Daniel Pink, writing in The Washington Post, explains how ambiverts are at an advantage over introverts and extroverts in leadership/sales roles:
Ambiverts, a term coined by social scientists in the 1920s, are people who are neither extremely introverted nor extremely extroverted. Think back to that 1-to-7 scale that Grant used. Ambiverts aren’t 1s or 2s, but they’re not 6s or 7s either. They’re 3s, 4s and 5s. They’re not quiet, but they’re not loud. They know how to assert themselves, but they’re not pushy.
In Grant’s study, ambiverts earned average hourly revenues of $155, beating extroverts by a healthy 24 percent. In fact, the salespeople who did the best of all, earning an average of $208 per hour, had scores of 4.0, smack in the middle of the introversion-extroversion scale.
What holds for actual salespeople holds equally for the quasi-salespeople known as leaders. Extroverts can talk too much and listen too little. They can overwhelm others with the force of their personalities. Sometimes they care too deeply about being liked and not enough about getting tough things done.
But the answer — whether you’re pushing Nissans on a car lot or leading a major nonprofit or corporation — isn’t to lurch to the opposite end of the spectrum. Introverts have their own challenges. They can be too shy to initiate, too skittish to deliver unpleasant news and too timid to close the deal. Ambiverts, though, strike the right balance. They know when to speak up and when to shut up, when to inspect and when to respond, when to push and when to hold back.
Still curious? Daniel Pink is the author of To Sell is Human: The Surprising Truth about Moving Others, which I am currently reading. The basic gist: we are all salesmen, day in and day out, whether we realize it or not.