When most nonlawyers picture an attorney, they envision a sharply dressed litigator who can quickly work a room and ascertain the best clients. After more than 25 years of coaching top attorneys, I have learned the truth: Most successful lawyers are actually introverts.

Chris Curfman, principal at Meunier Carlin & Curfman and a self-described introvert, shared how he has successfully marketed his leadership role within the boutique intellectual property firm.

Curfman holds a Ph.D. in organic chemistry from Emory University. As a young man, he researched various medicinal compounds and was intrigued by the storyline behind their development, impact and commercialization. This curiosity led him to the practice of law—and patent law in particular.

“Patent law intrinsically involves understanding and explaining the story behind the research and protecting people's efforts,” Curfman says. The search for deeper meaning and understanding are characteristics of introverts, he notes.

Curfman's clients fall into two camps: pharmaceutical companies, and research hospitals and universities. Pharmaceutical companies possess the means to develop and commercialize a given compound. They use patents to stop their competitors, and they are keenly interested in the patents of others. Interactions are usually with in-house counsel who require the research efforts and legal strategy to achieve a specific business goal.

Curfman also works with research hospitals and universities and the scientists or professors who directly conduct the research. “Just sitting down with the scientists one-on-one, having meaningful conversations about what obstacles they are trying to overcome and what solutions they have discovered is the part of my practice I enjoy the most,” he says. His firm helps those organizations obtain patents that they hope to license to others, like a pharmaceutical company.

He finds that existing or former clients recommend his services, and that, in turn, generates new clients. Sometimes he will reach out and ask a client to make an introduction to a prospective client who may be facing a specific problem. That way, he can interact with the prospect about a substantive situation where he has the chance to talk about something meaningful, rather than rely on small talk or a general pitch—difficult tasks for introverts.

He still occasionally attends receptions and cocktail parties but describes being “uncomfortable the whole time.” Curfman's approach—thanks to his wiring as an introvert—emphasizes personal connections. Curfman also finds that he is very comfortable at giving seminars about patent law. Although public, giving seminars is mostly nonsocial and something at which introverts often excel.

In addition to one-on-one conversations, Curfman points to social media as an alternative way to interact with clients or prospects without being too invasive or overbearing. Yet, he advises using a deft hand, saying it's best to stick with innocuous personal updates or general industry news. “Honestly, I prefer email over picking up the phone,” he admits.

Eight years ago, Curfman took a decidedly nonintroverted action by founding his firm with three other partners.

One thing he found beneficial was taking a personality test. This could be a formal test such as the Myers-Brigg test or the Newcastle Personality Assessment. Sometimes consultants, including a well-known author on these topics, Jennifer Kahnweiler, offer abridged versions of the test that are perfect for attorneys who are short on time. Kahnweiler's new book, “The Introverted Leader: Building on Your Quiet Strength, 2nd Edition” showcases how leaders can shape a more introvert-friendly workplace.

Every firm should have a mix of introverts and extroverts, Curfman believes. “I see introverts as a stabilizing force. I'm also a consensus-builder, which balances out the extroverts who want to take more risk and move quickly,” he explains. While he definitely is an introvert, two of his initial partners were solidly extroverts, and the fourth was a mix.

The tests identify strengths and weaknesses for each member of the firm. His colleagues know he prefers to think through problems, consider all the options and view issues from multiple perspectives. At the same time, they help drive action when he tends to overanalyze. He also prefers that extroverts take the lead on traditional marketing, while he prefers more personalized marketing during one-on-one client sessions.

Curfman also has a keen eye for organizational issues, and he handles the day-to-day procedures of the firm. “Knowing everyone's natural inclinations relieves a lot of pressure, because each person contributes where they are the strongest, and they are not expected to contribute, though they can, on areas they may be weak,” he shares.

Ultimately, Curfman believes that emotional intelligence is the key to marketing, whether you're an introvert, extrovert or somewhere between. He advises to “know your client's preferences.” Some people view his quiet demeanor favorably and know him to be a good listener and thoughtful. Others may view these traits as disinterest, so he needs to reassure them that he's engaged and working on the problem. The key is understanding what your client prefers and that starts with understanding yourself. Once you have an idea of how you like to conduct business, make changes that work for you and the business will follow.

Robin Hensley's column is based on her work as president of Raising the Bar and coaching lawyers in business development for more than 25 years. She is the author of “Raising the Bar: Legendary Rainmakers Share Their Business Development Secrets.”