Why Your PR Should be More Introverted

By Mike Raia, President, Half Street Group

Most people don’t picture introverts when they think of public relations leaders or business owners. We’re supposed to be relentlessly visible, always “on,” and ready to work a room at a moment’s notice. But for those of us who lead from a different place—one that values reflection over reaction, strategy over spotlight—the reality of introverted leadership looks a little different.

I don’t mind being visible. I’m active on social media, comfortable sharing my perspective publicly, and often find myself in conversations with people I’ve never met before. But that doesn’t mean I draw energy from constant interaction. In fact, it’s quite the opposite. The more I “extrovert,” the more I need to rebalance—through solo work, one-on-one connection, or time away from the noise.

As the founder of a communications firm, I’ve built my schedule—and my business—around this balance. I block time on my calendar not just for work, but for recharge. I prioritize small-group meetings over large networking events. And instead of clearing my schedule for a client’s networking happy hour event, I often find quieter ways to stay connected with them outside of our check-in meetings—whether it’s mentoring participants, attending workshops, or simply being present without feeling the pressure to perform.

That intentionality isn’t a limitation. It’s a strength.

A Different Kind of PR Strategy

At Half Street Group, we work with clients who are trying to shape the conversation—not just be part of the noise. And that’s where an introverted approach to communications offers a real edge. We prioritize outcomes over outputs. It’s not about how many impressions a media placement gets; it’s about whether the right people saw it, acted on it, and invited our clients into the next conversation.

We define influence differently. It’s not about being everywhere at once. It’s about sustaining relevance across the right networks—whether that’s industry decision-makers, policy stakeholders, or local audiences who shape community opinion—over a period of time. Our job is to help clients become trusted voices in those rooms. And often, the best way to do that is with a message that’s been carefully considered, not just quickly delivered.

I’ve seen firsthand how a more introverted communication style can be a strategic asset. 

In moments of crisis or complexity, I don’t rush to react. I slow down, zoom out, and help clients see beyond the immediate news cycle. That deliberative process creates space for better decisions…and better messaging. 

I also work with many introverted clients, and I’ve found that they’re often more comfortable and compelling as public speakers than they give themselves credit for. Once they’re given the right platform and support, their clarity and focus shine through.

Energy Is a Strategy

Part of leading as an introvert is understanding that your energy is a finite resource. I’ve learned to design my time and attention with intention. For me, “recharge” doesn’t mean disconnecting entirely. It means shifting gears: editing a strategy deck, reading about the industry, calling a trusted colleague to unpack an idea, or even heading out to play a few holes of golf to clear my head.

None of that is separate from the work. In many ways, it’s the work behind the work. That reflective time is where new messaging strategies emerge, where patterns in the media cycle reveal themselves, and where I regain the energy to help clients show up meaningfully.

A More Sustainable Model of Influence

One of the powers of introverted leadership is that we understand the value of restraint. You can’t monopolize every moment of a conversation and expect to build authentic relationships. You have to leave room for people to engage, respond, and carry the message forward themselves.

When I worked in politics, we often had more issues we were working on than we could effectively communicate. It didn’t mean that some functions of government were more important than others, it just meant that not every program needed a tier-one communications plan. And when we did try to promote too many things at once, we found that we were competing with ourselves for attention. To the public, it seemed we had collective professional ADHD.

The most impactful messages aren’t the loudest; they’re the ones people remember. The ones that find their way into conversations a week—or a year—later. The ones that resonate with both your closest stakeholders and your most casual observers.

That kind of influence is quieter, more intentional—and far more durable.

Leading from Where You Are

If you’re an introverted executive, communicator, or founder, here’s what I’ll offer: You don’t have to fake extroversion to be effective. You don’t have to be the loudest person in the room to make a lasting impression. What you do need is a strategy for how and when to show up—and the confidence to trust that your energy, your voice, and your presence matter.

In a world obsessed with being “on” all the time, introverted leaders have something different to offer: clarity, focus, and staying power.