Thriving Quietly: How Introverted Women Can Succeed in a World Built for Extroverts

After graduating from university, Ms Serena Low (Law ’93) spent the first 11 years of her career practising law in Singapore’s Public Service. It was a stable and respected path—one she never questioned—until a single moment in her mid-30s prompted deep reflection. Asked by a senior what lay ahead if she continued on the same trajectory, Ms Low found her thoughts drifting decades into the future.

“I imagined myself at retirement age, looking back—and realising I had never considered any other life beyond law,” she recalled.

That moment marked the beginning of what she describes as a series of “scenic detours”: leaving legal practice, migrating to Australia while pregnant with her second child, and stepping away from work to focus on family. Years later, when her younger child was about to start school, Ms Low began asking a familiar question again: what was the next chapter?

Her search led her to coaching, which she initially embarked on for her own personal development and later for people navigating mid-career transitions. Over time, a clear pattern emerged. Many of the women she worked with were high-achieving, thoughtful and capable—but quietly struggling in environments that rewarded visibility and vocal presence. That was when her work shifted towards supporting introverted women.

THE INVISIBLE PRESSURE TO “BE MORE” 

From Ms Low’s experience, one of the most common challenges introverted women face is the belief that they are the problem.

“When something goes wrong—when they don’t get promoted or are overlooked—they tend to think, ‘I wasn’t outspoken enough. I didn’t do enough. I’m not enough,’” she said.

This mindset can be particularly pronounced among women navigating career transitions or relocating to countries with more outspoken workplace cultures. Ms Low works closely with professional migrant women who were once senior experts in their home countries, only to find themselves struggling in new environments where self-promotion and constant visibility are expected.

Rather than encouraging them to “fake it” or perform extroversion, Ms Low takes a different approach. “These are highly intelligent, high-functioning women,” she said. “It’s not about changing who they are. It’s about communicating their strengths in ways that fit the environment.”

QUIET STRENGTHS, VISIBLE IMPACT

According to Ms Low, introversion comes with its own powerful skill set: deep listening, careful observation, analytical thinking and the ability to synthesise ideas into thoughtful outcomes.

In client-facing roles, these strengths can be especially valuable. By paying close attention—remembering small details, listening beyond surface-level requests, and responding with tailored solutions—introverted women often build strong trust and credibility.

In meetings, being heard does not always mean speaking the most. Ms Low suggests alternative ways of contributing meaningfully: summarising discussions, clarifying key points, guiding conversations back on track, or following up thoughtfully after the meeting.

NAVIGATING CHAOS WITHOUT LOSING YOURSELF 

Contrary to common assumptions, Ms Low believes introverts often perform well in chaotic situations. Their natural tendency to pause and reflect allows them to provide steadiness when things feel rushed or unclear.

Her advice for introverts is simple but practical: ask for time. Requesting 10 or 30 minutes to gather thoughts or data is not a sign of avoidance—it is a way of ensuring quality thinking. “Introverts think slowly and deeply,” she explained. “Their output depends on having that space.”

This approach is especially helpful when working with more vocal managers or teams that move quickly. Clear communication about how and why time is needed helps bridge different working styles.

RETHINKING NETWORKING AND LEADERSHIP 

In terms of attending networking events, traditional networking events, as Ms Low observed, are often heavily biased towards extroverts: large groups, constant movement, background noise and rapid self-introductions. For many introverted women, this leads to exhaustion rather than connection.

Her suggestion? Redefine the goal. Set time limits. Focus on two or three meaningful conversations during the networking event and leave when your “social battery” runs low.

If existing networks don’t fit, Ms Low offers another option: create your own. In Melbourne, she now runs small, curated gatherings for introverted men and women—spaces designed for depth and meaningful connection instead of small talk.

Leadership, too, deserves reframing, said Ms Low.  Research and experience alike show that many effective leaders are introverts—people who listen, think carefully and lead with presence rather than ego.

“In times of crisis, what people need is not hysteria. Instead, they need someone calm and one who can gather others and give direction,” said Ms Low.

A FINAL TAKEAWAY FOR WOMEN AT EVERY CAREER STAGE 

Whether you are a woman starting out, changing careers or adapting to a new country, Ms Low’s core message is clear: being quiet is not a weakness—it is a strength.

“You don’t need a formal title to lead,” she said. “You can lead conversations, relationships and change in small but meaningful ways.”

For introverted women navigating transition or cultural change, success does not require becoming louder. It requires deeper self-trust, clarity about one’s strengths, and the confidence to show up—quietly, thoughtfully, and authentically.