
CPR: taking the stress out of practicing public speaking
Practicing a speech is intimidating. Not only do you have to know your stuff, but you also have to think about your structure, your gestures, and your audience. Here’s how to use...
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.
4 hours ago • by Robert Vilkelis in Brain Circuits
Practicing a speech is intimidating. Not only do you have to know your stuff, but you also have to think about your structure, your gestures, and your audience. Here’s how to use...
July 15, 2025 • by Ben Bryant in Brain Circuits
Knowing how much vulnerability to show and when to maintain distance is a key leadership skill. Consult this checklist to gauge whether you’re keeping too much in, and check out the four...
July 10, 2025 • by Jean-François Manzoni in Brain Circuits
From absorbing stress to finding your authentic voice, nine leaders of global companies share the wisdom that has helped them excel in their roles. ...
July 8, 2025 in Brain Circuits
According to the World Health Organization, depression and anxiety cost the global economy $1tn each year, predominantly from reduced productivity. Here are six simple habits, taken from design thinker Vishakha Singh’s SHIFT...
Explore first person business intelligence from top minds curated for a global executive audience