{"id":5200,"date":"2026-01-05T20:06:07","date_gmt":"2026-01-05T12:06:07","guid":{"rendered":"https:\/\/moresourcing.com\/stop-making-hollow-apologies-at-work\/"},"modified":"2026-01-05T20:06:07","modified_gmt":"2026-01-05T12:06:07","slug":"stop-making-hollow-apologies-at-work","status":"publish","type":"post","link":"https:\/\/moresourcing.com\/ar\/stop-making-hollow-apologies-at-work\/","title":{"rendered":"Stop Making Hollow Apologies at Work"},"content":{"rendered":"<p><\/p>\n<div>\n<div class=\"article-left-col\">\n<section class=\"article-topics\">\n<h4 class=\"article-topics__title\">\u0627\u0644\u0645\u0648\u0627\u0636\u064a\u0639<\/h4>\n<\/section>\n<section class=\"article-section\">\n<h4 class=\"article-section__title\">\u0627\u0644\u0639\u0645\u0648\u062f<\/h4>\n<p>\n            \u064a\u0642\u062f\u0645 \u0643\u062a\u0627\u0628 \u0627\u0644\u0623\u0639\u0645\u062f\u0629 \u0627\u0644\u062e\u0628\u0631\u0627\u0621 \u0644\u062f\u064a\u0646\u0627 \u0622\u0631\u0627\u0621 \u0648\u062a\u062d\u0644\u064a\u0644\u0627\u062a \u062d\u0648\u0644 \u0627\u0644\u0642\u0636\u0627\u064a\u0627 \u0627\u0644\u0645\u0647\u0645\u0629 \u0627\u0644\u062a\u064a \u062a\u0648\u0627\u062c\u0647 \u0627\u0644\u0634\u0631\u0643\u0627\u062a \u0648\u0627\u0644\u0645\u062f\u064a\u0631\u064a\u0646 \u0627\u0644\u0645\u0639\u0627\u0635\u0631\u064a\u0646.        <\/p>\n<p>        <a href=\"https:\/\/sloanreview.mit.edu\/series\/column\/\" class=\"article-section__link\"><\/p>\n<p>           \u0627\u0644\u0645\u0632\u064a\u062f \u0641\u064a \u0647\u0630\u0647 \u0627\u0644\u0633\u0644\u0633\u0644\u0629<br \/>\n                      <\/a><\/p>\n<\/section><\/div>\n<aside class=\"article-ad ad-300  ad-300x250 ad-desktop\">\n<\/aside>\n<aside class=\"article-ad ad-300  ad-300x250 ad-mobile\">\n<\/aside>\n<figure class=\"article-inline\">\n<img fetchpriority=\"high\" decoding=\"async\" width=\"1290\" height=\"860\" alt=\"\" class=\"wp-image-124627\" srcset=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/01\/Stop-Making-Hollow-Apologies-at-Work.jpg 1290w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-300x200.jpg 300w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-150x100.jpg 150w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-768x512.jpg 768w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-764x509.jpg 764w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-382x255.jpg 382w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-870x580.jpg 870w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-435x290.jpg 435w\" data-lazy-sizes=\"(max-width: 1290px) 100vw, 1290px\" src=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/01\/Stop-Making-Hollow-Apologies-at-Work.jpg\"\/><img fetchpriority=\"high\" decoding=\"async\" width=\"1290\" height=\"860\" src=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/01\/Stop-Making-Hollow-Apologies-at-Work.jpg\" alt=\"\" class=\"wp-image-124627\" srcset=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/01\/Stop-Making-Hollow-Apologies-at-Work.jpg 1290w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-300x200.jpg 300w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-150x100.jpg 150w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-768x512.jpg 768w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-764x509.jpg 764w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-382x255.jpg 382w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-870x580.jpg 870w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-435x290.jpg 435w\" sizes=\"(max-width: 1290px) 100vw, 1290px\"\/><figcaption>\n<p class=\"attribution\">Harry Haysom\/Ikon Images<\/p>\n<\/figcaption><\/figure>\n<div class=\"article-summary\"><strong class=\"article-summary__strong\">\u0627\u0644\u0645\u0644\u062e\u0635: <\/strong><\/p>\n<p>Leaders may make many apologies at work \u2014 say, for bad interpersonal behavior or mistakes that impact teammates. But apologies are just empty words unless the offender follows through and changes their behavior. People need to know the leader is committed to improving. Here\u2019s how to hold yourself to this higher standard for apologizing to colleagues \u2014 and handle leaders who continue to deliver weak apologies.<\/p>\n<\/div>\n<p><span class=\"smr-leadin\">Chad repeatedly undermined Sue<\/span> by sharing private information behind her back to her subordinates. When Sue confronted him, Chad said he was sorry in order to move past the issue.<\/p>\n<p>Brenda continuously micromanaged her subordinates, leading to feelings of disrespect and low morale among her team members. When they talked to her about it, Brenda offered what seemed like a sincere apology and said she\u2019d work on empowering them.