"You never get a second chance to make a first impression." Truer words were never spoken. Oftentimes, first impressions determine whether you will even get to make a second impression.

We can all recall first meetings that we wish we'd handled differently. What did we learn from those experiences?

Psychology Today magazine gives a few pointers for getting off to a good start when you're just meeting someone.

When you're having a conversation with someone you're meeting for the first time, you should encourage the other person to talk about him- or herself instead of trying to make yourself the center of attention. For example, the person you're conversing with is telling you about a trip he or she just took, and that brings to mind a trip when you got terrible service. You think it's a great story, but experts warn that you should think before you open your mouth to share such anecdotes. When you meet someone, you don't know what kind of impression this type of story will leave.

Also, try to mask any anxiety if you can. If you have the jitters or talk too fast, you might cause the other person to roll his or her eyes at you. Again, try to keep the focus on the other person, but be careful that you don't come off as an interrogator rather than a conversationalist.

What if you are meeting someone for the first time when you are in a bad mood? Experts suggest you fake your way through the experience. But isn't it better to be honest and be yourself? No, they say, because when you are first meeting someone, instead of seeing this as just a passing mood for you, the person may incorrectly conclude that you tend to be a negative person. See if you can find something positive to talk about. If not, apologize for your temporary trouble and hope the other person will give you the benefit of the doubt.

First impressions never count more than during a job interview. A recent CareerBuilder.com survey of over 2,700 hiring managers uncovered some common mistakes -- and a few humorous stories.

Asked what kind of no-nos they'd witnessed during interviews, the hiring managers named these blunders:

-- Inappropriate attire.

-- Boredom or lack of interest.

-- Criticizing a current or previous employer.

-- Arrogant attitude.

-- Answering a cellphone or texting during the interview.

-- Vague answers.

-- Not asking good questions.

The winners/losers in the "Hall of Shame" category included:

-- One candidate wore a business suit and flip-flops.

-- A job-seeker asked if the interviewer wanted to meet later for a drink.

-- The candidate who applied for an accounting job said he was "bad at managing money."

-- A candidate for a customer service job told the interviewer, "I don't really like working with people."

-- One person had to leave because his dog had gotten loose in the parking lot.

-- A job-seeker spent the entire interview staring at the ceiling.

Much of a first impression is based on your body language. If you want to be seen as a leader right away, show that you mean business in a firm and friendly manner: -- Raise your eyebrows briefly upon meeting someone. It's a subtle, powerful signal that conveys a positive impression, and it takes just one-fifth of a second.

-- Eye contact sends the signal that you're interested in what other people are saying. Just be careful not to cross the line and stare, as that would make you seem confrontational.

-- Return handshakes appropriately. Keep in mind that a limp handshake signals a wimpy image, and a crushing grip seems overly aggressive.

-- Stand tall. Good posture says you're self-assured and trustworthy.

I can honestly say I have almost never hired anyone who made a bad first impression on me. Sure, I believe in second chances, but I also have to consider what kind of first impression that person would make on my customers. If a candidate makes a bad impression on me, would my customers have the same feeling?

Whether you are looking for a job, meeting a customer for the first time, being introduced to your future in-laws or getting acquainted with your new neighbors, don't just put your best foot forward, let them see your best self.

Mackay's Moral: First impressions are lasting impressions.

The famed aerialist the Great Zumbrati once walked a shaky tightrope across Niagara Falls despite a gusty wind that almost caused him to lose his footing. He was very relieved to have made it safely across. Waiting for him on the other side was a fan with a wheelbarrow.

"I believe you could walk back across pushing this wheelbarrow," the fan said.

Zumbrati shook his head and said he was lucky to have made it across without a wheelbarrow.

"But I know you can do it," the fan persisted. "Just give it a try."

Zumbrati shook his head again, but the fan kept after him.

Finally, Zumbrati said, "You really believe in me, don't you?"

"Oh, I do," said the fan.

"OK then," said Zumbrati, "get into the wheelbarrow and we'll start."

Now that's commitment: Knowing what needs to be done, setting goals to get to that point, and following through.

The lazy, hazy days of summer are behind us. Folks are back from vacation, kids are back in school, schedules get back to some semblance of normal. With a little luck, that translates into fewer work disruptions and more opportunities to get things done.

So it's a logical time to review your goals for the year and see where you stand. If you're on track, it's time to reinforce your ongoing effort with a renewed enthusiasm for the project or goal. If you've still got a long way to go, or even if you have to start all over again, remember that you still have several months until the year's end, and success remains within your grasp.

Looming deadlines are a great incentive to accomplishment. What seemed like a cinch a few months ago might look a lot more daunting, but don't let that get in your way. Make your to-do list and get going.

Success depends on your commitment to your goals, whatever those goals may be. To evaluate your ability to commit, ask yourself these important questions:

-- Can you accept people for what they are, not as you'd like them to be? To work with the people around you, put away your prejudices and judgments so you can focus on what's important. Their strengths are what are important now. Get over yourself.

