Introvert, Extrovert, Otrovert…
For decades, we’ve characterised ourselves and others via two descriptors: introverts, who recharge through solitude, and extroverts, who gain energy from social interaction. More recently, the term ambivert emerged to describe those who sit somewhere in the middle.
And now, a brand-new term has entered the conversation: otrovert. Coined by psychiatrist Dr. Rami Kaminski, an otrovert is not defined by how sociable they are, but by their relationship with belonging, identity and groups. We are fans.
Unlike introverts, otroverts aren’t necessarily drained by people. Unlike extroverts, they aren’t driven by social connection or group participation. Instead, they are often comfortable engaging with others while maintaining a strong sense of independence from group norms and expectations. They may participate fully in a team, yet never feel a strong need to “fit in”.
- Extroverts gain energy from people and groups.
- Introverts gain energy from solitude and reflection.
- Otroverts gain confidence from their autonomy and authenticity, regardless of whether they are alone or surrounded by others.
Leaders might naturally assume that quieter people are potential introverts, and vocal contributors are the likely extroverts. Yet otroverts display characteristics of both. They may collaborate effectively, communicate confidently and contribute valuable ideas, yet their needs remain detached from ‘group identity’ and are resistant to conformity. Does this sound like anyone you know?
What does this mean for leaders?
The modern-day instinctive leadership response is to focus on inclusion and encouraging stronger team belonging. While this remains important, leaders may get more from otroverts by recognising that not all of us are motivated by the same social drivers.
Here are a few practical approaches to help with the new ‘vert on the block!
Value independent thinking – create space for constructive challenge and alternative perspectives. Otroverts often add the greatest value when they feel that they have been ‘given permission’ to think differently rather than align with consensus.
Focus on contribution over visibility – don’t assume commitment is demonstrated through constant participation in group activities. Measure outcomes, ideas and impact rather than social engagement alone.
Offer flexibility in how to connect – many otroverts prefer meaningful one-to-one conversations over large, group interactions. Coaching discussions, project-based collaboration and purposeful dialogue can be more effective than team-building exercises.
Avoid forcing conformity – strong cultures matter, but overly prescriptive expectations about how people should behave can unintentionally suppress otroverts.
As with any emerging personality concept, otroversion is still new and not yet an established psychological classification. But, for now, it’s worth recognising that human behaviour isn’t always be explained through the traditional introvert-extrovert spectrum alone.
How would you describe yourself?
