Shake Hands with Sincerity and Confidence

handshakeBy Caroline M. Cole

Traditionally a sign of hospitality, trust, gratitude, agreement, congratulations, solidarity, peace, condolences, greeting, and sportsmanship, the handshake remains a gesture for establishing and maintaining a rapport with others.

In the United States, studies have shown that individuals with a strong, firm handshake make a better overall impression than those who do not. Moreover, the gender of participants does not seem to matter. In their study of handshakes and first impressions, William F. Chaplin and his colleagues in the Department of Psychology at the University of Alabama found that females who offer a firm handshake not only seem to avoid the criticism that’s associated with other forms of self promotion but, in bypassing stereotypes of having a weak handshake, can actually gain an advantage over male applicants in employment contexts. Yet regardless of the implications such research may offer people wanting to make a solid first impression, it’s important to remember that, like all communication, the success of a handshake depends upon the context, purpose, and participants, as well as its actual delivery.

Many, for example, are familiar with problematic handshakes: the vice-like grip; the limp fish; the wet, clammy hand; the just-fingers offer; the two-handed hug; the shake accompanied by either an air kiss or a chest bump. These handshakes may be acceptable in certain circles, but when meeting someone for the first time, or when working in professional contexts, it is vital to consider the ways that the ritual of shaking hands can reinforce, or undermine, a person’s image.

Recognizing that some individuals use a handshake to set the tone for subsequent interactions, the following discussion offers considerations for using this ritual to promote respect, trust, and sincerity between participants.

Adjust the torso. Aiming to establish a connection between people, handshakes are most effective when the two participants focus on each other—if only for a few seconds—yet the angle of the participants’ torsos in relation to one another is one of the fastest ways to identify whether the exchange is of mutual interest.

For example, when torsos are turned toward each other, resulting in parallel shoulders, the participants demonstrate attention to and involvement in the present conversation. If, however, one or both participants turn away, the direction of their torsos (often in conjunction with the direction of their feet) signals where they would prefer to be going, even if they continue looking at one another.

Considering that the angles at which people orient their bodies can indicate their level of interest, you should make sure that your torso is squarely facing the person with whom you are shaking hands and remain equally mindful of when the person may be starting to turn away. In such cases, you could either redirect the conversation to a mutually engaging topic, or professionally bring the discussion to a close.

Upright the thumbs. The thumb’s position and palm’s direction in a handshake are critical for identifying the hierarchy of participants in relationship to one another. For instance, those who enter a handshake with the palm down and the thumb turned toward the left assume a privileged position—a position that is all the more exaggerated by those who “dive” into the handshake with their palm facing the floor, or who otherwise twist their palm down during the actual shake. In contrast, those who approach the handshake with the palm slightly up and the thumb tilted toward the right adopt a more subordinate role. Meanwhile, equals approach the handshake with their thumbs on top and their palm vertical to the floor.

By offering or entering a handshake with your hand upright or slightly tipped to the right to suggest an open and welcoming, rather than submissive discussion, you can prompt a more collaborative exchange.

Similarly you should use only one hand during the connection. To lay the left hand over the clasped, shaking right hands can be intrusive, overly intimate, condescending, or otherwise intimidating. The same goes for touching the other person’s shoulder or arm during a shake. Politicians may use such tactics to suggest congeniality and sincerity, but recognizing that some recipients view these moves as artificial gimmicks to acquire votes can be enough to suggest one hand is sufficient.

Connect at the web. Depending on the culture, a handshake can be a business pro forma or it can be an overly intimate gesture reserved for close family members. As such, if and how people touch hands remains a concern.

For some, the apprehension is shaking hands with those who think strength is a sign of power. While a solid, firm grasp may be acceptable in many contexts, vice-like grips that crush the other person’s hand or fingers are never appropriate. Even so, it can be challenging to identify how much to squeeze someone’s hand during a shake.

Individuals with a lighter grip (for example, elderly individuals, arthritic individuals, people with some disabilities, children), as well as individuals who wear rings are especially vulnerable to an unreasonably powerful hold. Furthermore, those from cultures who consider handshakes with minimal pressure to be a sign of courtesy and refinement may interpret any distinguishable grip as aggressive and rude. On the other hand, overly gentle handshakes can also raise concern—especially for those who associate people’s character with the way they shake hands; in such cases, a softer handshake can suggest inattentiveness, reticence, disinterest, insecurity, passivity, or weakness.

Assuming both participants agree to a palm-to-palm connection, the secret to offering a solid, yet participant-sensitive handshake lies in the place the hands connect.

