
How to be remembered for the right reasons #2: Get into their world
In the second of a five-part series on effective communication for leaders, Robert Vilkelis sets out a four-step framework for translating your expertise into audience impact. ...
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: itâs the right thing to do. Â
Â
If thereâs any chance of someone else discovering your wrongdoing, itâs 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 donât 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 â and donât hold back on the details!Â
Â
âYou have to bring hearts and minds with youâÂ
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 stepsâŻÂ
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. Jenniferâs 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.
July 31, 2025 ⢠by Robert Vilkelis in Brain Circuits
In the second of a five-part series on effective communication for leaders, Robert Vilkelis sets out a four-step framework for translating your expertise into audience impact. ...
July 29, 2025 ⢠by Michael Netzley in Brain Circuits
Uncertainty can trigger two very different brain responses: one that broadens thinking, enables connections, and fosters innovation, and one that can undermine judgment via a stress response. Take this quick test to...
July 29, 2025 ⢠by Camille Henderson-Davis in Brain Circuits
Have you reached a point in your career where âscientistâ no longer captures the value you bring to your organization? Itâs an exciting milestone, but it can also present challenges you feel...
July 24, 2025 ⢠by Robert Vilkelis in Brain Circuits
In the first of a series of five brain circuits on effective communication for leaders, Robert Vilkelis provides techniques to help manage your nerves and deliver a high-impact presentation by focusing on...
Explore first person business intelligence from top minds curated for a global executive audience