An Alaskan outdoorsman recently survived a brown bear attack by lying still. He suffered a nasty head wound as the bear pounced on him, but owes his life to a wilderness-survival technique of dropping to the ground and playing dead. Some advisors must have had the same Boy Scout training, judging from the way they have handled their personal marketing efforts. The problem is, the technique of playing possum isn't going to work for them as it did for the outdoorsman.

In this analogy, hiding from the bear translates into inactivity, loss of control and, yes, loss of accounts. Many clients become dissatisfied with their providers during extended downturns for a number of reasons: an investment that went wrong; a declining position that was never sold; the advisor who never called or didn't have much to offer.

Perhaps you recognize the crossroads where dissatisfied clients (of other advisors) become ripe for a change. But unless you market your services, how will they know about you? If you lie low, you may miss the opportunity to gain ground against your competition.

This is no time for "business as usual." This is the time to increase activity, visibility and creativity. Here are some common-sense marketing moves for uncertain times.

Get proactive. It's time to become more purposeful in managing activities that will generate business and gain advantage. Say yes to the nonprofit board, advise your spouse to make plans to attend the club's soiree and go ahead with the seminars you may have put on the back burner when the market turned. Ramping up your time in the community is the first step.

Stay close to your clients because they hold the key. This is a good environment to clarify what clients need most from you—but you have to ask them. Whether it is as simple as a periodic call or as significant as a reduction in portfolio volatility, chances are they can give you the best advice on how to serve them better.

Chill out—but don't freeze up. The Pavlovian response is to freeze spending, hold off client entertainment and defer investment initiatives. But competitive advantage is, by definition, relative. React smartly, spend wisely and gain competitive ground in a slow business climate. For example, this may be the year to invest in your favorite charity sponsorship, gaining notice in a year when others pull back.

Reach out to prospects—they may be dissatisfied. Prospects with accounts at troubled companies may be ready to hear from you. The prospect who fell off after your last meeting may have time for lunch. When you set a tone of compassion, stability and confidence, you stand in contrast to a defensive and disgruntled advisor at another firm.

Make the most of the moment. This is no time for unconditional surrender. Use the slowdown as an opportunity to revisit your marketing plan, tweak your brand message and refresh your website. When times are good, some advisors will say they don't have time to prospect. But now that you have the time, why hold back?

You can demonstrate leadership by lengthening your time horizon when you discuss the road ahead. Business will improve and the market will recover. Use the market slowdown to reflect on business opportunities and position your practice for success.

It sure beats getting eaten by a bear.

Gerri Leder is an industry marketing consultant and can be reached at leder@ledermark.com.