<\/p>\n<p>Jack cut off Pat midsentence during Pat\u2019s presentation to senior leaders and moved the conversation in an entirely different direction. When Pat later told Jack how hurtful that was, given all the preparation that had gone into their proposal, Jack seemed sincerely sorry for his lack of self-awareness in that moment. <\/p>\n<p>All good, right?<\/p>\n<p>I used to think so. I desperately wanted key people in my life to stop denying that they had hurt me. \u201cIf they would just apologize!\u201d it would feel so much better, I was sure. I\u2019d stop feeling hurt or angry, and the relationship would be on its way to repair.<\/p>\n<p>I realized I was wrong, though, when I still felt bad after some apologies \u2014 sometimes even worse than I felt about the offense itself. Eventually, it dawned on me that the problem with so many apologies (including ones I\u2019ve made) is that no matter how many good elements of an apology are present \u2014 being specific about what you\u2019re apologizing for, using the word \u201csorry,\u201d not making excuses \u2014 one fundamental thing is often missing: a pledge to stop repeating the problematic behavior, with noticeable follow-through.<a id=\"reflink1\" class=\"reflink\" href=\"#ref1\">1<\/a><\/p>\n<p>As a result, far too many apologies, though seldom stated explicitly, amount to \u201cI\u2019m sorry \u2026 but I\u2019m not going to change.\u201d <\/p>\n<p>In the situations above, for example, Chad continued to say too much to Sue\u2019s subordinates, Brenda kept micromanaging, and Jack kept stealing the limelight from Pat and others. As a result, the affected relationships deteriorated further. The lack of change conveyed that the apologizing person couldn\u2019t be trusted, their words held no value, and further investment in that relationship would be futile. We\u2019ve likely all had hurtful experiences like this, where it became painfully clear that someone was more interested in moving on than in changing their behavior.<a id=\"reflink2\" class=\"reflink\" href=\"#ref2\">2<\/a><\/p>\n<div class=\"callout-pullquote callout-pullquote--no-quote callout-pullquote--long\" data-aos-duration=\"900\" data-aos-anchor-placement=\"bottom-bottom\" data-aos-easing=\"ease-out-back\" data-aos=\"fade-up\">\n<p class=\"callout-pullquote__quote\">\n\t\t\t\t\tMake it a practice to follow up and ask some hard questions: \u201cHave I stopped (or started) doing what I promised you I would?\u201d\n\t\t\t\t\t<\/p>\n<\/div>\n<p>This phenomenon \u2014 which I label as \u201csorry, not sorry\u201d \u2014 also shows up in personal relationships that are abusive or involve people with active addictions. When a spouse repeatedly physically or verbally assaults their partner or children or abuses substances, the offender may offer emotional, seemingly sincere, apologies time and again. However, what matters is whether they stop the behavior. Heartfelt apologies aren\u2019t enough. We expect to see evidence of change, not just sorrow. A sincere apology can\u2019t be ascertained right after someone says they\u2019re sorry: People have to see the offender consistently work to earn back their trust and respect. <\/p>\n<p>The same is true in work contexts, whether you\u2019re talking about apologies for bad interpersonal behavior, shoddy effort, mistakes that affect teammates, or decisions or outcomes that hurt stakeholders. Yes, people want to know we have remorse. But that\u2019s not all they want to hear. They want to know that we\u2019re committed to doing something differently and that we intend to hold ourselves accountable for it.<\/p>\n<h3>The \u2018Sorry, Not Sorry\u2019 Experience<\/h3>\n<p>I asked a group of professionals and managers from diverse backgrounds and industries to share an example of when a leader had offered them an apology but then committed the same offense again. Almost everyone easily recalled an instance where someone\u2019s apology had ended up being little more than empty words. <\/p>\n<p>Commonly, these \u201csorry, not sorry\u201d examples involved low-quality work or work effort, verbal abuse, undermining behavior, or lack of courtesy. Many involved bad management \u2014 leaders engaging in a cycle of unkept promises followed by apologies. Some leaders kept failing to advocate for their people, address unfair situations, or listen to suggestions, for example. Others kept canceling scheduled meetings at the last minute.