Systems & Technology Group
© 2013 IBM Corporation
Professional Development for Introverts
Jennifer Appleyard
SWE’13
Systems & Technology Group
© 2013 IBM CorporationTechnical Interlock
Agenda
 Introduction
 Background
 Personalities at...
Systems & Technology Group
© 2013 IBM CorporationTechnical Interlock
Background
 Extroverts
– Tend to be outgoing and ene...
Systems & Technology Group
© 2013 IBM CorporationTechnical Interlock
Personalities at Work
 Strengths of Introverts
– Tho...
Systems & Technology Group
© 2013 IBM CorporationTechnical Interlock
Professional Development Examples
 Be a ‘pseudo’ ext...
Systems & Technology Group
© 2013 IBM CorporationTechnical Interlock
Your Professional Development
 Is your current posit...
Systems & Technology Group
© 2013 IBM CorporationTechnical Interlock
References
 Cain, Susan, Quiet: The Power of Introve...
Systems & Technology Group
© 2013 IBM CorporationTechnical Interlock
Thank you
 jenniferappleyard@yahoo.com
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Professional Development for Introverts

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  • Introduce myself – IBM 13 yrs
    Talk about my work – product development in semiconductor industry – analysis of test data
    Last few years I’ve done a lot of thinking about what rewards/motivates me at work, what type of work I like to do, why I like what I do, etc
    Reference the book Quiet
  • I = Not same as shy
    Eng = intro / execs = extro – but not always
    Not what you think
    Me, KP
    Multi-tasking – can you survive / get through MT, or are you charged by it ?
     Sometimes it is exciting and I feel like I got a lot done - sometimes feel like lots of loose threads and Need to collect my thoughts
  • Ex. – I
    Look at problems from various angles, verify assumptions, generate sensitivity analysis
    meeting before the meeting
    Take initiative  consider what’s the best way to do something
    Ex – E
    Can do the other  but not rewarding / motivating / can be draining
    Reference Imposer talk. Don’t have to be 100% expert on everything!
  • Pseudo-extrovert
    Ex. speaking up – earlier in career reluctant to speak up unless asked something; wanted to make sure I had something useful to say – plus boss knows I have this expertise
    feedback: find opportunity to SHOW more to upper level mgmt
    Ex. technical presentation – -subject matter expert – I’m the most suitable person to give it
    give thoughtful responses, anticipate questions and have info ready – or , I’d have to think about that and get back to you
    cheat sheets w/ essential info so you can think ‘on your feet’
    Too deep – explained too detail – reference Imposter talk!
    Make deals
    Find other ways to demonstrate expertise true to style
    Ex. sent emails periodically explaining / recommending – and asking if follow up questions
    In meetings – stayed superficial – but not in a ‘false’ way; in a ‘this fits the needs of the situation’ way
    Ex. new project – can be the thing I dive into to understand all the aspects of … but sometimes does not have to be
    Ex. large eng meetings
    In prod development we’d have working meetings to address various technical issues – I was lead engineer – was advised I had to set up a meeting like this for my product, and given a large invite list of people from various diverse areas. My first response was that I don’t want to waste all these people’s time, and next was that I would not be able to think about technical issues in a meaningful way with all those people. Coping: 1. agenda – gave me permission that people would join if they were interested in the material and 2. thought really hard about what I’d put on the agenda, and how I’d structure the technical discussions. 3. other teams/groups had other prio’s, and I had my prio, I had to keep my prio front and center so I wouldn’t get unnecessarily distracted.
    Manage workload
    If you can – delegate – or see it as a skill-building challenge
    -save for times when you need a break from long thinking days
    Recognize Work / Home / Other
    Ex. a few scenarios
    Days filled with complex meetings, plans changing, reactive day at work; errands, follow up phone calls and tasks at home
     might find reward in diving into some new recipe  but allow space to focus on it – for ex. not while supervising HW and listening to the radio or talking to mom
    On the other hand …
    2. After intense focus on a big project plus writing a paper for class – and reflecting on some other relationship or family or news thing
     Might be a day to make a less complicated dinner / on ‘autopilot’ or have a few things going on at the same time – to have a change of pace
    So I consider what revives me – doesn’t always work and can’t always plan around everything, but helps to have an understanding of where the challenges will be
    Have a ‘deep thinking’ budget and avoid getting into a deficit
  • Ex.
  • Questions
  • Professional Development for Introverts

    1. 1. Systems & Technology Group © 2013 IBM Corporation Professional Development for Introverts Jennifer Appleyard SWE’13
    2. 2. Systems & Technology Group © 2013 IBM CorporationTechnical Interlock Agenda  Introduction  Background  Personalities at Work  Professional Development Examples  Your Professional Development  Questions
    3. 3. Systems & Technology Group © 2013 IBM CorporationTechnical Interlock Background  Extroverts – Tend to be outgoing and energetic • Talkative, gregarious • Predominantly concerned with what is outside the self • Energized when around other people  Introverts – Tend to be reserved and solitary • Concentrate on a single activity at a time • Observe situations before they participate • Energized through reflection  Extremes on a Continuum
    4. 4. Systems & Technology Group © 2013 IBM CorporationTechnical Interlock Personalities at Work  Strengths of Introverts – Thorough problem-solving – Creativity through reflection – One on one discussions – Staying on task – Leaders: listen; encourage others to take initiative  Strengths of Extroverts – ‘quick and dirty’ problem-solving – Creativity through stimulation – Large or short-notice ‘social’ situations – Handling information overload – Leaders: inspire; respond to reward
    5. 5. Systems & Technology Group © 2013 IBM CorporationTechnical Interlock Professional Development Examples  Be a ‘pseudo’ extrovert sometimes – Adopt an extrovert persona – Stay ‘deep’ – focus on the ideas  Make deals about how to get work done – Give permission – ‘just deep enough’  Manage workload – Delegate or Save based on style – Schedule carefully  Recognize style of Work & Life – Balance style across activities – Find what motivates
    6. 6. Systems & Technology Group © 2013 IBM CorporationTechnical Interlock Your Professional Development  Is your current position in your sweet spot? – What changes can you make?  Review your appraisal system. – Can you align behaviors to appraisal system and stay true to your style?  For management:  Does your team’s work support a range of sweet spots? – What changes can you make?  Review your appraisal system. – Can you align behaviors to appraisal system and support a range of styles?
    7. 7. Systems & Technology Group © 2013 IBM CorporationTechnical Interlock References  Cain, Susan, Quiet: The Power of Introverts in a World That Can't Stop Talking, Crown Publishing 2012  Cain, Susan, Quiet: The Power of Introverts in a World That Can't Stop Talking, Crown Publishing 2012: quoted by Szalavitz, Maia, "'Mind Reading': Q&A with Susan Cain on the Power of Introverts"  Thompson, E.R. (October 2008). "Development and Validation of an International English Big-Five Mini-Markers". Personality and Individual Differences 45 (6): 542–548. doi:10.1016/j.paid.2008.06.013.
    8. 8. Systems & Technology Group © 2013 IBM CorporationTechnical Interlock Thank you  jenniferappleyard@yahoo.com

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