In 2003, Colorado enacted a law stating that an apology extended by a health care provider would, in any civil action, “be inadmissible as evidence of an admission of liability.” (Several other states deem expressions of sympathy inadmissible in court-though for them, full apologies are another matter.) While, in the past, fear of a malpractice suit nearly always precluded health care providers from admitting a mistake, University of Florida law professor Jonathan R. In addition, new laws have made it significantly easier for medical providers to apologize to their patients. Many physicians, for instance, now at least consider apologizing to a patient for a medical mistake and within the medical profession generally, there is discussion about when an apology is in order.
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Members of various professions hardly known in the past as exemplars of humility have begun to discuss what role apology plays in their professional practice. In his book On Apology, Aaron Lazare offers ample evidence that the number of apologies is on the rise, also pointing out that they have become grist for our collective mill: “Newspaper columnists covering the national and international scene have written about the growing importance of public apologies, while articles, cartoons, advice columns, and radio and television programs have similarly addressed the subject of private apologies.” During the last decade or so, the United States in particular has developed an apology culture-apologies of all kinds and for all sorts of transgressions are extended far more frequently than before. The question of whether leaders should apologize publicly has never been more urgent. What, then, is to be done? How can leaders decide if and when to apologize publicly? Why Now? A successful apology can turn enmity into personal and organizational triumph-while an apology that is too little, too late, or too transparently tactical can bring on individual and institutional ruin. Conversely, readiness to apologize can be seen as a sign of strong character or as a sign of weakness.
Refusal to apologize can be smart, or it can be suicidal. It is a performance in which every expression matters and every word becomes part of the public record.Ī leader’s apology is a performance in which every expression matters and every word becomes part of the public record.įor leaders to apologize publicly is therefore a high-stakes move: for themselves, for their followers, and for the organizations they represent. It is not only personal but also political. The act of apology is carried out not merely at the level of the individual but also at the level of the institution. Since leaders speak for, as well as to, their followers, their apologies have broad implications. When a leader feels obliged to apologize, especially for a trespass in which followers were involved, the harm inflicted was likely serious, widespread, and enduring. The first question, then, is, Who exactly is the guilty party? The degree of damage is an issue as well. Leaders are responsible not only for their own behavior but also for that of their followers, who might number in the hundreds, thousands, or even millions. We, in turn, try to ameliorate the situation by saying, “I’m sorry,” and perhaps making restitution.īut when we’re acting as leaders, the circumstances are different. The person we hurt feels entitled to an admission of error and an expression of regret. When we wrong someone we know, even unintentionally, we are generally expected to apologize. What constitutes a good apology? Acknowledgment of the mistake or wrongdoing, acceptance of responsibility, expression of regret, and assurance that the offense will not be repeated. While selectivity is key, good apologies usually do work. The author draws her conclusions from hard data and abundant anecdotal evidence, examining notoriously bad apologizers as well as exceptionally good ones.
One or more of the following conditions should apply: Since the stakes are so high, Kellerman says, leaders should not extend public apologies often or lightly. A successful apology can turn enmity into personal and organizational triumph-while an apology that’s too little, too late, or too transparently tactical can open the floodgates to individual and institutional ruin. Readiness to apologize can be seen as a sign of character or one of weakness. It’s highly political, and every word matters. When corporate leaders or the organizations they represent mess up, they face the difficult decision of whether or not to apologize publicly.
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