In times of uncertainty, we look to lessons of history and experience to help guide us. It's natural to turn to men and women who have served as inspirational leaders and paragons of strength and trust, in order to learn from their actions. We have to choose those role models wisely, of course, but since most of us have worked in a few different organizations during our careers, we have learned to tell the difference between inspirational leaders and—well, the other kind. So who are your role models and what have you learned from them?

For my part, I learned a lot from my mentors at Legg Mason-Chip Mason and Jim Brinkley. They brought out the best in people and imbued their leadership with character, decisiveness and integrity. Brinkley had an aphorism that he repeated often: "Clients," he'd say, "can't hear what you're saying until they know how much you care." I was reminded of those words recently when someone mentioned how confounding it was that his mother-in-law hadn't taken him up on his offer of free professional advice. In this case, they were not close. It may have been wiser to back up and start from a vantage point of familial concern.

Outside the realm of leaders I have known personally, I have come to admire legendary football coach Lou Holtz. Early on in his coaching career, Holtz wrote a list of names on a piece of paper—successful people on one side; unsuccessful people on the other. He decided the difference between these two groups of people boiled down to three things: 1) The successful ones could be trusted to do the right thing; 2) They were committed to excellence and tried to do their level best; and 3) They cared about other people.

After defining these success characteristics, he developed the expectations he has used in his role as a leader, and it paralleled the attributes he determined from his list: Do the right thing; do your best; and show people you care.

To test the technique, Coach Holtz suggests testing the method in the following way: Think of two people—one whom you admire and respect and one with whom you have a problem. And determine how you'd answer the three questions about each of them: Can I trust you? Are you committed to excellence? And do you care about me? With the person you admire and respect, you will have likely clarified the reasons why. You'll also have determined that you cannot trust the person you have a problem with, or that he or she is not committed, or does not care.

Trustworthiness is the quality that attracts clients and generates referrals. As we test for that quality in our own dealings, we can ask similar questions of ourselves: Do I act in ways consistent with earning the trust of others? Have I been sufficiently committed to excellence? How do I demonstrate it to my peers, contacts and clients? Am I as courteous as I expect them to be? If not, what actions can I take to raise the bar?

I write these words as the market has hit new lows and uncertainty surrounds the nation's financial institutions. Whether you have been in business for 20 years or two, these are times you will always remember—and so will your clients. Many advisors hunker down and assume all is well if they haven't received panicked calls from their clients. But leaders establish the standard for excellence by recognizing that clients are reassured by hearing from them in times of uncertainty. Leaders work harder and redouble their communication efforts. Your clients will remember how you demonstrated both your calm judgment and your regard for their concerns. Will you be an anchor in stormy seas?

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