<\/p>\n<p>I also asked these professionals to describe how they felt when it became clear that the apology they had received wasn\u2019t going to result in any change. \u201cDisappointed\u201d was the top response, followed closely by \u201cfrustrated,\u201d \u201cannoyed,\u201d and \u201cangry.\u201d \u201cSad,\u201d \u201cbetrayed,\u201d \u201cafraid,\u201d \u201cnumb,\u201d and \u201chopeless\u201d were also mentioned.<\/p>\n<div class=\"callout-pullquote callout-pullquote--no-quote\" data-aos-duration=\"900\" data-aos-anchor-placement=\"bottom-bottom\" data-aos-easing=\"ease-out-back\" data-aos=\"fade-new-left\">\n<p class=\"callout-pullquote__quote\">\n\t\t\t\t\tIf you, as a leader, want to help stop a bad pattern of behavior, hold everyone accountable to <em>behavioral<\/em> standards.\n\t\t\t\t\t<\/p>\n<\/div>\n<p>How did the empty promises affect the work relationships? Not surprisingly, most people lost trust in the leader. Common responses: \u201cI was skeptical of all future promises,\u201d \u201cI double-check everything now,\u201d and \u201cI delegate or share less.\u201d People also noted that they could no longer like, respect, or consider the unkept-promise maker a mentor. Some people even said that they now avoid that leader \u201cat every opportunity,\u201d \u201ckeep it just to business,\u201d or have stopped communicating with the person altogether. <\/p>\n<p>These outcomes negatively affect not only the offended party but also the organization: People harmed by \u201csorry, not sorry\u201d start sharing less information, giving less effort, or even looking for a new job.<\/p>\n<aside class=\"article-ad ad-300  ad-300x600 ad-desktop\">\n<\/aside>\n<aside class=\"article-ad ad-300  ad-300x250 ad-mobile\">\n<\/aside>\n<h3>What to Do if You\u2019re the Offender<\/h3>\n<p>We all make mistakes and do things that hurt others, and most of us apologize at least some of the time. The tough news: No matter how hard it is for us to say we\u2019re sorry, we must realize that those words are actually the cheap part. <\/p>\n<p>What\u2019s costlier is changing our behavior to a degree that the people we\u2019ve negatively affected notice and feel that the breach has been repaired. Here are some ways to hold yourself accountable for reaching that higher standard.<\/p>\n<p><strong>Stop blaming others or the situation for what you\u2019ve done wrong.<\/strong> While behavior often has multiple causes or triggers, a focus on external attributions doesn\u2019t help you internalize the need to correct and control your own future behavior.<a id=\"reflink3\" class=\"reflink\" href=\"#ref3\">3<\/a> For example, if your explanations to others are loaded up with statements like \u201cI was put under such stress,\u201d \u201cOthers weren\u2019t carrying their weight,\u201d or \u201cThe timeline was impossible,\u201d there\u2019s a reasonable chance that those statements will become rationalizations for inaction. New and better behavior starts with the acceptance that your actions, whatever the causes, are your responsibility to change.<\/p>\n<p><strong>Stop focusing on or talking about your <em>intentions<\/em>.<\/strong> When we are apologizing, we often focus on what we <em>meant<\/em> to do or <em>why<\/em> we did what we did. Sometimes that information is relevant \u2014 especially if the behavior was truly out of the norm for us \u2014 but often, it\u2019s another way we rationalize away the need to do the work required to change a pattern of behavior. Talking about intentions is a good way to fool ourselves: Hundreds of studies indicate that the relationship between even <em>pre<\/em>established intentions and actual behavior is not very strong.<a id=\"reflink4\" class=\"reflink\" href=\"#ref4\">4<\/a> And when you didn\u2019t even formulate an intention before doing something \u2014 as is often the case with screwups \u2014 trying to justify your mistake with post hoc talk about your intentions is a lie to yourself and others.<\/p>\n<p>It\u2019s not a real explanation. Plus, when you\u2019ve hurt or disappointed someone, they don\u2019t really care about your intentions. If your offenses have formed a pattern, they won\u2019t be fooled by your intention claims anyway. They\u2019ve seen what economists and psychologists call your <em>revealed preferences<\/em> \u2014 your observable behaviors, not your predictions or introspections.<a id=\"reflink5\" class=\"reflink\" href=\"#ref5\">5<\/a> What matters is what you did and will do going forward. For example, if you consistently disrespect your colleagues by talking behind their backs or checking emails during meetings, does it really matter that, in your mind, your <em>intentions<\/em> were only to be helpful to others? Likely, no \u2014 and certainly not if you keep doing those things even after you apologize. <\/p>\n<p><strong>Start following up.