Apologies by Leaders

"I am sorry for what I did. Can we make up now? "

You are forgiven. Both parties are back on good terms. Life goes on.

This scenario might seem a very common one and you hardly ever think twice before apologising for your mistakes. For that is obviously the way go.

But once you are put in a position of power, this simple apology becomes all the more difficult. You represent your organisation or team and every word you utter is going to be very decisive of how people judge you and your whole group. Refusal to own up for one's faults as a leader might portray a very stubborn nature but it might also show you as a person of strong character. On the other hand, readily apologising for eveyr fault might be seen as a sign of weakness. Sometimes a well-delivered apology can augur years of trust for your organisation and generate lots of goodwill. Again, on the other hand, if your apology comes across as carefully crafted ploy to earn sympathy then you and your organisation may fall flat, backside up.

Where do you strike a balance? How best to deliver a "good" apology? More importantly, when and when not to give one? These are crucial questions that could prove the difference between a good leader and a great one.

All of us remember the Lewinsky scandal that rocked the White House. After a lot of public outrage, Bill Clinton finally offered a public apology - a televised one. He heartfully pleaded for forgiveness from the American public as well as his own wife and daughter. This was the single most important part of the whole process of how Clinton was finally forgiven by most people. A very good example of how an apology should be offered.

On the other hand, Mr. Douglas Ivester, CEO of Coca Cola in the late 1990s, avoided the whole outrage in Europe against health problems caused by consumption of Coke. And finally when he did agree to look into the matter, he apologised profusely. He gave all kind of excuses for why the problems might be caused. He was all over in the news. To everyone's surprise, it was later discovered that Coke was in no way responsible for any of the heatlh problems caused in Europe. Ivester immediately resigned for having brought Coca Cola to disrepute.

As we can aplogies by leaders need to be well-timed, carefully worded and should be honest in their feel. Kellerman suggests that a good apology should constitute the following

1) acknowledging the mistake
2) accepting responsibility
3) expressing regret, and
4) promising that the mistake will not be repeated

When all these things are kept mind while offering an apology and when it is done at the appropriate time then the masses will be more than ready to accept and forgive the mistakes of the leader and his organisation.

A great concluding example would be James Burke of Johnson and Johnson's. In a similar case as Coca Cola, J&J's Tylenol capsules were accused of causing deaths, Burke immediately assumes responsibility and ordered people to return all capsules in return for coupons. Production and advertising was halted and all capsules in stores were recalled. He even came on television to say

“Don’t risk it. Take the voucher so that when this crisis is
over we can give you a product we both know is safe.”

Ultimately research showed no link between the deaths and Tylenol. Johnson and Johnson's had won the faith and love of the people. Apologies are always vital for setting things right, but the art lies in offering them at the RIGHT time and in the RIGHT manner.

Fuehrer

Reference - Works of Barbara Kellerman, John F Kennedy School of Government, Harvard