences and meeting new people. It’s just I have to manage, adapt to my core, the way I do things.

Ben: You mentioned when you were talking about many speakers actually being introverts. And I do think there’s a misconception about that in general. And that would go for singers or other musicians as well, or even actors or actresses. But I do think there’s that overall, “Well, you’re an introvert, you must be shy. You must be reticent.” And I think that you know clearly not the case.

Ben: But I am curious about one thing. When you go to these conferences, part of my being comfortable with these conferences is that I tend to go to the same ones. So there’s a core group of people that I look forward to seeing every year. And after you’ve been a couple of times you’ve kind of established your group that you’re going to hang out with. But I also recognize that I’m also going in different roles sometimes where I have to introduce myself to a lot of people, which is definitely not what I would prefer to do. Normally. I do tend to be shy (is the right word or not), but I’d much rather not be introducing myself to tons of people. I just find it uncomfortable. How do you handle the networking and the actual people part of these conferences?

Marcy: Well, in small doses, hopefully. I think actually being a speaker helps. When you’re speaking at a conference, people will introduce themselves to you. So it’s kind of nice in that respect. It, which is lovely when people do, they kind of take it off of me, but that helps. But, I guess it’s just like anything else. I don’t like to do. It’s something that’s temporary. I’m just going to do it for this two-hour networking event or whatever. And then I reward myself afterwards. I get to go back to my room for an hour and recuperate before the dinner event, or I get to take a walk out in the sunshine. I reward myself with something I really like, but think about how good it feels when I take that time to myself too.

I think actually being a speaker helps. When you're speaking at a conference, people will introduce themselves to you. So it's kind of nice in that respect. Click To Tweet

Marcy: So I just have to pace myself and tell myself that it’s fun. I, I actually do enjoy talking to people. It’s not like it’s painful for me when I’m doing it. I’m having fun. It’s just planning in those rest times and I’m trying to plan maybe more one-on-one networking. That’s the other thing, Ben, networking has a bad definition or a bad rap. You mention networking, and people think big event and you’re wearing a name tag. Trying to make conversations with people you don’t know. But networking basically just means building and maintaining a group or a network–your connections, and yes, large events with the name tag are one way to do it, but there’s so many different ways to network. I think that’s another way I’ve adapted. A lot of times if I’m not speaking and I’m not expected to mingle, rather than mingle with the large groups, I’ll set up one-on-one coffees or lunch.

You mention networking, and people think big event and you're wearing a name tag. Trying to make conversations with people you don't know. But networking basically just means building and maintaining a group or a network. Click To Tweet

Ben: I try to do that as well. I do think there’s always been a misconception that networking is about quantity and how many people you can introduce yourselves to and give business cards or vice versa or their LinkedIn names. But I’ve find the same thing. I’m quite comfortable talking one on one with people, though it certainly helps once we’ve found a shared interest or something to give us a framework to talk around.

Marcy: Which you usually do, you can always talk about, like I said, if you’re a speaker or they’re a speaker, that gives you an immediate opening of something to talk about. or you can talk about the most recent session and what’s the most useful session.


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Melanie Seibert headshot

Episode 019: Melanie Seibert: Applying Insights from Personality Inventories

Category:introversion,Introverted Leadership,introverts,Leadership,personality,Podcast

Episode 019 Show Notes: Melanie Seibert

Introduction

Melanie Seibert headshot

Melanie Seibert and Ben Woelk chat about being surprised at the insights from StrengthsFinder and other inventories, and applying these insights in the workplace.

Key concepts

  • StrengthsFinder and other inventories
  • You don’t always get what you want to
  • The lingering impact of limiting statements

Quotable

You don’t have to be a certain personality type to be a leader. You can be an introvert. You can be creative. You can be analytical, whatever. @melanie_seibert

I knew in my mind the qualities that I wanted to have and it was an adjustment to accept the strengths that I actually do have and see how I can use those, instead of trying to be someone I’m not. @melanie_seibert

Statements made about you early in your life (such as you won’t be creative) can have a big impact on what you believe about yourself. Depending on how you take them, can probably limit yourself quite a bit. @benwoelk

How important it is to have a team where people are complementary, so that those strengths are there, but also where there are weaknesses those are bolstered and really shored up by having the right people on the team. @benwoelk

As an INFJ, I’m just really fascinated with people’s stories, and how people work on the inside. @melanie_seibert

Personality inventories give us permission to do things that we thought we weren’t suited for, and I feel like that sense of having permission is helpful to some people. I just want to encourage people to not doubt that they can be leaders. @melanie_seibert

Resources or Products Mentioned in this Episode

  • Prose Kiln
  • StrengthsFinder
  • Keirsey Temperament Sorter
  • DISC

Links

Transcript

Ben: So welcome back Melanie. I’m looking forward to more conversation. It’s been fascinating so far.

