Quite some years ago now, I received a minor ticking-off from a senior manager because of the way I had handled a parental concern. It seemed that there had been a genuine error, and during a telephone call, I had accepted as much and apologised. Some weeks later, I had a very satisfactory and entirely productive exchange with the same person at a parents’ evening.
But when the senior manager asked me how I had dealt with the matter, I was told it is inadvisable ever to admit you are wrong or to apologise, least of all to the public. A small point, but one that has stuck with me ever since.
There are innumerable instances where errors are made in all walks of life. At the current time, I can think of pronouncements from government about teacher shortages and the effect of the business-rate rise on small businesses to name just two. In each and every case, someone is wheeled out to state that everything is exactly as intended, and all is for the best in the best of all possible worlds. Except we know it isn’t.
And politicians wonder why people don’t trust them…
It seems to me that there is a major crisis of trust in society, and one of the places where this is most glaring is the levels of accountability being demanded of public servants. I read this as a mechanism for retribution borne of an inability to trust people to make honest decisions – even if they later prove to be wrong. The problem is, when the stakes are raised to extreme levels people become defensive and admitting errors, let alone apologising, becomes the last thing on their minds, even if that would actually be the best resolution.
I don’t blame the manager for that ‘advice’, for all that I think it mistaken. It was quite possibly borne from a bad previous experience. But the job of managers is to manage difficult situations, not just take the (apparently) easy way out.
My school is not unreasonably asking whether I am yet fit to return to work; the answer is no, for many reasons that I cannot control. But one small step would be receiving an admission of the error that caused me finally to snap last November. Yet there is no sign of this happening, even though it would be one fewer obstacle in the way of my possible return.
Readers will have to judge whether to take my word for this, of course – but to most people surrounding the issue, that error is so glaring as to make conceding the fact the obvious solution. And yet it looks as though that won’t happen.
Plenty of people are willing to bemoan the difficulties being faced in society today – and yet fewer seem to realise that by refusing ever to concede an issue, they are only adding fuel to that fire. To err is only human, and the acceptance of such more often than not will defuse issues far more readily than digging heels in. I think it is entirely consistent with a high standard of professionalism to admit errors when they arise – especially when the other party is not ‘big’ enough to do so; it lowers the temperature and is far more honest than pretending we are perfect or closing professional rank. I wonder how may ‘difficult’ situations are exacerbated by such perceptions.
Apologising requires some courage, particularly where there is a worry that such an apparent admittance of weakness may be exploited – but by working on that assumption we tar everyone with the same adversarial brush. In fact, admitting an error is a demonstration of strength which in the vast majority of cases will resolve an issue quickly – and in the long run we are all the worse off for the failure to accept as much.