
Listen up! 5 techniques to build a more powerful speaking voice
Mastering your vocal presence is an essential dimension of leadership. Try these simple exercises to develop a more commanding presence that will resonate deeply with your audience. ...

by Jennifer Jordan Published October 14, 2024 in Brain Circuits • 2 min read
This could be seen as a simple moral or values-based question. Even if there are no consequences to withholding the information, you should own up: it’s the right thing to do. Â
Â
If there’s any chance of someone else discovering your wrongdoing, it’s best to steal their thunder and own up first. This way, your misdeed is seen as less blameworthy and less morally questionable than if you don’t confess and try to get away with it. Â
Â
Because you are manifestly acting against your self-interest, you are viewed as being more trustworthy and having more integrity than if you didn’t confess. Â
Â
Revealing your transgression relates to the scarcity principle: information that is scarce is seen as more valuable and more important than information that is openly available. Thus, when a transgressor withholds information, it is perceived as more valuable and important than if they openly reveal it. Hence, by revealing the otherwise inaccessible information of your transgression, you benefit from the scarcity principle effect. Â
Â
Reporting your misdeed only brings value to you if you reveal the full story. If you only reveal select details or admit the transgression in vague terms, people will likely perceive you as not being fully transparent (or covering up a bigger misdeed) and you forgo the benefits of owning up in the first place. Â
Â
Always blow the whistle on yourself before someone else does – and don’t hold back on the details!Â
Â
‘You have to bring hearts and minds with you’Â
How the stories you tell can have a real impactÂ
Decision-making under pressureÂ
Equal care, equal share: Bridging the care gap in leadershipÂ
Self-reflection for leaders in five steps Â
Â

Social psychologist and Professor of Leadership and Organizational Behaviour at IMD
Jennifer Jordan is a social psychologist and Professor of Leadership and Organizational Behavior at IMD. Jennifer’s teaching, research, and consulting focus on the areas of digital leadership, ethics, influence, and power. She has received specialized training and certifications in lie and truthfulness detection, as well as in conflict resolution within organizations. She is Program Director of the Women on Boards and the Leadership Essentials program, and co-Director of the Leading Digital Execution program.

10 hours ago • by Albrecht Enders, Robin de Haas in Brain Circuits
Mastering your vocal presence is an essential dimension of leadership. Try these simple exercises to develop a more commanding presence that will resonate deeply with your audience. ...

November 25, 2025 • by Cindy Wolpert in Brain Circuits
Longevity was once seen by traditionalists as a proxy for good leadership, but successive generations attach less value to length of time served. As with anything, there are benefits and disadvantages. Here...

November 20, 2025 • by Richard Roi in Brain Circuits
Progressing internal talent helps hedge against new CEO failure, but it all hinges on integrating leadership development and succession planning. Ric Roi identifies the warning signs for organizations that fail to put...

November 19, 2025 • by Howard H. Yu in Brain Circuits
Leaders are under pressure to project certainty and to know all the answers. Answer the following questions honestly, then check out the reasons why, if you don’t know the answer, it’s often...
Explore first person business intelligence from top minds curated for a global executive audience