Ben:  What do you think your biggest strengths are? And we started to talk a little bit about the StrengthsFinder, and I have actually not taken that one yet. I’ve done the Enneagram (which I can’t remember any of the detail on) and DISC, which I’m really not super fond of. And of course the Myers-Briggs/Keirsey type things. I have not yet done the StrengthsFinder thing. Tell me a little bit about that test. I guess what would be really interesting, I think, would be if you have any idea what you felt like your strengths were before you took the test, and whether you learned something from that test that surprised you.

Melanie: Yeah. So the StrengthsFinder is really interesting because the way–I learned about it when I went to work at Rackspace, and they as an organization have every person who’s hired take the StrengthsFinder before you start, and then when you start you get your results. And there are sort of orientation meetings to talk about what it means and how to work with different people. So they told us that when the researchers who created StrengthsFinder ultimately first set out, they wanted to find, was what are the traits of leaders. What are all the common personality traits that leaders have, and they expected to find when they interviewed executives and managers and those type of people–they expected to find common traits across everyone. And what they actually found was these 34 different strengths that were in different combinations for every leader. So it was surprising to them.

Melanie: But, the takeaway from that is that you don’t have to be a certain personality type to be a leader. You can be an introvert. You can be creative. You can be analytical, whatever. And so it’s funny that you say what was I expecting, because I was in this mode where I was like–I’m going to be a content strategist now. I’m going from being a writer, which is sort of a more creative role, to being strategic and analytical and thinking more big picture. And so I was really hoping to get a–there’s a strength called strategic. There’s a strength called communication. And there’s–there are a few others that look–there’s one called self assurance that I really wanted, but I just knew that wasn’t gonna happen. So, when I finally got my results, communication, strategic, self-assurance were way down towards the bottom, and at the top I had connectedness, input, positivity, relater. I can’t remember all of them right offhand, but I had adaptability, and I was just like, “Oh man!” All these–they sounded very sort of unappealing and wishy-washy to me at the time. But over time, I’ve really learned to value and I’ll see myself doing things and if I do a certain thing, well I’m like, “That’s because I have connectedness.” Like I’m always connecting people with resources, or I just find that super satisfying to–I don’t know–help people learn about something, and I’ll tell them, “Oh, there’s this great book that I read or whatever.”

You don't have to be a certain personality type to be a leader. You can be an introvert. You can be creative. You can be analytical, whatever. @melanie_seibert Click To Tweet

Melanie: And there’s value to that. So, I think positivity is probably the only strength that I have that is actually–at the time they counted it as a leadership type of strength. It lets you influence people and it lets you influence people’s behavior. There are others that I definitely don’t have as much of. One is command, which is where you’re just like totally comfortable being the boss, and one is woo, which they say it stands for winning others over, which means you’re kind of like the salesman. You’re like everyone’s best friend. You meet a person and you’re like their best friend within two minutes, and you’re all buddy buddy with them, and then when you meet someone else you’re sort of their best friend. So it’s like, I don’t know, it’s very charming. Sounds like an extrovert thing. I don’t know, I can talk about it all day.

Ben: It sounds like a courtship-type thing. When you said the wooing part, I mean that’s the context, but it sounds appropriate for what you’re talking about as well. It’s funny to me that when you took the inventory that you were hoping to have strengths in certain areas.

Melanie: Yeah, I mean I don’t think I knew the words for them, or what the outputs would be, but I knew in my mind the qualities that I wanted to have, like how I wanted to see myself, and it was an adjustment to accepting the strengths that I actually do have and seeing how I can actually use those, instead of trying to be someone I’m not. Basically, like I’m never going to be–the boss had self assurance and I was so jealous because I want to be able to just walk into a meeting and lead the meeting and feel totally comfortable doing that, and just assume that people are going to accept my ideas, ’cause I have the best ideas, and that type of thing. I’m just never going to be comfortable doing that. I’m always going to be a little bit more reserved, a little bit more like tentative. Like I think this is the best course of action, but I’m always open to feedback, or if other people have other ideas, let’s hear ’em. That type of thing. So it was definitely a process.

