Extraverts Working With Introverts

We are all aware that our personality traits exist within a wide or narrow spectrum. Within that band, we can be low, moderate, or high on the introvert /extraversion trait.

If you are low in extraversion, you are referred to as being high in introversion.

While personality can help predict how someone is likely to behave, it doesn’t always determine how we behave towards them. The situation, the setting, how others act, our mood, our values, our intentions, etc – are just as likely to have an impact or force a reaction in our behaviour and actions.

None the less, the behaviours of an extreme introvert and an extreme extravert can vary so dramatically in response to an identical situation. If you are apart on th eintrovert /extravert scale then you may have difficulty understanding how and why the other person is reacting in the way they are.

To be an effective leader, you must be able to recognise and adapt your style to integrate and complement the characteristics of others. To work effectively in a team situation, it is essential that you recognise, respect, and meld with the differences of others.

Emotional Expression
One hallmark of extraverts is that they are very likely to display positive emotions whenever they feel them. In contrast, an introvert may be very happy or pleased, yet less attentive colleagues around them may not recognise a change because they are more restrained and reserved in their emotional expression.

Introverts will not jump up and down in response to a birthday gift or a promotion but you cannot assume that they are unhappy or unappreciative of the event. They are more likely to express their true emotions through words rather than actions. Remember to take those words at face value and don’t read too much into them.

Information Processing
Extraverts will express their thoughts as they occur and sometimes start talking before their thoughts are fully developd or make sense, even to them.

If introverts start taking without a plan in mind, then they will only get very embarassed and confused by the immediate feedback from their colleagues. This is especially true in problem-solving.

Don’t expect an instant answer from an introvert because they have a complex checks and balance thought process to undergo, prior to providing a response.

It's always good meeting management to provide everyone with the agenda, the problem, the questions, etc and a summary of the expected outcome or action. It maximises the contributions that everyone will make and is especially important to give the introverts a chance to pre-think their views.

In recent years, open collaboration spaces have become very popular and are great for the extraverts. However, make sure you also have private, quiet spaces where work can be done relative 'privacy' and without interruptions. Introverts work better if their 'personal space' is not invaded.

Social Interaction
It is a misconception that introverts have poor social skills or are shy. It appears this way because introverts expend more nervous energy and become drained after interacting with others and they need to recharge after such event by retreating into their 'personal space' and taking some 'alone time.'

Introverts are more likely to enjoy interacting with others one-on-one than in larger group settings. They also tend to enjoy getting to know a few people very well rather than lots of people superficially. Because introverts process information internally and in additionally complex way, they may be slow to express what they are thinking through speech. Give them time to finish expressing themselves, without interrupting.

Quick tips:

• Extraverts tend to dominate brainstorming sessions. Ask introverts for their opinion specifically in a 'round robin' manner and create an atmosphere where they can be heard without interruptions.
• Phone conversations create awkward pauses when the introvert is thinking. Use email if you want to get their clear and comprehensive thoughts around a topic.
• Introverts will often keep their emotions, interests, ideas, and thoughts to themselves. It takes time, trust, and relationship bilding to get to know them fully.
• Introverts have a larger personal space bubble and a lower tolerance for external stimuli. Hold the hugs, turn down the music, and give them some space.

Social Engineering - The biggest Threat to Security is still You and your People

Social Engineering - Are you Tempted?

Whether they are going through the eTrash, dumpster diving, pod slurping, or impersonating other people, our constant companions, the hackers know that social engineering is still the best way to by-pass security.

People Skills
Social engineering finds and hits directly at our weak spot, you're a nice gal /guy, a people person and people are still the weakest link in security. Yes, it is difficult to change this because it means changing people's attitude and behaviour. Plus you have just spent 10's of thousands of Dollars, Pounds and Euros, to give them better customer facing skills.

Why? It Works!
Why are hackers still using social engineering to gain access to organisations? Because it still works better than anything else and it provides quicker results. It's easier to infiltrate an organisation via the people because the security is focused elsewhere, on the building and on Technology. Plus your guard is down, your complacent because you 'think' you are secure.

Who? People!
Front-of-House contact people are the most succeptible to intrusions. Partly because they form the first barrier but also because they are often bored, busy, isolated. Almost certainly, the least aware, uninformed or not adequately trained, concerning social engineering techniques and their risk to security. After all, who doesn't like to help a nicely dressed, sexy gal /guy and be rewarded by a smile, a compliment or just some friendly attention? What 'bait' would work on you?

What are the most likely vulnerabilities versus bad behaviours:

1. People want to be, and are trained to be helpful and co-operative. Sometimes this help can go too far and they give away too much information. - Make it clear to them what they can and cannot reveal, in writing.

2. People want to avoid confrontation and are trained towards compromise. It's difficult for some people to ask others to prove who they are. They don't like or want confrontation, especially with a possible 'authority' figure. Support your staff's doubts and back them up, review and clarify their decisions.

3. People like convenience and easy options. No one wants to take the complex additional security check route because they are busy or distracted, even if it may protect or benefit the organisation. Make the secure route the easy option for your staff.

4. People are messy, unorganised and easily distracted. They leave paper around, leave screens open to view, copy multiple people on e-mails, gossip and leak data. Provide them with pleasant incentives to change their behaviour and give them other, more positive things to talk about.

5. People are curious, inquisitive creatures. A great example is an employee who finds a USB drive in the parking lot. The first thing they do when they get to their desk is plug it in to see what's on it. You have to tell them why this is a threat to security and also a violation of someone else's privacy.

Is there light?
Social engineering attacks are some of the most difficult to defend against, but not all is darkness. Your greatest weapon is training and education. Maintaining awareness of current threat profiles and passing those on as a simple and easy to implement 'cheat sheet' or guidelines. Address all of peoples' senses, sight, sound and listenning. Use the technology Podcasts, MP3s, YouTube Videos, Twit and Facebook them. Whatever it takes.

Technical Barriers
There are very few technical solutions to people problems but here are some technical controls that are sensible to put in place:

* Lock down or limit capability of all peripheral devices, especially USB ports. There are now many commercial products that allow security administrators to completely lock down USB ports. This might be difficult but not impossible, because many devices are connected via USB ports.
* Use Data Loss Prevention techniques and products. Know who has access to your data, when they access it, and what they are accessing. Not very effective if someone's profile has been duplicated, stolen or access has been incorrectly allowed.
* Use encryption on every device and wherever systems talk to systems.

Remember 'If your employees don't know what social engineering is and how it operates, why should they change their behaviour?" You are the Agent of Change! Make it so!