Posted by Cathy Reilly

6.29.16_iStock_first_impression_w.multiple_hands_325X325.jpg  On a cold March day in 2004, Michael Gill             walked into a Starbucks on the Upper East           Side of Manhattan. Gill was the  son of a New       Yorker staff writer, a Yale graduate, and               former creative director at J Walter Thompson,     but his life had recently unraveled. He was a         divorced, unemployed, 63-year-old father of         five. A young woman in a Starbucks uniform         seated at the next table smiled at him and             asked, “Would you like a job?”

  “She seemed so secure and confident,” Gill         remembers. Without thinking he said, “Yes.”         Several years later Gill wrote his bestselling         memoir, “How Starbucks Saved My Life.”

  Gill made an impulse decision borne out of           desperation, but he would not have stuck it out   to become a “Starbucks Coffee Master” if             Crystal (the young woman who offered him the job) had not made an immediate impression on him. Respect and dignity were a part of the Starbucks creed. Crystal tolerated no cursing or street talk.  “Partners” (what Starbucks calls its workers) were never told to do things; they were asked—politely. “I could be sincere at Starbucks,” Mr. Gill writes, “because I was finally in a work environment that valued those precious moments of truly human interaction.” 

Michael Gills exceptional story underscores a fundamental reality. The first encounter between employer and employee is critical, and first impressions can make all the difference. We respond intuitively and emotionally before we assess rationally. We make our first judgments rapidly, and we are bad at seeking out evidence that might disconfirm those initial judgments. First impressions stick, and it’s hard to get them unstuck.

In first encounters between people, likability trumps ability. In her book Presence, Amy Cuddy tells us that how people initially judge you has little to do with whether you seem skilled or competent. Instead, people subconsciously ask themselves one question when they first meet you: "Can I trust you?" According to Cuddy, trustworthiness (meaning warmth and likability) is everything. "From an evolutionary perspective," she writes, "it is more crucial to our survival to know whether a person deserves our trust." http://bit.ly/294aGsx 

Like Michael Gill, employees who elevate their performance (and their lives) can be one of a company’s greatest assets. What sparks their passion, and ultimately their loyalty is not a company’s “hardware” – its product and platform, innovation and brilliance. It’s the “software”, the company code conveyed by human interaction – things like trustworthiness, respect, and appreciation. It’s what new hires need to experience first in the onboarding process, when they are the most impressionable.  

What matters most is not that a new hire impresses the boss. If a company has been rigorous in the hiring process, an employee’s caliber has already become evident. Rather, it’s the boss or manager who must first impress. Good training simply reinforces those first impressions of the company culture.  Likability will help the training stick. Your brand and reputation might attract talent to your company, but it’s the positive first impressions that will create traction, and help them want to stay.


Topics: Onboarding

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