I knew in my mind the qualities that I wanted to have and it was an adjustment to accept the strengths that I actually do have and see how I can use those, instead of trying to be someone I'm not. @melanie_seibert Click To Tweet

Ben: Yeah. It sounds like it was a very–very much a self discovery thing. With some of it too, and some of it just does seem to be putting the words around what those strengths were. It’s funny because when I took the Keirsey.com Temperament Inventory, I was really surprised at some of the results of it, and I talked to my wife about it and then said, “Well, this is funny. Did you know that it says I’m really, really willfully independent?” And so that, “Yes!” [Melanie laughing] So it’s like the things that were not a surprise to people who knew me, but they were certainly a surprise to me. And what I found most helpful with the inventory I took, and I think this is true for many of them, is that it does help you identify your strengths.

Ben: And for me it was even to the point of, “Oh, Keirsey says I’m an INTJ.” Keirsey says, “Oh, they can be good leaders. I must be able to be a good leader.” And that was actually my reaction to it, because I grew up with that Western ideal of what leaders must be like, and knowing I was not this charismatic individual who was going to stand in front of everyone, or be commanding or anything else. It was just really wild to me to discover that, I could actually be a good leader. I learned things, like I’m innovative–creative and that should be an obvious thing, but I still go back to conversations in elementary school that I remember my parents having with my teachers, where they basically said, “Well, he’ll be able to learn anything at all, but he’s–he’s not going to be creative.” And that kind of thing–as surface as it seems like it should be–that really stuck with me. And I was really surprised that “Oh my goodness, I can be creative. I can be innovative.” And I embrace that now. But I did–It was like I didn’t even know it was a possibility. So it’s kind of funny, because for me it’s kind of how these, not really random comments, but how these statements early on in your life can have a big impact on what you believe about yourself. And probably, depending on how you take them can probably limit yourself quite a bit.

Statements made about you early in your life (such as you won't be creative) can have a big impact on what you believe about yourself. Depending on how you take them, can probably limit yourself quite a bit. @benwoelk @introvert_leadr Click To Tweet

Melanie: Yeah. Isn’t that funny? It’s almost like it’s liberating because someone’s giving you permission, you know, saying, “Yes, it’s okay. You can be creative.” You know, it’s–it’s really amazing how we internalize those impressions. I think I had a similar impression of myself. I don’t remember anyone ever telling me you can’t be creative, but I definitely–I–oh man, this is embarrassing! I walked into a job interview for a copywriting job when I was in my early twenties and the hiring manager said, “Well, are you creative?” And I said, “No,” [laughing] because I really don’t think of myself as creative. But later I was just like, well, first of all that was really dumb thing to say in a job interview. You don’t ever say that. But secondly, it’s not true because I’ve seen where I can be creative in ways that maybe I didn’t realize. So yeah, I definitely had a similar experience

Ben: It’s funny, and I imagine talking to a lot of people, we’d find out that there were little things that people said, and they took them to heart, or that these things have had an impact on them. So I think it’s great. I think all of these inventories are really useful. Some of them I personally like more than others, but in general I think they’re useful because I think that whole self discovery piece is really important. It’s so–I mean for me–I mean I haven’t, like I said, I have not done StrengthFinder yet, but it’s going to come back with strategic. Everything else that I’ve looked at talks about being strategic, and that helps me in terms of understanding what I’m good at and what I’m not good at. I’m in the process of planning a party (and this will release after this party occurs), but it’s a surprise party, and their are logistics, and I am going crazy because I don’t like dealing with the logistics. That level of detail as opposed to the overall strategy thing, I’m just finding to be a really, really big challenge. So it also, I think, points to how important it is to have a team where people are complementary, so that those strengths are there, but also where there are weaknesses (and we all have them), where those are bolstered and really shored up by having the right people on the team.

How important it is to have a team where people are complementary, so that those strengths are there, but also where there are weaknesses those are bolstered and really shored up by having the right people on the team. @benwoelk Click To Tweet

Melanie: Yeah, absolutely. And I think that was one reason why Rackspace really invested in that methodology, and also understanding your own strengths and understanding that someone else is not going to see the problem the same way you are, and there is a place for both people on the team. We really need each other. And in fact, their whole philosophy was, “If you’re not good at something, then let somebody who is naturally good at it do it, and you develop your strengths, not your weaknesses,” which is kind of a whole other kind of interesting take. But their point was you’re going to go farther building on your strengths, then you will be than you will trying to mitigate your weaknesses. So, work together. And so, it’s really interesting.

If you're not good at something, then let somebody who is naturally good at it do it, and you develop your strengths, not your weaknesses. @melanie_seibert Click To Tweet

Ben: I think that makes sense. I can see the downside of that. I mean, I think if it’s a case where your weaknesses are, I’m going to say, non-strengths, your weaknesses are impeding your ability to do something, then you obviously need to work on them. But in theory it makes perfect sense, because if you want to basically get the best part of each person and their best viewpoints involved, it seems like the product would naturally be stronger because you are leveraging everyone’s strengths. I can see the wisdom in that. It’s an interesting discussion.

