Introvert, Extrovert, or Something in Between? Why Most L&D Leaders Are Ambiverts

Many people in learning and development proudly claim the word introvert. Quiet thinker. Thoughtful designer. Listener first. It fits, and for years the field has reinforced the idea that great learning work happens behind the scenes.

But research tells a more interesting story. Nearly 70 percent of us are actually ambiverts. We move between reflection and expression depending on the moment, the audience, and the stakes. That matters because leadership in L&D is no longer a behind-the-curtain role. It requires presence, influence, and the ability to connect ideas to people.

Why So Many L&D Professionals Identify as Introverts

L&D attracts people who enjoy thinking deeply, observing patterns, and designing experiences with care. Those traits are often labeled as introverted, even though they are really about how energy is managed, not whether someone can lead, speak, or influence.

When “introvert” becomes a fixed identity instead of a preference, it can quietly limit how people see their own leadership potential.

The Research on Ambiverts and Leadership

Research cited in The Introverted Leader shows that most professionals fall in the middle. Ambiverts shift based on context. They reflect first, then engage. They prepare deeply, then step forward when it matters.

This flexibility is not a weakness. It is a leadership advantage, especially in learning environments where credibility and trust matter more than volume.

What The Introverted Leader Gets Right About Preparation

The book emphasizes preparation as a core leadership skill. Not just knowing your content, but knowing your purpose.

That includes choosing stories that align with your intent, using images and questions to anchor meaning, rehearsing, visualizing success, and managing energy before you ever enter the room. None of this is about becoming louder or more performative. It is about being intentional.

The Real Risk: Visibility, Not Personality

One of the most striking ideas in the book is that capable professionals often stall not because of talent gaps, but because of relationship gaps.

When connection feels uncomfortable, it is easy to substitute overwork for visibility. The result is fewer opportunities, missed influence, and a sense of being overlooked. Not because the work is weak, but because the work is invisible.

Why Storytelling Works for Ambivert Leaders

This is where storytelling becomes a powerful leadership tool.

Story is not performance. It is structure. It allows thoughtful leaders to guide attention, create meaning, and connect ideas without pretending to be someone they are not.

When you know what story you are telling, why it matters, and how it is designed to land, leadership becomes less draining and more effective.

Using Story on Purpose in Learning and Facilitation

If you design learning, you already understand story intuitively. The opportunity is learning to use it on purpose for facilitation, influence, and leadership.

We teach practical, reusable storytelling patterns inside the Storytelling Trilogy, designed specifically for learning designers, facilitators, and leaders who want their ideas to land with clarity and confidence.

You can explore it here: https://www.sententiagamification.com/training

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