The most strategic place to join hands is at the “first web space,” the webbing between the index finger and the thumb. By connecting at this point, both participants can comfortably “lean into” a handshake without causing pain.

Wrap, rather than crush fingers. If they engage at the first web space, both parties’ hands should be locked in place, allowing both individuals to gently wrap their fingers around the back of the other person’s hand, thereby completing the grip in a loose, but secure manner. Participants can then gently squeeze the hand—not the fingers—to match the other person’s pressure, reciprocating the exchange.

Pump then release. With hands connected, participants should offer 2–4 quick pumps from the elbow, rather than the wrist, and then release their grip. Some contexts and cultures may evoke a few more pumps or hold the hand a bit longer to signal enthusiasm or to heighten connection, but when one of the participants relaxes the fingers or the entire grip, it’s appropriate to end the shake. To continue holding onto the person’s hand beyond that point can move an otherwise harmless gesture into a less comfortable realm for one or both parties.

In addition to these considerations, the ideal handshake is instantaneous, warm, and dry; therefore, if you’re at a gathering with refreshments, you should aim to hold food and cold, icy beverages in the left hand. That way, you can initiate or reciprocate the gesture with minimal fumbling or hesitation.

Likewise, participants should make eye contact throughout the exchange—depending, of course, on the participants’ culture. In the States, eye contact is a way to establish and maintain trust between individuals; therefore, while it may be unnecessary to lock eye as if participating in staring contest, darting or otherwise averted glances can suggest distraction, nervousness, disinterest, or dishonesty, thereby undermining sincerity during this exchange. Other cultures, however, consider eye contact intrusive and overly familiar. In fact, not looking at someone in the eyes—especially someone with greater status or authority—is considered a sign of respect. Being aware of these variations can help participants accurately interpret the sincerity of the exchange.

Another element that can enhance the delivery and reception of a handshake is making sure that you are standing when you engage in this ritual. Shaking hands when one or both parties are sitting inevitably throws off the posture of the participants and disrupts the fluidity of the encounter. Thus, if either party is unable to stand for the exchange, a polite nod of acknowledgement may be sufficient. A nod is also appropriate when either party’s hands are occupied.

When standing is possible, you should avoid having anything between the two of you (e.g., a desk, a chair, another person) so as not to hit these elements inadvertently. Consequently, if you are seated at your desk when someone comes into your office or otherwise approaches you at your workspace, you should stand and, if possible, walk to the side with the other person and face the individual squarely before offering or accepting to shake hands.

Cultural considerations
A final note concerns cultural differences. Many of the guidelines offered here are grounded in Western cultural practices in general, and American practices in particular, where shaking hands is socially acceptable for males and females. Yet if the goal of shaking hands is to connect with someone in a way that promotes respect, trust, and sincerity, it’s important to recognize that some cultures may not look favorably upon this gesture. Some cultures, for example, prefer alternative greetings: some cultures use a kiss on one or both cheeks; others bow; some press their noses together; some clap; others bring their hands together and, holding them against their own chest, bow their head; and some simply offer a verbal greeting.

Even cultures that do accommodate handshakes may incorporate practices that Americans may find unconventional. For instance, a culture may have restrictions on who can offer or accept the gesture.

Often originating in the fact that women did not carry weapons, exchange gifts, engage in business transactions, or participate in other forums that incorporated shaking hands, females were not encouraged or allowed to accepted another person’s hand—a custom that many cultures and social circles still adhere to today. Consequently, males who offer their hand to a female may be criticized for violating various protocols. In some contexts, males may respond if a female were to initiate the gesture but here, too, the appropriateness of the exchange depends on the forum and the participants. Some cultural or religious practices prohibit men and women who are not intimately related from having any physical contact.

As females increasingly participate in forums where shaking hands is common practice, and as business becomes more global, handshaking protocols will continue to change. Therefore, by sensitizing yourself to how contexts and participants may interpret this seemingly harmless ritual, you can better prepare to know when, how, and if to offer or accept a handshake in a way that respects both participants.

Working toward Areté
In the comment space below, share your observations about the ways you greet others, or have been greeted, in different contexts to promote or sustain your professional image.

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Securing References to Promote Your Talents and Abilities

By Caroline M. Cole

Depending on the position they seek, applicants may be asked to provide references. Sometimes those references remain on stand-by, fielding calls and answering questions about the applicant if and when necessary; in other cases, they may write letters of recommendation for the applicant’s file. Yet regardless of the means by which a reference speaks about a candidate’s abilities, applicants need to be strategic in identifying and soliciting references to both complement and enhance their application.

