Meeting- and hallway-dominating voices often attract attention, but they can drown out the quiet connectors — those who build deep relationships, bridge silos and help organizations evolve.
I’ve spent the past several years helping a company transform an outdated, sometimes toxic culture. At my first listening workshop, one employee quickly took over the conversation. He was outspoken and opinionated and seemed to serve as the group’s informal spokesperson — exactly the sort of person I, as a fellow extrovert, instinctively gravitate toward. I assumed his vocal support would be crucial in driving culture change.
But I was wrong.
The informal networks driving influence
It’s well known that informal networks often hold more sway in organizations than formal hierarchies. Real transformation happens through social ties, not reporting lines. People known as brokers, who bridge disconnected groups, are often seen as the ones who drive change and benefit most from their central positions in the flow of communication.
So, it’s tempting to think that the loudest person in the room, especially one whom others seem to follow, is your best bet to lead change. But that assumption can be misleading for two reasons:
- The loud = connected fallacy: While extroverts may be more visible, it doesn’t necessarily mean that they have the depth and breadth of connections necessary for driving transformation. They may simply be the squeaky wheel or confident enough to voice concerns. In fact, research shows extroverts are no more likely than introverts to be brokers or key connectors.
- The simple change assumption: Many organizational shifts today are complex, involving shifts in strategies, behaviors or structures that require multiple points of reinforcement. These “complex contagions” don’t spread easily. They need trust. And brokers, though well-positioned, often lack the deep trust needed because they’re seen as lone wolves. That can hinder real change.
The “quiet connectors”
When I began researching for my book, “Orchestrating Connection: How to Build Purposeful Community in a Tribal World”, I believed those assumptions, too. But after nearly 50 interviews with so-called superconnectors and dozens of informal conversations, I changed my mind.
More than 75% of the people I interviewed identified as introverts. They weren’t working rooms or dominating meetings. They built their influence through intentional, one-on-one relationships, gradually forming broad and deeply rooted networks.
Here’s how quiet connectors help move organizations forward:
- Lead with curiosity: Quiet connectors show up with questions, not conclusions. They listen closely and uncover concerns others miss. Their credibility grows through attentiveness, not authority.
- Build depth before breadth: Trust doesn’t scale through shallow networking. Quiet connectors focus on quality connections first, then widen their reach over time.
- Understand with empathy: This deep listening and slow growth builds genuine empathy. Quiet connectors often understand how different parts of the organization think and feel — and how to communicate change in ways that resonate with them.
These behaviors not only make quiet connectors powerful allies in transformation, but they also serve as clues for identifying them in your organization.
Balance matters
Not every introvert is a quiet connector. Some simply prefer solitude. However, it would be a mistake to assume that any quiet voice in your organization is socially isolated or lacks influence. Similarly, not every loud voice is a roadblock — many are effective amplifiers.
The key is balance. You need quiet connectors who can earn trust and rally people behind change, as well as visible champions who can broadcast the message. If you rely only on the loudest voices, you risk missing out on what’s really happening and who may be best positioned to move the organization forward.
A case in point
Back at the company I’m advising, another longtime employee — a woman who barely spoke during that first session — pulled me aside afterward. In just a few minutes, she described the rituals and structures she had built to support the kind of culture and leadership we were aiming for.
As I spoke with more people, it became clear she was widely respected across departments. Today, she’s co-designing the transformation with the leadership team. Meanwhile, the outspoken voice I was initially drawn to is proving to be more of a barrier than a bridge.
Seek the hidden gems
We naturally hear from loud voices more often — they’re hard to miss. But that can keep us from noticing the quiet connectors who carry real influence and deep insight.
After your next meeting, talk to someone who didn’t say much. Listen to see if they lead with questions. Ask what they’re seeing, what others are saying and how they’d share a key idea across the organization.
You just might uncover your next great change agent.
Opinions expressed by SmartBrief contributors are their own.
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