The author suggests that effective apologies require the apologizer to assume a risk; otherwise, the apology rings hollow and may cause more damage than it seeks to mitigate. “Apologizing in spite of the fact that it could get you in deeper legal or personal trouble seems to be a key difference between a compelling show of regret and a confounding one oakley sale sunglasses,” Lisa Belkins writes.
This year, we’ve seen a slew of examples that illustrate the right way to apologize (e.g., Major League Baseball umpire Jim Joyce admitting that his blown call cost a young picture the historic achievement of a perfect game) and the wrong way to apologize (e.g. oakley sale sunglasses, former BP CEO Tony Hayward).
This article contains no procedural advice or step-by-step guidance for managing reputation risk. Instead, I believe it offers something more useful for risk managers to reflect on: the right way to say, “I’m sorry” when the need arises.
How many times have you heard, uttered, or heard someone from your company express that phrase to an external stakeholder?
Our litigious society and our legal advisers suggest that we should be careful of what we apologize for; however, savvy risk managers should be more careful of what they http://goodcoachoutlet.weebly.com, and their companies http://goodcoachoutlet.weebly.com, don’t apologize for. ###
The phrase is the quintessential cop-out apology (it translates to: “This is your problem oakley sale sunglasses, not my fault”), and it qualifies as the personal version of “… the organization agrees to pay the fine without acknowledging any wrongdoing.”
“I’m sorry you feel that way.”
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