When it comes to managing and leading people, there is no one-size-fits-all approach. Yet in my work as an executive coach, I frequently encounter managers who insist on using one primary mode of communication or leadership style with everyone. I can tell you from experience: This doesn’t work.

Here’s the logical answer why—we humans are each distinct and unique. We have different learning, communication styles, and preferences. In order to successfully persuade, motivate, inspire, direct, and lead effectively, leaders need to be able to adapt and change their management style to fit what will work best for the employee.

Clearly, there are infinite ways in which employees differ from one another. No two humans are alike. Yet there are some common factors and interpersonal preferences that managers can take into consideration to determine how best to communicate to and/or lead someone effectively. One important factor is to identify whether your employee is an introvert or extrovert.

One method is to hire someone to administer a Myers-Briggs type assessment to your staff. Assessments like these offer a method for determining and then sharing individual preferences. Like most assessments, there are pros (individuals and team members gain insight) and cons (hiring an outside resource to administer these is generally costly and time consumptive for staff).

The least costly methods of identifying extroverts from introverts are to ask the employee and to use your own power of observation. By the way, in my experience as an executive coach, I’ve seen that the best leaders are keen observers of human nature. They notice and pay attention to the interpersonal cues their employees offer and rely on their own experience with individuals to know what works best in motivating, inspiring, and leading them.

When it comes to trying to identify extroverts from introverts, this usually doesn’t take rocket science to figure out. Generally, extroverts tend to:

• Be verbal and process their thoughts and emotions out loud (they “open mouth and engage brain”);
• Easily bring you their complaints;
• Require little prodding to offer their position on issues;
• Enjoy office gatherings and easily “join in” with others;
• Welcome interpersonal interruptions like phone calls or people dropping in their office to chat;
• And prefer generating ideas in a group.

Introverts tend to:

• Spend more time reflecting and mulling over decisions, judgments, and thoughts;
• Rehearse before they offer or respond out loud with their thoughts, ideas, or decisions (often asking for more time to think with “I will get back to you on that.”);
• Like private quiet time (busy, open cubicle-style offices can be a challenging environment for them);
• Dislike being interrupted when trying to verbalize a response or by those who pop in to “chat”;
• And prefer communication that gets to the point—they can be easily irritated by those who repeat themselves or “chatter” unnecessarily.

Disclaimer: These are preferences, not hard-and-fast rules.

When it comes to managing extroverts and introverts, what works for one doesn’t necessarily work for the other. Here are a few coaching tips to consider:

• Put communication and ideas for introverts in writing. Introverts will appreciate getting written materials to mull over as far in advance as possible.
• Facilitate team meetings so that your extroverts don’t dominate. If you want to hear input from an introvert during a meeting, you will need to set up a meeting structure that encourages them to speak. One way is to have a round-robin forum in which everyone goes around and shares their input. Don’t expect your introverts to necessarily offer input spontaneously. FYI: Don’t make the mistake of equating silence from introverts to agreement or consensus. Using a voting method during meetings is one way of finding out.
• Extroverted managers, when driving for action, are often frustrated by the time it takes for their introverted employees to “catch up” with them. My advice to extroverts (self disclosure—I’m one of you, so I have the same challenge): Ease up on your own gas pedal. Slow down and challenge yourself to listen more. Allow introverted staff the time they need to think, reflect, and process. Besides, an introvert examining something more thoroughly may well turn up something in their information gathering and processing that you may have missed.
• Put your extroverts on party duty and team tasks that require public presentations; this will come more naturally to them.
• When offering trainings and presentations, remember to balance time for content delivery, reflection, and interaction.

Nothing will bore a bunch of extroverts more than a long, drawn-out presentation with no opportunities to speak or interact with others. In contrast, your introverts will appreciate opportunities to pause and reflect.