What Can I Learn From: Quiet by Susan Cain
Picture this: you’re in a meeting, and the loudest person in the room gets all the attention. Their ideas aren’t necessarily better – they’re just delivered with more volume and confidence. Meanwhile, the quieter team members sit on insights that might be exactly what the project needs.
Sound familiar? Susan Cain thought so, too. Her bestselling book Quiet: The Power of Introverts in a World That Can’t Stop Talking challenges the assumption that the best ideas come from the most outgoing people. It’s a book that’s changed how millions of people think about personality, work, and success – and its lessons are more relevant than ever in our meeting-heavy, always-on work culture.
You Don’t Need to be Loud to Lead
One of Cain’s most powerful arguments is that introversion isn’t a weakness to overcome – it’s a different way of processing the world. Introverts tend to think before they speak, listen more carefully, and bring a depth of focus that fast-paced workplaces desperately need.
This doesn’t mean introverts should avoid leadership. Quite the opposite. Cain points to research showing that introverted leaders often get better results from proactive teams because they’re more likely to listen to suggestions and let others run with their ideas. If you’ve ever held back from putting yourself forward for a leadership role because you’re “not a people person,” this book might change your mind.
The Power of Deep Work
Cain makes a strong case for what she calls “deliberate solitude” – the idea that real breakthroughs happen when we have time and space to think deeply, away from the noise of open-plan offices and group brainstorms.
This is worth thinking about whatever your personality type. If you find your best ideas come when you’re walking the dog or in the shower rather than in a packed meeting room, you’re not alone. Protecting time for focused, uninterrupted work isn’t antisocial – it’s strategic.
Pro Tip: Block out even 30 minutes of quiet focus time in your calendar each day. Treat it like a meeting you can’t cancel. You might be surprised at what you get done.
Rethinking the Brainstorm
Here’s something that might surprise you: research cited in Quiet suggests that traditional group brainstorming often produces fewer and lower-quality ideas than individuals working alone and then pooling their thinking. The reason? Social pressure, groupthink, and the tendency for the loudest voices to dominate.
If you run meetings or workshops, consider mixing things up. Give people five minutes to jot down ideas individually before opening the floor to discussion. You’ll hear from people who usually stay quiet – and their contributions might be exactly what you’ve been missing.
Playing to Your Strengths
Cain isn’t suggesting that introverts should avoid socialising or that extroverts need to pipe down. Her point is subtler: understand your own energy patterns and work with them, not against them.
If networking events drain you, focus on one-to-one coffee chats instead. If you’re better in writing than on the spot, send a follow-up email after a meeting with your thoughts. If you need time to recharge after a busy day, protect that time without guilt.
Try This: Think about the last week at work. When did you feel most energised? When did you feel most drained? Use that information to redesign your typical day around your natural rhythms.
Why This Matters Now
In a world of hybrid working, video calls, and open offices, understanding how different people do their best work isn’t just nice to know – it’s essential. Whether you’re an introvert who’s been told to “speak up more” or an extrovert who wants to understand quieter colleagues, Quiet offers a genuinely useful new way to look at things.
The book’s core message is simple but powerful: there’s more than one way to contribute, lead, and succeed. The trick is finding the approach that works for you – and creating space for others to do the same.