The start of a new year offers an opportunity to reconsider familiar assumptions, including how leadership is defined and recognized. Too often, leadership is inferred from visibility rather than effectiveness. In many professional settings, those who speak frequently in meetings, assert ideas quickly and command attention are more readily perceived as leaders, even though these behaviors say little about judgment, decision-making and/or results.
Across many fields, including parks and recreation, there is growing interest in professional growth and self-reflection — how people in leadership roles show up, make choices and work with others. This is evident in the skills practitioners want to strengthen, the questions professionals raise in public forums such as LinkedIn, and even the themes reflected in conference proposals.
I recently had the opportunity to review hundreds of session proposals for both the Greater & Greener Conference convened by City Parks Alliance and the National Recreation and Park Association’s Annual Conference. What stood out clearly to me was how consistently proposals emphasized discussions and training focused not only on how best to deliver or manage programs and projects, but on how to lead effectively and navigate increasingly complex environments with intention, care and creativity.
Leadership in Complex Environments
The challenges many public agencies face today — budget cuts, funding constraints, staff shortages, inequities in access and outcomes, climate-related risks and resilience needs, and declining public trust — require more than technical competence alone. They call for ways of leading that are thoughtful, collaborative and grounded. While decisiveness and clarity remain important, an emphasis on visibility alone can crowd out other forms of contribution that are just as consequential.
Introversion and Influence
For many introverts, influence takes shape through listening, preparation, reflection and writing. These tendencies are not always noticed or rewarded in environments that prize speed, constant assertion and immediate verbal presence. As a result, introversion has sometimes become a barrier — not because it limits capacity, but because prevailing definitions of leadership remain too narrow. In fields centered on public service, collaboration and long-term stewardship, it is worth examining which behaviors are recognized and which are overlooked.
It is also important to note that introversion is not always apparent. Many individuals adapt to professional settings that favor outward confidence, learning when and how to step forward as needed. Over time, this adaptation can blur external signals, even as internal preferences for reflection and preparation remain unchanged. Expectations around authority are also shaped by culture. In some contexts, restraint, humility and careful listening convey respect and seriousness rather than disengagement. When constant verbal presence becomes the default standard, capable contributors whose styles reflect different cultural norms may be missed.
Listening as a Leadership Practice
A widely influential voice in reshaping how introversion is understood is Susan Cain, whose book Quiet helped elevate introversion in a culture that often rewards constant assertiveness. In Quiet, Cain challenges what she calls the “extrovert ideal,” arguing that leadership and influence are not dependent on being the loudest voice in the room. She highlights strengths often associated with introverted leaders, including deep thinking, careful preparation, sustained focus and attentive listening. Through both the book and her widely viewed TED Talk, Cain has helped many people recognize the value of quieter forms of leadership, drawing on examples such as Rosa Parks, Abraham Lincoln and Eleanor Roosevelt to show how impact often grows from reflection, moral clarity and persistence rather than visibility alone.
Contrary to what some may think, a listen-first approach is active and intentional. It involves entering discussions with curiosity rather than conclusions, and recognizing that initial answers are rarely sufficient when decisions affect diverse communities, frontline staff and public resources. Approached this way, listening becomes a practice that supports sound judgment and more durable outcomes.
In parks and recreation, this approach can be manifested in various practical, recognizable ways. For example, it may appear in community meetings that are designed to make space for quieter voices, not only the loudest speakers. It can also be reflected when those who lead seek input from those closest to day-to-day operations, including maintenance staff, recreation leaders and community partners, before making final decisions. Additionally, it is evident when questions are used to deepen understanding rather than defend predetermined positions. Together, these practices reinforce respect, shared responsibility and trust.
Listening also plays a role in synthesis, which is the critical work of bringing multiple perspectives together into a clear and workable path forward. Advancing work often requires doing this rather than choosing sides. It calls for patience, discernment, and comfort with complexity. For many introverted leaders, this integrative work is one of their defining strengths.
Creating Space for Quieter Leadership
Preparation further distinguishes quiet leadership. Much of the thinking happens before entering the room — reviewing materials, considering context and anticipating concerns. This groundwork helps discussions stay focused and inclusive, allowing more people to contribute meaningfully instead of rewarding whoever speaks first or the most. It also supports steadier decision-making, particularly in settings where continuity and trust matter.
Attentiveness helps establish psychological safety, as well. When staff and community members feel heard, they are more likely to raise concerns early, share ideas and remain engaged over time. In parks and recreation — where long-term stewardship and community relationships are central — this sense of trust underpins effective and resilient work.
This way of leading feels especially relevant today. Agencies and organizations are being asked to do more with limited resources while continuing to serve as essential community anchors. In that context, approaches grounded in careful listening and thoughtful action can provide stability and clarity without sacrificing momentum. Direction and follow-through still matter, but better decisions emerge from a fuller understanding of both context and people.
For many, listening is not merely a technique but a value — one that reflects humility, respect and responsibility in positions of authority. The implication extends beyond individual style to those who shape leadership norms and make decisions about who is seen, trusted and advanced. If effectiveness, judgment and follow-through matter more than performance, then dominating conversations or filling every silence should not be treated as prerequisites for leadership. Reflection, empathy, preparation and synthesis are strengths in their own right, and they deserve recognition and space to flourish.
The quiet work of leadership does not always draw attention, but it shapes decisions, relationships and outcomes in lasting ways. In fields devoted to shared spaces, public service and community well-being — and well beyond them — recognizing and making room for this kind of leadership is not simply a matter of preference or style; it is essential.
Clement Lau, DPPD, FAICP, is a planner and writer with over 17 years of park planning experience in Los Angeles County. He is a regular contributor to NRPA's Parks & Recreation magazine and Open Space blog.