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Business Rule #52:
First Impressions Count
January 7, 2007
by Caroline Pfouts
You never get a second chance at making a first impression. Make the wrong first impression, and your second one is likely to be explaining why you’re not really like that.
From the minute the eighteen candidates on Season 6 of The Apprentice congregated on the grounds of a hilltop mansion in Los Angeles, the credentials flew fast and furious. It had to be intimidating company for even the most accomplished in the group. No matter how brilliant or capable you might be, there was bound to be someone there who was better than you at something. There were attorneys and successful entrepreneurs—and even an Olympic Gold Medal winner. This was just the beginning of the opportunities for the candidates to be sized up, by each other and Donald Trump.
The first assignment, pitching a tent in the backyard of their new digs, was all about determining who showed leadership ability. Heidi Androl, was the first to distinguish herself. An avid camper, she spoke up to share her experience and knowledge about pitching tents.
Next, Frank Lombardi piped up, shouting orders to the others. Frank had a clearer vision of the job than some of the others, but his loud barking was perceived by some of his teammates as bossy.
Mr. Trump relied heavily on the reports of the candidates themselves when it came to choosing the first two project managers. Since Heidi and Frank were the names on everyone’s lips, The Donald asked them to lead and choose their respective teams.
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Martin Clarke was humiliated to be picked last, but he had it coming. Heidi and Frank had seen him in action. Everyone else was working like mad to pitch the tent. One woman was using her very expensive-looking shoe to hammer in the posts. In the middle of all this commotion though, Martin stood alone on a rock observing the others. Sure, Martin said he was “supervising,” but his teammates had already identified him as someone who wouldn’t hesitate to take a free ride on their efforts. Already, his “not me” attitude toward work had registered with the other candidates.
Martin continued with this “do as little as possible” approach when it came to up-selling at the car wash. He was willing to suggest detailing to his customers, but he was all too quick to back away from it when they said “no.” Selling is about overcoming objections and closing the deal. Sometimes it needs to be done several times in the course of a negotiation. When you hear “no,” you must overcome the objection and close again. In the eyes of his PM and his teammates, Martin was much too ready to accept a minimum order.
When it comes to hiring or firing, one would hope for a workplace that’s a meritocracy. Unfortunately, unless something is done to even out the playing field, it’s usually more of a beauty contest. Most of the major symphony orchestras in the world now conduct blind auditions. If the ensemble needs a new cellist, the candidates enter and perform from behind a screen, allowing only for the quality of their music to affect the judges’ decision. The result? Suddenly many more women and minorities are getting hired. Once the issue of what the musician looked like was taken out of the equation, it was impossible to justify hiring anyone but the best musician.
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When you hear 'no,' you must overcome the objection and close again.