When deciding whom to solicit for a reference, applicants often turn to the most important people they know in the profession or industry, sometimes without considering what, if anything, those individuals could say on their behalf. Evoking the honor by association argument—which suggests the applicant must be honorable because he or she associates with well-known, reputable people—such applicants assume that if they can get someone with name-brand recognition to support their candidacy, they would have a better chance of securing a position, getting into an academic program, gaining access to particular resources, and so on.

Aside from the fact that such pro hominum arguments are logical fallacies—emphasizing the authority making the appeal (the referral, in this case) rather than, perhaps, the evidence for why the candidate is qualified for the position—such appeals can be risky if name recognition is the primary, or only reason an applicant is asking someone to serve as a reference.

Consider, for example, what people could say about prospective applicants they may see on occasion, or even on a regular basis, but with whom they have had few interactions beyond social or professional niceties: they always smiled and said “hello” in the hallways… they dressed well… they ate lunch at their desk… they attended lecture… they showed up at meetings… they submitted assignments… their name appeared on a report…

While such comments are not necessarily problematic, neither do they provide an argument for why an applicant deserves consideration. In addition, they’re not compelling reasons for eminent individuals to risk their own reputation to vouch for an applicant of whom they have minimal knowledge. As such, it’s no surprise that organizations have received referrals like the following:

Dear Hiring Manager:
Chris Doe worked as the Marketing Division Manager for my company from August 2011 to November 2012.
Sincerely,
Famous Person X

• • •

Dear Admission Committee:
Pat Schneider was a student in Economics 10 during the Spring 2013 and earned an A in the course.
Sincerely,
Famous Professor X

Granted, it would be better for individuals with little to no knowledge of a candidate’s competency or character to decline the applicant’s request for a recommendation but, since that’s not always the case, applicants should bear in mind what could happen if they solicit authorities who may not have enough experience to say anything meaningful about their abilities.

Name dropping can be advantageous during the application process, and getting referrals from people recognized in the field can open doors for an applicant—but only if the person offering the referral can speak knowledgeably and authoritatively about the applicant. So, rather than soliciting people to serve as a reference simply because they are important in the field or industry, applicants should consider whether those individuals can, in fact, speak credibly and persuasively about the skills and abilities they want to promote in their application.

Equally important, applicants should be cautious about asking someone to serve as a referral, or to write a recommendation letter simply because the person has had opportunities to observe their work, for some observations might not serve the applicant.

What, for example, might a supervisor or coworker say about an employee who doesn’t review work before sending it out to a client, who seldom volunteers for or initiates projects, who is reticent about helping coworkers or sharing resources, who does not remain apprised of team or project objectives, who maintains an erratic schedule, who takes too long to complete projects, who doesn’t follow up on tasks, who resists training and feedback, who uses company resources for personal reasons, who makes excuses when things go wrong, who is perpetually late for meetings, who does not demonstrate basic skills sets for the position, who appears brusque with customers or coworkers, who misses targets, who complains about work needing to be done, who gets average performance evaluations, and so on.

Or what could a teacher say about a student who does not finish assignments, who misses class, who nods off during discussions, who frequently asks for extensions, who seems overwhelmed by basic concepts in the course or field, who does not follow directions, who does not attend office hours, who is reluctant to explore new ideas, who seldom participates in class activities, who focuses more on getting the work done than on doing it well, who submits inconsistent work, who complains about grades, and so forth.

Certainly there may be reasons explaining any or all such actions, but a referral who has witnessed one or more of these actions might include that information either for retribution or because the referral feels the need to provide favorable and negative feedback about the candidate to appear fair. Some applicants offset this concern by declining confidential recommendations, thereby guaranteeing only nice things are said about them, but few referrals would give an authentic evaluation if they knew the applicant could review their comments. And hiring managers and school admission committees recognize this dilemma, prompting them to give little credibility to the recommendations an applicant hands them or could otherwise access.

By understanding that you might not always be able to know or control what a referral says about you to a prospective employer, graduate program, or other entity needing a recommendation, you can be more deliberate in identifying and soliciting references which enhance your application. The following discussion can help in that endeavor.

Identify individuals who can compliment your application materials.
Thinking about the work you’d like to do in the short- and long-term, you should start listing people who have seen you perform equivalent tasks. An obvious starting point would be individuals who have seen you do comparable work in comparable forums. If you have not done such work or have yet to participate in such forums, you might then consider individuals who have a familiarity with the skills that would help you perform the work you’d like to do. Employers, supervisors, clients and customers, professors, advisors, mentors, and industry professionals would be appropriate for this list, providing they can talk knowledgeably, fairly, and favorably about the talents, abilities, experiences, and so on you would be bringing to the positions you seek.

