I don’t know how many managers tend to be extraverts (in the Meyers-Briggs sense of the word), but I suspect more managers tend to be more extraverted than introverted. If you’re not sure which one you are, ask yourself this question: Do you need to speak in order to think (extravert) or to think before you speak (introvert)? If you’re the kind of person who says, “Let talk it out,” chances are good you’re an extravert. If you’re the kind of person who wants to think about a problem before discussing it, you’re probably an introvert. YMMV.
Especially for less technical managers (see Management Myth #6), it’s easy to confuse speaking ability with competence. But facility with language does not reflect technical ability.
As a manager, you will have to judge how well people are doing, and you may have to evaluate them. Your weekly one-on-ones will help you judge how well a person is doing, where you look for data, not just conversation about status. You can provide feedback (and we recommend that you appreciate something every week). If a person needs coaching, you can coach in your one-on-ones. (The evaluation part will be those dreaded yearly reviews. Blech.)
Don’t let someone’s ability to speak well confuse your judgment of their technical abilities. (And if you’re not a technical manager, learn the product and how the product is created so you can have reasonable conversations about how your staff is working.) Listen to what people say in your one-on-ones. See what they accomplish and when. See when they are stuck. Use this kind of data to determine how well a person is succeeding. Then you’ll know if all they have is hot air, or if they are competent.