8 Quiet advantages that most of us tend to…

Quiet still gets a bad rap. I have never heard anyone say “Oh, she’s a bit quiet” with a positive tone. I hear about quiet achievers being great contributors who get overlooked or ‘used’ for their ability to deliver, rather than recognised as they should. It is only when prompted that people start to think about those quieter people who add a lot of value.

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Quietly Powerful Leaders – who are they and why…

Since starting the Quietly Powerful movement just over 2 years ago I have had the pleasure of interviewing 24 Quietly Powerful leaders so far, to understand what makes them quietly powerful and how their natural tendencies have been their leadership strengths (join the Quietly Powerful LinkedIn Group to access the recorded interviews). A few patterns started emerging, which I have been sharing more of in my talks.

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Quietly Disadvantaged Talent

In conversations with quieter professionals, I hear examples of how they have felt disadvantaged in the workplace. It is surprisingly common place and yet often not seen as a problem. It is more often seen as the problem for the quieter professionals to fix and fit in. While I have the view that the individuals can develop to overcome some of the disadvantages, I also believe that organisations are wasting talent by not being aware of or addressing these disadvantages.

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Strong leadership ≠ dominance

Recently I heard two cases where leaders with track records were unsuccessful for roles they applied for, and they were unsuccessful because the hiring manager was looking for a ‘strong leader’.

One of them wrote to me and said:

“I think they were looking for that [a dominating style of leader] because it is their current workplace culture. They fight, they push each other around…”

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War on Wasted Talent

Many have spoken and written about the War for Talent. I wrote an article Let’s stop the war for talent nearly 3 years ago. My thinking has evolved, but my message is largely the same. In fact, I shared at the EEON (Equal Employment Opportunity Network) lunchtime talk on 20th March that if organisations are serious about talent as a key driver of performance and growth, they need to focus on the War on Wasted Talent.

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