I first started conceiving of misfits and misfit teams when I began to reflect on my own employment process. As an unusual, "over"-sensitive and intelligent kid with no siblings, I often balked at oversimplified directions, experienced a bruised ego when receiving criticism, and struggled with how to participate in team or group environments. By the time I entered the workforce, I had developed a complex web of insecurities and related defenses designed to protect against the embarrassment of making public mistakes, compensating with my intelligence. It was in my first management position, which happened at about the same time I was engaging in lot of personal development work, that I really saw the impact.
Introvert seems to be a nasty word these days. It's worth unpacking why, though, according to Susan Cain, author of Quiet: The Power of Introverts in a World That Can’t Stop Talking. In the book, she point to an overemphasis on the extrovert rooted in the shift from a 'culture of character' to a 'cult of personality,' stemming from the need to find new ways to quickly and repeatedly introduce one's self—to sell one's self—in the newly-urbanized United States in the early part of the 20th century.
Most leadership guides, hiring manuals and educational practices are grounded in the idea of supporting collaboration and motivating employees by having extroverts lead. The history of how this came to be is detailed in the revealing title by Susan Cain, Quiet: The Power of Introverts in a World That Can't Stop Talking.