Ben: You had mentioned that in a previous job that the leadership thing didn’t really pan out, because they were looking for a specific type of leader, more of a command-and-control type situation. And I know when–I don’t like being on either side of that. I cannot stand being micromanaged, and I probably, if anything, don’t necessarily provide as much management input with people who are doing things for me as I need to, because I’m very much, “Well I’m happy with whatever way you do it and I expect you to use your strengths, whatever you’re doing.” But I can see how that’s been a bit of a bit of a challenge at times as well.

Ben: We started to talk a little bit about what it’s like being an introvert in the workplace, and maybe not in a–well you are in a senior content strategist role. So it is a leader role in a way, or very much a leader role. How about in general in life, do you find that being an introvert impacts how you act in other situations or social situations?

Melanie: Yeah. So it’s really interesting that you sent me the link to the Keirsey Personality Inventory. I’m not sure if I’m calling it the right thing, but my profile there is the Counselor. So I’m the person who, it doesn’t matter if it’s at work or at church or at home, people are always coming to me with their problems. I had someone–a relative–texting me last night with what was a parenting question, and I think, I’m not sure why that is, but it has something to do with I’m really comfortable listening to people, and I’m very nosy, so I want to know everyone’s business, and I want to know all about their problems, and I really want to know what they’re really thinking, like what is really going on with this person under the surface. And for some reason, I’m just fascinated. So it’s not an altruistic thing necessarily. It’s kind of a selfish thing. I’m just really fascinated with people’s stories, and how people work on the inside. So yeah, that definitely does come out in my sort of daily life. Like, people will open up and tell me things, and it turns out that if you listen to people, you’ll be surprised at the things that they will tell you. I’m always sort of asking for information and expecting people to say, “Well, no, I don’t want to talk about that.” Or, “That’s too personal,” and it is really unusual for a person to say that. People will tell you a lot. I think a lot of people just really want to be listened to. I do find that.

As an INFJ, I'm just really fascinated with people's stories, and how people work on the inside. @melanie_seibert Click To Tweet

Ben: Especially if they think they can trust you. And that you will give them good input, but–and obviously not take the information and use it for whatever purposes. It’s funny because I look at our initial guest list on the podcast, and you are the fourth or fifth INFJ that I’ve had on the podcast, and in some ways it makes sense, but if you look at the Keirsey Temperament Sorter or the Myers Briggs, and the statistics around it, INFJ is the most rare temperament type.

Melanie: Really!

Ben: So I just find it really intriguing that I have so many friends who are INFJs.

Melanie: I’m curious to know which temperament types are the most common, so I’m going to have to do some Googling after this.

Ben: I don’t have the numbers handy, but one of the big differences that Keirsey talks about is that you have your Ns who are the intuitives and you have your Ss who are more concrete. There are far more concrete thinkers in our world than there are people who are intuitive, like INTJ or INFJ or anything like that. And I think from what I’ve been able to tell, the Ss are more much more practically focused, which is probably a good thing, because I know I can be very abstract and thinking about possibilities and things like that. So I think the Ss are pretty much holding us together. While some of us are very speculative and want to come up and try all these new ideas and things. And the INFJ as a guest doesn’t totally surprise me, because we’re all very interested in this whole temperament thing now and how it impacts things. And I think we tend to be naturally more introspective, not even just as introverts, but especially with being intuitive instead.

Melanie: That makes a lot of sense. And also if you’re talking to people in sort of technology-related fields, I feel like that N orientation where you’re thinking about possibilities and trying to innovate, that is definitely encouraged more in tech and in the type of world where we work, so that also might have something to do with it. That is really interesting.

Ben: I’d like to talk a little bit about recommendations you might have for introverts who want to become influencers or leaders. What recommendations would you have?

Melanie: Yeah, I guess my main recommendation is to, as we discussed earlier, we talked about how the personality inventories gave us permission to do things that we sort of thought we weren’t suited for, and I feel like that sense of having permission is helpful to some people, and so I just want to encourage people to not doubt that they can be leaders. I’m reading a book right now. It’s about systems thinking, and it’s very much about learning and leading, and the author is very against this idea that only executives are leaders or only managers are leaders. And I definitely had thought of it that way. You know, I think of the organization, you have your org chart and there are the people at the top of the org chart and those are the leaders.

