This means that you need to give the same attention to detail to every facet of your company that faces customers as you would with a customer in person. In a nutshell, people love to make generalizations based off of their first impression. Establishing a good first impression is a fundamental step in making the halo effect work in your favor. In short, the halo effect is a cognitive trope in which people see one good trait in another person then make additional positive judgments about the person as a result.
Customers will generalize other positive traits in your company as a result of that first interaction. The negative companion to the halo effect is the fundamental attribution error.
Closely related to the halo effect is another cognitive trope called the fundamental attribution error. If a customer visits on a day when customer service happens to be very busy and they have to wait for a while, this impression can mistakenly cause them to believe that they are not a priority for your business.
The importance first impressions was obvious to Carnegie, and so he spent a lot of time experimenting with the best way to reliably make a good one. Carnegie had many ideas about how to make a first impression in a business context, but he held six rules above all others.
Social cognition literature conceptualizes impressions via a number of constructs. Considering the elevator example, having observed the same person taking an elevator up one flight on several occasions, people become more confident in their assessment of this person as lazy. However, when a person takes an elevator up one flight only on a specific occasion, people may believe he wants to be quick in this specific situation.
Implicit measures aim to capture the spontaneous impressions that are typically invisible to the perceivers — impressions they have formed without any awareness or intention. While explicit measures of impressions include self-report tests such as ratings of evaluations or inferences, implicit measures include memory tests that measure the extent to which the target person is associated with a construct such as a trait in memory.
Research from many labs has also consistently shown that implicit impressions are resistant to change e. For example, after learning that the person who took the elevator up one flight on several occasions actually works out regularly, perceivers update their initial explicit judgment of her being lazy.
However, they still tend to classify the person as lazy in an implicit memory task. Thus, implicit biases can persist and affect interpersonal interactions in significant ways, even when perceivers are convinced that they have changed their impressions in light of new information. Why does someone form an impression of another person?
Research has shown that the answer to this question is critical to determining the way in which people process information about others. Such motivated processing can trigger a positivity bias in evaluating others. For example, those who have a higher need to reduce uncertainty in their interpersonal interactions are more likely to infer stable traits from mundane behaviors of others Moskowitz, and less likely to change their first impressions even after learning that those impressions were inaccurate Wyer, Much of the existing research has focused on behavioral consequences of first impressions related to an existing stigma.
Other research has focused on the outcomes in the domain of job recruitment. Therefore, reducing cognitive demands in an interview context by using scripted questions or having third-party observers evaluate the interview process might be effective in fostering accurate impressions and judgments of a job candidate. When forming first impressions, people typically have to rely on limited and potentially misleading information about others. Drawing big conclusions from such limited information can lead to poor decisions with broader implications.
Understanding the origins and consequences of first impressions is the first step to addressing biases in those impressions. The points discussed above aim to provide a brief guide to the students of psychological science who are interested in taking part in this scientific journey. Ambady, N. Half a minute: Predicting teacher evaluations from thin slices of nonverbal behavior and physical attractiveness. Journal of Personality and Social Psychology , 64 , — Barrick, M.
Initial evaluations in the interview: Relationships with subsequent interviewer evaluations and employment offers. Journal of Applied Psychology, 95 , — Blascovich, J.
Perceiver threat in social interactions with stigmatized others. Journal of Personality and Social Psychology, 80 , — Chen, S. Getting at the truth or getting along: Accuracy-versus impression-motivated heuristic and systematic processing. Journal of Personality and Social Psychology , 71 , — Making a strong first impression will help you develop customer relationships and make sales.
From the moment you approach a customer, your behaviour, attitude and personal presentation will influence your customer's decision to buy.
Your customer will make early decisions about you — and how much time they'll give you — based on your appearance, your body language and mannerisms, your tone of voice and facial expressions, your words, and your demeanour. Here are some useful first-impression tips:. Your appearance shows your customer that you respect them, your business and your products and services. Here are some useful personal presentation tips:.
There are many things affecting your business that you can't control. Your personal attitude is something you can control. Your attitude affects the way you approach people and events in business.
Choosing to approach potential customers positively, confidently, enthusiastically and with a helpful attitude — even when you're tired, stressed or frustrated — will improve your sales performance and grow your sales. Bryan Tobin,Problem Solver at Admiral 1. You must be logged in to post a comment.
Ask yourself honestly; do you make an outstanding first impression? Take fitness seriously. Exercise most days of the week and clean up your eating habits. Overweight employees are statistically less productive, less energetic, take more sick days and are more costly to the company in general. Make sure your work wardrobe is tailored, clean, neat, pressed, stylish and appropriate for your position.
In fact, step things up by dressing for the job that you want to have.
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