
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 February 7, 2025 in Brain Circuits • 3 min read
Social scientists define catering as consciously or unconsciously adapting one’s approach to impression management. In other words, it means attenuating your behavior to what you think will please other people to create a favorable impression. It could also be understood as the opposite behavioral approach to acting authentically (i.e., in accordance with your own behavioral tendencies).
By catering to someone, you’re essentially focusing on them, which usually makes them like you more.
It often involves adapting yourself to another person’s preferences (possibly using flattery), which can increase affinity and attraction.
Adapting your actions or words to what you believe are the other person’s preferences can help create a ‘connection,’ which could be useful in terms of leadership.
Catering to other people’s expectations often makes you feel uncomfortable and stressed, and therefore less likely to perform well.
It essentially requires you to guess what the other person wants from you – and you might not always guess correctly.
Not being true to your own tendencies can make you feel you have compromised your integrity; feelings that can spill over and affect performance.
Being seen as a ‘caterer’ means you are likely to be perceived less positively than someone who acts more consistently with their true self, which has damaging implications for your leadership.
Presenting your best, most authentic self is generally preferable to positioning what you say and how you act because of others’ expectations. So, next time you have a critical presentation or an interaction, think about how you can present this best self, given the needs of your audience, without compromising who you really are and want to be.

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.

9 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