The Hidden Power of First Impressions during Job Interviews (Including the Handshake Myth) (850 words)

First impressions count.

That applies to everyone involved in the hiring process.

When your applicants arrive, they are evaluating you just as carefully as you are evaluating them. And yet, too often, we allow small, superficial moments to influence our judgment in ways that have nothing to do with performance on the job.

Clothing. Posture. Makeup. Weight. Accent. Handshake.

These details can feel significant in the moment. But most of them have little to do with how someone will actually perform in the role.

If you want your interviews to uncover true capability—not comfort or custom—you must be intentional about how you conduct them.

Start with Structure

Remember all that planning you did before you started the interviews? Stick to it.

Work with your interview team so everyone knows:

• What role each interviewer will take
• Which questions each interviewer will ask
• Prioritized scoring criteria for each question
• How the interviews will be structured
• What the next steps are for the candidate

For the sake of your candidates—and your organization’s reputation—don’t schedule interviews until these factors are clear.

Structure protects you from drifting into impression-based decision-making.

When interviews are unstructured, it becomes easy to “go with your gut.” And your gut is often reacting to comfort, familiarity, or surface-level cues.

Conducting the Interview

When applicants arrive, make sure they are recognized and welcomed immediately. Have “About Our Organization” materials available for early arrivals. Offer a printed agenda that includes the names and job titles of interviewers. Tell them where restrooms and emergency exits are located.

Start interviews on time.

A late interview signals disorganization or lack of respect. It also increases candidate anxiety. You want the interview to reflect the candidate at their best—not after an hour of sitting alone wondering what went wrong.

Open the interview with a warm smile, a friendly greeting, and a clear pronunciation of your first and last name.

Then ask for the correct pronunciation of the candidate’s name—and confirm that you are saying it correctly.

If a name is unfamiliar or difficult for you to pronounce, do not assign a nickname that makes you more comfortable. Take the time to get it right.

Break the ice with a few neutral questions:

Put the candidate at ease.

Doing so will help you get the best from them. It also reassures them that you are the kind of leader who truly cares about the people you hire.

Because, of course, you are.

The Handshake Myth

Many of us were taught that a firm handshake is essential. And while few of us appreciate an unnecessarily limp handshake, we must be careful not to over-interpret this brief moment.

Not everyone can—or will—meet your expectations regarding this custom.

Scenario 1: Power and Pressure

Some people overdo the firmness of their handshake. What is intended as confidence can come across as dominance—or worse, discomfort. If the goal of your greeting is to be friendly and welcoming, tone matters.

A crushing grip is not a leadership trait.

Scenario 2: Limb Difference

Not everyone has a right hand. Not everyone has full hand strength. According to disability advocacy organizations, when meeting someone with a disability, it is appropriate to shake hands—even if a person has limited hand use or a prosthesis. Simply touching hands acknowledges presence. Shaking with the left hand is also fine.

The purpose of the gesture is acknowledgment—not evaluation.

Scenario 3: Cultural Differences

When doing business outside the United States, a handshake may be inappropriate. Research local customs before you arrive.

Similarly, candidates who are new to doing business in the United States may feel awkward with this custom. Cultural differences should not derail the interview.

Scenario 4: Personal Preferences

There are many reasons someone may not want to shake hands. Germ concerns. Injury. Compromised immune systems.

Be graceful and understanding.

There is no reason to hold this against someone.

Stay Focused on What Matters

During the interview, stick to your predetermined questions and scoring criteria. Listen carefully. Take notes. Ask clarifying questions.

Resist the urge to find something in common with the applicant simply to build rapport. That’s a quick path to selecting someone you “like” rather than someone who is most qualified.

After the interview, evaluate the candidate’s responses using the criteria you established in advance. Avoid extraneous notes such as “good culture fit” or “well-spoken,” unless those qualities were defined and weighted beforehand.

Otherwise, these impressions will cloud your judgment when it’s time to make a decision.

Leadership Requires Discipline

First impressions are powerful.

They are also fleeting.

Your responsibility as a hiring manager is not to eliminate human reaction—but to discipline it.

Warmth matters. Respect matters. Professionalism matters.

But handshake strength does not determine competence. Accent does not determine intelligence. Clothing does not determine capability.

When you anchor your interviews in structure and intention, you create space for candidates to demonstrate what truly matters.

And good leaders make decisions based on performance—not first impressions.

Reprinted with permission.