比如，对于内向性格者来说，通过电子邮件介绍自己比打电话要简单得多。“而且通过互联网，我们足不出户就能与成百上千，甚至与数百万人进行互动。”人们可以轻松共享和讨论一份白皮书，而不必飞来飞去做演示。

    公司也可以采取积极措施，帮助内向性格的员工更加自如地工作。凯恩建议，公司“应该慎重考虑办公室的布置”，使员工无需经过预订会议室、召开会议的繁琐程序，就“可以在办公室保持自己的个性与隐私”。“完全没必要搞得这么复杂。”

    即便必须要借助会议，也应该重新考虑如何让会议真正发挥作用。“公司应该提供各种途径，给所有员工机会，让他们能为公司做出自己的贡献，而不是让所有人都抢着出风头。”其实，最简单的就是提前公布会议议程，使性格内向的员工有“充裕的时间思考和准备。”内向性格者往往可以从这种思考中获得能量，因此，或许他们会有很出色的想法——当然，前提是老板乐意倾听。

    译者：阿龙/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.