-- Can you put other people's needs ahead of your own? It's a paradox, but you can reach your own goals more easily by helping your collaborators accomplish theirs. They have goals and ambitions, too, and will be more likely to work with you if you cooperate.

-- Do you know what you're great at? A thorough, honest knowledge of what you do better than most people is essential to making the right choices about where to put your energy. Others have most likely identified your strong points; make sure they agree with your self-evaluation.

-- What gets in the way of your ability to do your job? What other problems or projects are occupying time that you could be dedicating to your goals? Once you understand what is eating up your most valuable resource -- time -- you can more easily refocus your efforts on accomplishing your goals.

-- What tools or training would help you? If you are lacking equipment or know-how, chances are you can't see the goal through to the end. If your organization is truly committed to achievement, the necessary tools must be available.

-- Are you excited about your goals? If you're not really excited by what you're trying to do, your commitment won't be very strong. But if the project is worth doing, get your head in the game and play to win.

-- Are you planning ahead for next year's goals? Accomplishing this year's plan will have a significant impact on future achievement, company morale and perhaps the viability of your organization.

-- Can you be completely honest with yourself? You can't afford to fool yourself about your strengths, weaknesses and potential. If you need help, either from within your organization or from outside, now is the time to get a plan together.

One terrific resource you might want to consider is a virtual training program, "Goals Mastery for Personal and Financial Achievement," offered by sales and training guru Brian Tracy. His 12-part video training course covers personal goal setting, purpose in life, overcoming adversity and a variety of pertinent topics. Check it out by going to briantracy.com and searching for "goals mastery." I guarantee Brian's advice will inspire you to commit to your goals -- and commit to success.

Mackay's Moral: Don't "fall" down on your goals; commit to a season of success.

Never underestimate the tremendous impact teachers have on students, helping set the direction of their lives. Studies show that people give credit for their success in the business world to the role models they encountered in youth.

I've shared these stories before, but I think they bear repeating. Two teachers played major roles in helping me become a successful businessman.

Professor Harold Deutsch was my academic adviser at the University of Minnesota. I was enrolled in his class on the history of World War II. Professor Deutsch had been one of the interpreters at the Nuremberg Trials. He did not teach history; he was PART of history.

In the spring quarter of my sophomore year, professor Deutsch gave me a D. I went in to plead my case: I said being on the golf team prevented me from giving my class work my best effort.

"Harvey," he said, "keep this up and you will be able to devote your full time -- and it looks like you already have -- to pushing that little white ball across a big green lawn. Your excuse is pathetic. I'm not changing the grade. However, I'm going to challenge you, not just to raise your grade, but to get an A in this course when it continues in the fall."

In the fall quarter, I got an A in professor Deutsch's class. He should have been graded, too -- an A in psychology.

My other mentor was Les Bolstad, the University of Minnesota golf coach. Like all great coaches and teachers, Les did not teach golf. He taught life. If you learned a little golf on the side, well, so much the better. Les was a second father to me.

Both men taught me tools that I've honed in the business world -- to stay focused, to set realistic goals, and the arts of persuasion, leadership and visualization.

Today, Mary Mackbee is the principal of St. Paul (Minn.) Central High School, from which I graduated a few (!) decades ago. She's been there 22 years.

To teachers, she is the boss who is willing to fight to preserve their programs. To parents, she is accessible and approachable and willing to listen. To students, she is simply Ms. Mackbee, who knows 99 percent of the kids' names.

Central is one of the city's most culturally and economically diverse, not to mention popular, high schools, boasting a 92 percent overall graduation rate. Ms. Mackbee champions the advanced placement, International Baccalaureate and Quest programs and Central's performing arts offerings. She responded positively to funding for cup stacking supplies when she saw data showing that dexterity activities help reading, math and cognitive abilities.

Ms. Mackbee commands respect because everyone knows she is behind them all the way.

Taylor Mali, poet, humorist and teacher, tells a story about the value of teachers as role models.

One night at dinner, a CEO decided to explain the problem with education: "What's a kid going to learn from someone who decided his best option in life was to become a teacher? You know, it's true what they say about teachers: Those who can do, do. And those who can't do, teach." He challenged another guest, "Hey, Susan, you're a teacher. Be honest, what do you make?"

After some thought, Susan replied: "You want to know what I make? I make kids work harder than they ever thought they could, and I can make kids sit through 40 minutes of study hall in absolute silence. I can make a C-plus feel like the Congressional Medal of Honor and an A feel like a slap in the face if the student didn't do his or her very best. I can make parents tremble when I call their home or feel almost like they won the lottery when I tell them how well their child is progressing.

"You want to know what I make? I make kids wonder. I make them question. I make them criticize. I make them apologize and mean it. I make them write. I make them read, read and read. I make them understand that if you have the brains, then follow your heart. And if someone ever tries to judge you by what you make in money, you pay them no attention."

Susan then paused. "You want to know what I make? I make a difference."

I couldn't agree more.

Mackay's Moral: Teachers strive not to teach students to make a living, but to make a life.