Personality inventories give us permission to do things that we thought we weren't suited for, and I feel like that sense of having permission is helpful to some people. I just want to encourage people to not doubt that they can be… Click To Tweet

Melanie: But in reality a lot of the change in organizations comes from the individual contributors or the people who have a lot of credibility amongst their coworkers, and they become leaders that way, even if they don’t have formal or structural power to command people to do things a different way, it’s much more effective. Change is much more effective when it comes from sort of that level, that individual level. And so in that sense we’re all leaders, if we’re engaged and we’re motivated at work, we can be leaders at work. And there are a lot of different ways to be a leader. So if you’re working in a setting where your leadership style really isn’t valued, that doesn’t mean that you’re not a leader or that you can’t be a leader. You might just not be in the right place, that you might not be in a place that really values the contributions that you have to give. Because that’s where I found myself, and I had to find a place where I could contribute something that the organization would value. So I guess that’s my main recommendation. It’s not very sort of technical, but I feel like it is important to some people.

A lot of the change in organizations comes from the individual contributors who have credibility amongst their coworkers. They become leaders that way, even if they don't have formal or structural power. @melanie_seibert Click To Tweet

If you're working in a setting where your leadership style really isn't valued, that doesn't mean that you're not a leader or that you can't be a leader. You might just not be in the right place. @melanie_seibert Click To Tweet

Ben: I appreciate your time and thanks for a great interview!

Melanie: Thanks, Ben! It’s been great chatting with you.


  • 1
Tree Roots

Security Awareness and the Wind in the Trees

Category:EDUCAUSE,Higher Education,Information Security,Internet Safety,Security Awareness

Tree Roots

Image by cocoparisienne from Pixabay

Security Awareness and the Wind in the Trees

Winds and Stress Wood

In the 1990s, Space Biosphere Ventures constructed Biosphere 2. The biosphere was occupied by a crew of researchers for a two-year period, investigating whether they could be sustained only by food grown within the dome. The researchers grew many types of plants in their quest to develop a self-sustaining environment. One of the surprising results from their efforts was that as many of the trees grew they suffered from a lack of “stress wood.” A tree grows stress wood to strengthen its roots and structure in response to winds. (https://en.wikipedia.org/wiki/Biosphere_2)

Strong Roots

Many writers have drawn analogies between the importance of trees having strong roots (roots which are a form of stress wood), and the need for people to have strong roots to overcome adversity. I thought it would be interesting to look at this stress wood phenomena in the context of security awareness. I’m a security awareness practitioner in higher education. I take the complexities of good cybersecurity practices and recast them for my audience, doing the work of a technical communicator by explaining complex concepts and making them relevant and actionable to my audience.

Application

In many ways, effective security awareness has the same effect on the development of strong roots in people that winds have on trees. Without steady winds, trees don’t develop roots and will topple from strong gusts. Without a steady light wind of security awareness education, our communities won’t withstand the gusts of cyberattacks. Security awareness programs must communicate steadily to their communities what members need to know–not only how to recognize and respond to specific cyberthreats, but good daily security practices.

Effective security awareness has the same effect on the development of strong roots in people that winds have on trees. Without steady winds, trees don't develop roots and will topple from strong gusts. Without a steady light wind of… Click To Tweet

To help our community members develop strong roots we need a programmatic approach to security awareness. It’s not enough to just communicate about specific cyberattacks (gusts) as they occur. We must embed good security practices into our culture. Good security practice must become habitual. Our end users must develop strong roots to face the adversity of cyberattacks.

To help our end users develop strong roots we need a programmatic approach to security awareness. It’s not enough to just communicate about specific cyberattacks (gusts) as they occur. Click To Tweet

We must strive to embed good security practices into our culture. Good security practice must become habitual. Our people must develop strong roots to face the adversity of cyberattacks. Click To Tweet

For several years, I’ve led a preconference workshop to my peers on developing a security awareness plan at the EDUCAUSE Security Professionals Conference, sometimes by myself, other times with a skilled co-presenter. This year, Tara Schaufler, Information Security Awareness and Training Program Manager at Princeton University, and I will be presenting Know Which Way the Wind Blows: Security Awareness that Soars. We’ll help attendees build a strategic plan and determine how to implement that plan so that their communities have that steady wind of security awareness communications.

Wind in the Trees

I think the analogy of wind in the trees works for security awareness education. Growing roots is a good way to articulate the results and culture change we should expect from a good security awareness program. Decorating the tree through a specific security awareness campaign may be eye-catching. It’s great to leverage the damage from gusts of cyberattacks to teach key concepts. However, it’s the steady breeze that will make the biggest difference for our communities.

It's great to leverage the gusts of cyberattacks to teach key concepts. However, it's the steady breeze that will make the biggest difference for our communities. Click To Tweet


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