| I apologize, I am sorry, my mistake, my bad, oops... Part | | | | * If you "drop the ball" |
| of being human is making mistakes. Many times when | | | | Today's business world is built on teamwork |
| we make a mistake it causes harm to others either | | | | environments and therefore people spend a great deal |
| physically or emotionally, and as a result, we find our | | | | of time working in teams, or in collaboration with other |
| selves in a situation where we must apologize for | | | | individuals. As a result of working with others, our |
| those mistakes. As an HR consultant, I am frequently | | | | actions can have many effects on many different |
| faced with situations where a disgruntled employee | | | | individuals. People are counting on us to do what we |
| feels that the company has wronged him or her in | | | | say we are going to do, when we say we are going |
| some way, shape, or form. If the emotional impact is | | | | to do it. Be accountable! |
| great, then the employee may seek legal action | | | | When NOT to apologize |
| against the company, but in many cases, the | | | | * For mistakes you did not make |
| employee just wants a simple, heart felt, "I'm sorry". At | | | | When you give someone an apology, what you are |
| my Arizona based PEO, I often find that employers do | | | | actually doing is admitting that you made a mistake. |
| not really know how or when to apologize to their | | | | Therefore, apologizing for a mistake you did not make |
| staff. | | | | is the same as an admission of guilt. Companies, in |
| The following are some tips that I offer these | | | | particular, can find themselves in hot water if they start |
| individuals. | | | | apologizing when they are not at fault. Conversely, you |
| When to apologize | | | | may apologize on behalf of someone else, in which |
| * If you loose your temper | | | | case, you are not speaking for the person who made |
| As business leaders we are expected to always keep | | | | the mistake, but you are apologizing for the affect of |
| our cool. As human beings faced with deadlines, | | | | the mistake. |
| personal issues, and other frustrations, this can be a | | | | * During a write up or termination |
| daunting task. However, there is no excuse for taking | | | | Apologizing during a termination is inadvisable. At the |
| our frustrations on our employees or coworkers. A | | | | time of termination is not the place for conversation. If |
| person's temper is their own; no one can "make" you | | | | you find yourself in a situation where you must write |
| lose it. As business leaders, we know that attacking | | | | up or terminate an employee, you must remember that |
| employees achieves absolutely nothing positive. If you | | | | you are acting in the best interest of the business and |
| feel your temper begin to flare, do everyone a favor | | | | that the action is not personal. On the contrary, if you |
| and step away, breathe deep. A quick break from | | | | feel that you owe this individual an apology, maybe |
| frustration can do wonders. | | | | you should reconsider the action you are about to |
| * If you undermine another employee | | | | take. |
| We should always try to remember that other people | | | | Learning when and when not to apologize is merely |
| have feelings and that we need to exercise | | | | way to fine-tune our effective communication skills. As |
| consideration. Moreover, people experience different | | | | business leaders, it is critical that we are confident in all |
| levels of vulnerability. As leaders and professionals, it is | | | | of our actions and interactions. Even so, apologizing |
| very important to treat our subordinates and | | | | when we make mistakes shows others that we are |
| co-workers with dignity and respect, even if they | | | | humble, a very humanistic quality. All people make |
| make a mistake. Think before you speak! There are | | | | mistakes, even business leaders, top executives and |
| ways to get your point across and spare the feelings | | | | Human Resource Consultants! |
| of others. | | | | |