Ideally, the resulting list will offer a combination of current and former associates. After all, citing only current associates can raise questions as to whether you have burned bridges in your previous endeavors, while listing only former associates may raise questions about whether you’ve made an impact in your present employment.

Such balance can be harder when you’re limited to one or two references, when the position you seek restricts the type of recommendations you must submit, or when you’re seeking new opportunities without your present employer’s knowledge. Even so, as you list people who can speak genuinely and constructively about your abilities, keep in mind that assembling a variety of references can be strategic, for not only could the mix of commentary demonstrate different ways you have been able to apply particular skills, but it may also introduce additional, complimentary abilities that you could bring to a position, even as your references collectively reinforce a core set of talents.

In generating this list, there are groups of individuals you should be cautious to list. One such group are personal, non-work references. These individuals may like you for any number of reasons, and some of those reasons might even address competencies and characteristics you could use on the job or in another professional forum, but hiring manager and admission committees want to know if they should pay to have you incorporate those elements in forums where clients, products, services, reputation, and so on are at stake. So, unless someone has employed you or otherwise has been in a position to evaluate you in a formal capacity, you might reconsider whether to offer that person up as a reference.

Similarly, you might use caution when listing individuals with whom you have worked, but who have since become friends. Some industries or companies may value such references, but others may argue that friendship compromises objective evaluation.

Prepare your case.
Once you’ve listed people who could comment on your professional experiences and abilities, you then need to identify the individuals who could best address the skills you want to emphasize in your applications and solicit potential referrals accordingly. For example, if one person on your list has had more opportunities to observe you engage in particular work, employ particular skills, develop particular experience, and so on, you might ask that individual to emphasize that information and ask other potential references to highlight different abilities.

Making such distinctions can seem time consuming at first—especially if you do not have many prospects to begin with—but it can make it easier to secure references. After all, someone who may be cautious or even unwilling to give a categorically favorable reference may agree to speak favorably about specific competencies or characteristics you may need to demonstrate. Yet regardless of whom you decide to solicit for referrals, you must help prospective references understand what you’re asking of them.

To do so, you should prepare to explain or even write up a brief explanation the industry, position, or program you seek to enter; the skills and abilities the organization(s) seeks in candidates; and where, how, and why the person you are soliciting for a referral can speak to those abilities. Being prepared to offer a copy of your résumé and—depending on the context—a copy of your latest performance review, a synopsis of a project, or an outline of other details also can help the prospective reference quickly and easily recall your contributions in their recommendations.

Formally solicit prospective referrals for a good recommendation.
Having identified possible referrals, you should ask those individuals if they could write a good letter of recommendation for your file, or otherwise provide a good recommendation to those who might call on your behalf.

In doing so, you might begin with a brief explanation of what you’re looking to do; the training, experience, and characteristics that would help you succeed in that work; and where, how, and why your experiences (as observed by the potential referral) could help make that case. You might also note the type of references you are seeking to make that case (e.g., people who could talk on the phone with an organization’s representative as necessary, those who could write and submit a letter of recommendation to the organization or to a central service by a particular date). After providing this context, you should then ask if the person on your list would be able and willing to provide a “good recommendation” on your behalf, and then pay attention to the person’s response.

If making the request by email and there’s no reply, you might send a follow up or even call to see if the person has received your message; if there’s still no response, you might consider whether the person is giving an answer in not replying. If making your request during a conversation, you should pay attention to any hesitation in getting a definitive yes; facial expressions may also provide clues if you’re making the request in person. Any reticence you find should prompt an offer to let the person decline your request:

“It’s okay if you’re able to provide or serve as a reference at this time. I have a few other people lined up to ask, but thought you were best able to discuss my abilities to…”

Such offers can be sufficient to generate a conversation that might help you strengthen your case for getting the person to agree to serve as a reference, or it can direct you to look elsewhere, but to push hesitant people into giving you a referral could do more harm than good for your application. Therefore, if people on your list signal that they cannot readily offer a good recommendation, thank them for their consideration and move on to find someone who can.

Finally, it is imperative to get people’s permission to list them as referrals and to let them know when their names and contact information are being listed or otherwise distributed with your application materials. Even for those who have agreed to serve as a reference in the past may need reminders if they may be called upon to speak about your credentials in the near future. To ambush people with surprise calls that ask them to talk favorably about a candidate who either didn’t ask permission to list them as a referral or hasn’t talked with them for months or years about their career ambitions can be detrimental to an otherwise compelling applicant.

