I had just finished a talk at a leading technology company when an engineer approached me. “I liked your ideas about personal branding, and I can see how they’d work,” he told me. “But most of them aren’t for me — I’m an introvert. Is there anything I can do?” What he didn’t realize is that (like an estimated one-third to one-half of the population) I’m one, too.

Despite the common misperception that all introverts are shy, and vice versa, they’re two very different phenomena. (Author and introversion expert Susan Cain defines shyness as “the fear of negative judgment,” while introversion is “a preference for quiet, minimally stimulating environments.”) I actually like giving talks to large groups (that day, there were 180 people in the room and another 325 watching online). I’m happy to mingle and answer questions afterward. But at a certain point, I’ve learned through experience, I have to get away and go somewhere by myself.

Conference organizers and attendees will often ask you to join them for dinner the evening before, or cocktails afterward. Rationally, it’s a win-win: they perceive more value because they get to interact with you personally, and you can make interesting business connections and learn tidbits about attendees that allow you to personalize your talk. For those good reasons, I’ll often say yes, but I’ve had to learn my limits: if I’ve been traveling too much, or had a frenzied schedule that day, or my social chops are hampered by lack of sleep, it’s far better to refuse. Like a car that requires periodic oil changes, I have to recharge with quiet, alone time.

It’s true that many of the best ways to establish your brand in the professional world are still weighted toward extroverts: taking leadership positions in professional associations, starting your own conference or networking group, or — indeed — embracing public speaking (all of which frequently entail extended social contact).

Over time, I’ve learned “when to say when” and graciously call it an evening. But for many introverts, it’s a tough balance. One executive at a large consulting firm once asked me how she could be truly authentic in her dealings with others, given how uncomfortable she was when it came to networking; she worried she’d have to put on a smiley, hypersocial façade. Yet I’m convinced it’s possible to be real about building connections and developing our personal brands, while still respecting our natural tendencies.

First, social media may actually be an area where introverts, who thrive on quiet contemplation, have an advantage. With a blog — one of the best techniques for demonstrating thought leadership — you can take your time, formulate your thoughts, and engage in real dialogue with others. Indeed, while extroverts desperate for their next fix are trading business cards at cocktail parties, you can build a global brand on the strength of your ideas.

Next, with a little strategy and effort, you can become a connector one person at a time. A friend of mine used to work at a large research hospital; it was a sprawling institution with countless divisions and initiatives. She made a simple commitment: each week, she’d ask a person from a different office or department to lunch. Often, she’d meet them initially at company meetings or through project work; if the suggestion to have lunch together didn’t arise naturally, she’d tell them about her project, and they were almost always intrigued enough to join her.

Within a few months, she had begun to build a robust network inside her organization — on her own, quiet terms (Susan Cain herself told HBR that we ought to “be figuring out ways where people can kind of pick and choose their environments, and then be at their best.”) My friend’s “lunch initiative” exemplifies the research of Ronald Burt at the University of Chicago, who urges workers to “bridge structural gaps” in their organizations. In other words, you can make yourself professionally indispensable if you develop connections that enable you to break through silos, and identify and surmount knowledge gaps.

Introverts can also use subtle cues to establish their personal brand. As well-known psychologist Robert Cialdini told me during an interview for my book Reinventing You, simply placing diplomas or awards on your office walls can help reinforce your expertise to others. (Cialdini saw this powerful effect in action at an Arizona hospital he advised; exercise compliance increased 32% almost immediately after the physical therapy unit started displaying their staff’s credentials.)

Finally, use your downtime strategically. You’re likely to need more “thinking time,” as introvert and former Campbell Soup Company CEO Doug Conant advised in an HBR post. So while the extroverts may be schmoozing with colleagues after work, you can ensure you’re being productive while you recharge by reading industry journals or thinking creatively about your company and your career. (Introverts often do their best thinking on their own, as Harvard Business School Professor Francesca Gino suggests, rather than amidst the scrum of an office brainstorming session.)

In popular imagination, personal branding is often equated with high-octane, flesh-pressing showmanship. But there are other, sometimes better, ways you can define yourself and your reputation. Taking the time to reflect and be thoughtful about how you’d like to be seen and then living that out through your writing and your interpersonal relationships (and even your décor) is a powerful way to ensure you’re seen as the leader you are.