????比如，對于內(nèi)向性格者來說，通過電子郵件介紹自己比打電話要簡單得多?！岸彝ㄟ^互聯(lián)網(wǎng)，我們足不出戶就能與成百上千，甚至與數(shù)百萬人進行互動。”人們可以輕松共享和討論一份白皮書，而不必飛來飛去做演示。

????公司也可以采取積極措施，幫助內(nèi)向性格的員工更加自如地工作。凱恩建議，公司“應該慎重考慮辦公室的布置”，使員工無需經(jīng)過預訂會議室、召開會議的繁瑣程序，就“可以在辦公室保持自己的個性與隱私”?！巴耆珱]必要搞得這么復雜?！?/p>

????即便必須要借助會議，也應該重新考慮如何讓會議真正發(fā)揮作用。“公司應該提供各種途徑，給所有員工機會，讓他們能為公司做出自己的貢獻，而不是讓所有人都搶著出風頭?！逼鋵崳詈唵蔚木褪翘崆肮紩h議程，使性格內(nèi)向的員工有“充裕的時間思考和準備?！眱?nèi)向性格者往往可以從這種思考中獲得能量，因此，或許他們會有很出色的想法——當然，前提是老板樂意傾聽。

????譯者：阿龍/汪皓

????Email introductions are infinitely easier for introverts than picking up the phone, and "with the Internet, you can connect with hundreds, thousands, or millions of people without ever leaving the house." A white paper is easily shared and debated without having to fly somewhere to make a presentation.

????Organizations can also actively take steps to help their introverts feel comfortable. Cain suggests that companies "should think really hard about their office design" and create places where "people can have personalization and privacy" without a huge conference room reservation process. "You shouldn't have to sign up to be by yourself."

????And even rethinking meetings can help. "Make sure to give people ways to contribute that aren't just to jump into the fray." Something as simple as handing out an agenda of a meeting in advance will give introverts "time to think it through." And since introverts are often energized by such thinking, they'll probably have great ideas to contribute -- if you bother to listen.