Follow up.
While asking someone to field calls from others to talk about your qualifications on the phone may require minimal preparation, asking someone to write a letter for your application(s) may take time, so you should make sure you give prospective referrals sufficient time to complete the letter; two weeks is standard but, depending on the case you’re asking someone to make on your behalf, offering three weeks or more would give people time to craft a letter alongside other responsibilities they may have.

Of course one difficulty in giving people too much advanced notice is that they may delay writing the letter and, ultimately, forget about it all together. Therefore, you can help your referral keep the task more in the forefront with a professional follow-up.

One way to do so is by following up with hard copies of materials that could help the person make your case to someone else. For example, you might provide a copy of your résumé; a brief description of the position or program to which you are applying; an outline of tasks you’re asking the person to address, as well as references to work you have performed under the referral’s guidance that demonstrate those skills; guidelines for submitting the recommendation; and so on. These materials could also be of use to someone who may be providing a recommendation over the phone.

Another way to follow up on your request it is to call or e-mail the person midway between your having made the request and your needing the recommendation on file to see if the person needs any additional information to help write the document. Not only would such a follow-up remind your referral of the upcoming deadline, but it would give that person an opportunity to request additional materials that might not have been a consideration during your original conversation.

Ultimately, you are wanting to make it as easy as possible for someone to present the best case for your application. And, in cases where you may not be able to confirm the submission of a letter on your behalf, a follow-up might help you know the status of your recommendation and, if necessary, look for alternative referrals should your original reference—for whatever reason—no longer be able to accommodate your request.

Develop and maintain the professionalism going forward.
Once your referrals have provided recommendations for your application, you should keep them apprised of your work going forward. For example, every few months you might send a brief e-mail updating your referrals on your work and progress, maintaining professional connections even as you establish and reinforce your own career path. Such updates would certainly make it easier for these referrals to update any recommendation they might be called upon to provide in the future but, as importantly, they recognize the person’s efforts in your success, and that can be the most important way you can say “Thank you.”

Working toward Areté
To start working toward this effort today, download the “Securing References to Promote Your Talents and Abilities” .pdf, or let us know your system for finding and soliciting people to serve as a reference for your applications. Then use the comment space below to share your suggestions and success.

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Blogging toward the Areté of Communication

By Caroline M. Cole

Recognizing that business is about relationships and that communication is the foundation of those relationships, Ethos Professional Communication in general, and this blog in particular, encourage discussions on communication-oriented topics to help all participants learn, practice, and strengthen their abilities to present ideas, products, services, and even themselves in the most effective manner. And they do so by drawing upon and promoting the concept of areté.

Areté is a value in ancient Greek culture that has often been translated as excellence and virtue, but these translations flatten the concept of areté. From the root word aristos, which represents superiority, areté is more accurately considered the ability to use all faculties including, but not limited to intelligence, strength, justice, wisdom, courage, humility, compassion, magnanimity, self-control, and common sense to live up to one’s fullest and highest potential.

Perfection may come to mind, yet areté is not the same as perfection. Individuals achieve areté by continually working toward and aspiring to live up to their highest potential in the face of adversity, yet to believe perfection has been achieved is a sign of arrogance and pride—characteristics that undermine areté by making it impossible to recognize areas for further improvement. Representing the ongoing pursuit of excellence even when absolute excellence is impossible, areté is often measured in terms of effectiveness in a given context.

Although excellence and fulfillment of purpose are often viewed in the context of human capabilities, the concept of areté can be applied to anything. For example, we can talk about the areté of a stallion, the areté of an internet connection, the areté of a knife, the areté of a conversation. Yet because each of these elements fulfills its purpose and demonstrates excellence in a unique way, the definition of areté changes according to what is being described. Such fluidity has prompted many people—including Aristotle—to disagree about what, exactly, constitutes areté or ways it could be achieved, but it is the ongoing pursuit of excellence and living up to one’s highest potential that is of most relevance to this blog.

This forum recognizes that communication is seldom about definitive tactics and absolutes. The strategies that work in one forum, for one person, in one exchange may not work in identical ways for someone else for any number of reasons. The areté of memo, grant proposal, presentation, hand shake, form of address, comment, voicemail, exchange, and so forth may demonstrate excellence in different ways depending on the context, the participants, and goal. Consequently, this blog is less about promoting any particular trick or communication tip and more about finding and developing a framework that can help us connect with others in more authentic, meaningful ways. And because such work is best achieved in conjunction with others who are also interested in communication that works for all participants, we invite you to join us in the ongoing pursuit of achieving the areté of communication.

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