Written by: admin on February 27, 2018 @ 1:08 pm
What are some of your most awkward professional blunders? In a recent social psychology article, Heidi Grant Halvorson shared the story of her friend Gordon and his job interview at a prestigious university:
During his campus visit, Gordon was dining with a senior faculty member named Bob. As they ate, Bob commented on the quality of his lunch. “You know, this is great,” Bob said. “You should try this!” Wary of offending, Gordon cautiously complied, reaching over for a bite. While the interview seemed successful, the job was given to another person. Years later, Gordon found the real reason for the rebuff was this: When Bob said, “You should try this,” he meant, “You should try this sometime,” not, “you should eat off my plate.” Bad manners left a sour taste of lasting consequence.
Knee Jerk Reaction or “Real Jerk” Response?
Humans naturally make snap judgments, and impressions are much harder to undo than to create. “First impressions are very sticky,” says Grant Halvorson, author of “No One Understands You and What To Do About It.”
First impressions are rooted in us and continue growing stronger, influencing future interpretations and causing “confirmation bias” to sway us in the initial direction. Grant gives this example:
“Once we have an understanding of something, we interpret everything that comes after from the vantage point of the knowledge we already have. Let’s say I think you’re a jerk, and the next day you realize ‘Hey, I acted like a jerk,’ so you bring me coffee. That seems unambiguously nice, but that action can be interpreted in a number of ways, and if I think you’re a jerk, I’m most likely to see it as an attempt to manipulate me.”
How to Restart and Rebuild
So what happens if you get off on the wrong foot? Is there any way to overcome awkward introductions? The answering is a conditional yes. We all have graceless moments, but not everyone knows how to repair the damage. Here are a few tips to help you rebuild after a clumsy misstep:
- Talk to people individually. Show genuine interest and seek to find common interests. Look for informal opportunities to build facetime, ask questions, and encourage others.
- Restart and rebuild. Apologize and move forward by offering evidence of your sincerity. If you’ve been rude, show extra kindness in the next ten conversations. If you’ve been sloppy, make your next twenty projects immaculate. Follow up immediately and consistently, in the opposite spirit of your initial mistake.
- Poke fun at your own blunder. Call attention to the big elephant so you can say sorry and laugh! Transparency gives people a chance to empathize and relate rather than judge or criticize.
- Offer to help. Figure out what is important to people and use your skills to collaborate or lighten their load. Halvorson says sometimes this takes strategic positioning:
“The best way is to try to create a circumstance in which they need to deal with you, ideally where they need you in order to get what they want . . . It’s not the most awesome sounding advice because what it means is that, if you have a colleague who doesn’t think that highly of you, what you need to do is get your boss to assign you to work together on something, which is not what people want to hear, (but) when you can help them achieve their goals, then suddenly you are worth paying attention to.”
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