We make very quick assumptions about other people’s intentions on flimsy evidence
Egeland and Schei
The Surprising Way First Impressions Can Change at Work
Research on first impressions reveals overlooked aspects of the phenomenon. “For leaders, this is a critical skill,” says NHH researcher Therese Egeland.
You’ve got a new colleague — but he disappoints you from the very first hello.
The handshake is limp. He avoids eye contact and mumbles his name. «Seems insecure — probably not ready for big projects,» you might think.
Later, when he speaks up in meetings, his ideas aren’t taken seriously. A bias has already set in.
That’s just how we’re wired. But should we really trust our first impressions?
On one level: yes. On another: no.
So say Professors Vidar Schei and Therese Egeland at the Department of Strategy and Management at NHH Norwegian School of Economics.
Together with Associate Professor Sinem Acar-Burkay at the University of South-Eastern Norway, they’ve reviewed around 80 studies on how first impressions are formed — and how they shape our behaviour.
When things change
Lesson number one: First impressions based on photos are unreliable. They give us too little information to judge someone’s personality or abilities.
But when we observe someone in action — in person or on video — everything changes. We gain access to body language, facial expressions, voice, and tone.
«Within just a few seconds, we can make assessments that are better than random guesses,» says Schei.
Even so, no one really knows which signals make the difference. A smile? The position of the arms? The tone of voice? It’s impossible to say.
«We can’t break it down. People take in the whole picture in a matter of seconds and form an overall impression. It’s fascinating — and a little unsettling,» the researchers say.
Crucial skill
Because: First impressions are not a final verdict. They can be surprisingly accurate — but just as easily coloured by bias and the human need to be right. If you make decisions based on those first few seconds, the consequences can be significant.
«For leaders, this is a critical skill,» says Egeland.
Help is at hand. Here are four reasons to take first impressions very seriously:
1. The first feeling is contagious
As in the opening example: first impressions are hard to shake. Like police investigators who cling to an early theory, we all fall into the confirmation trap — often without realising it.
«Once we’ve formed a first impression, it takes priority. Everything that happens afterward is interpreted in light of that initial perception,» says Vidar Schei.
«And it can take a long time before that perception is corrected,» he adds.
2. From written off to favourite
A skewed first impression of a colleague can shape a relationship for a long time — and lead to poor decisions. That’s why, as a manager, it’s worth regularly «re-examining» the first impression you’ve formed of a new employee. Do that, and the person you initially dismissed might just become a favourite, research suggests.
«If you make a conscious effort to challenge your bias towards someone, your impression often shifts from negative to positive. In many cases, they even end up being the ones you like best,» says Egeland.
One reason is that change tends to affect us more strongly than stable impressions over time. A positive break from that initial perception also signals a willingness to improve — something most managers appreciate.
3. Risk of A- and B-teams
If someone is «left out» from the start, it can create A- and B-teams at work. A negative first impression may lead you to give that person less attention, fewer opportunities, and weaker support.
Such insider/outsider dynamics can become self-reinforcing, lowering both wellbeing and performance.
4. Generosity works!
You can’t avoid first impressions. But you need to allow people to be just that — people, emphasise the researchers.
Don’t place too much weight on isolated behaviours — like arriving a minute late or yawning during a meeting. It doesn’t necessarily mean someone is chronically late, unreliable, or disinterested.
«We make very quick assumptions about other people’s intentions on flimsy evidence,» say Schei and Egeland.
First impressions are both a gift and a trap. Perhaps the most important piece of advice:
«Be generous!»