<\/strong> When confronted with the harm we\u2019ve done, it\u2019s logical that we\u2019d like to put that feeling of guilt or shame behind us as quickly as possible. That\u2019s, as I\u2019ve said, one reason we offer apologies: We want people whom we\u2019ve negatively affected to forgive and forget so that we can too. When you let your apology be the last thing said about the issue, though, you may not know whether you\u2019ve actually put the issue to bed for others. To hold yourself accountable, make it a practice to follow up and ask some hard questions: \u201cHave I stopped (or started) doing what I promised you I would? Are there occasions where I\u2019ve slipped back into that behavior again?\u201d This isn\u2019t easy or fun \u2014 most feedback-seeking isn\u2019t \u2014 but it\u2019s important, given that none of us has perfect self-awareness.<a id=\"reflink6\" class=\"reflink\" href=\"#ref6\">6<\/a> Be especially watchful here regarding bad (unconscious) habits that you\u2019ve claimed to be committed to changing.<\/p>\n<p><strong>Don\u2019t apologize if you know you don\u2019t intend to change.<\/strong> Saying you\u2019re sorry when you don\u2019t intend to stop a behavior or start addressing the issue isn\u2019t \u201cbig-hearted\u201d: It\u2019s disingenuous and self-serving. It means that you want to be forgiven (or have others forget) without doing any work beyond the few seconds it takes to apologize. Say, for example, someone on your team says they feel micromanaged and undervalued because you continually intervene and change aspects of their work. Your instinct might be to apologize because it feels bad to be told these things about yourself. But if the reason you\u2019re heavily involved in that person\u2019s work right now is that it\u2019s riddled with errors or could damage the whole group or organization, why say \u201csorry\u201d for your continuous intervention? Perhaps instead, tell them, \u201cI know you don\u2019t like my intervening, and I don\u2019t either. However, the root cause of that is the inadequate quality of your work, and until that improves, I\u2019m not going to stop what I\u2019m doing.\u201d<\/p>\n<h3>What to Do If You\u2019re the Apology Recipient<\/h3>\n<p>When we\u2019re the one who is due an apology, we can also play a role in the repair process. I know that can feel unfair, and even scary, but taking the following actions can be worthwhile if we care about reestablishing trust (or just a civil working relationship).<\/p>\n<p><strong>Name the pattern.<\/strong> Being gracious when accepting an apology has a lot of merit. \u201cRubbing someone\u2019s face in it\u201d says something negative about you, makes the apologizer feel worse, and probably lessens the likelihood of positive change or a repaired relationship. But perhaps the apologizer has indicated that they see only the isolated incident at hand and not the series of offenses you\u2019ve experienced: Here, if you hope for change, it\u2019s important to name the pattern. Try saying something like \u201cI appreciate your apology. What concerns me is that this has been happening repeatedly, so I\u2019m worried that it will continue.\u201d This isn\u2019t an attack; it\u2019s an honest statement about where you\u2019re at and why. This approach won\u2019t always lead to the offender asking for other specific examples and developing stronger motivation to change, but sometimes it will.<\/p>\n<p><strong>Name the hurt.<\/strong> Quickly accepting an apology \u2014 \u201cIt\u2019s OK; let\u2019s move on\u201d \u2014 might be nice in the moment (for both you and the apologizer). The downside is that it prevents you from sharing what might be a motivator for the other person to change: how their behavior made you feel and respond. Frankly, people often need an emotional jolt to commit to change, and your telling someone about the outcomes of their behavior might be that jolt. You might be comfortable sharing how the offender\u2019s action has left you feeling \u2014 \u201creally hurt\u201d or \u201cso angry.\u201d Or you might feel safer naming the outcomes of those emotional impacts \u2014 \u201cIt has damaged my willingness to trust you\u201d or \u201cIt has led me to avoid you.\u201d<\/p>\n<p><strong>Ask for what you need.<\/strong> If the truth is that you\u2019re not going to be willing or able to forgive, or to move forward productively without demonstrable action, you need to say what that is. It\u2019s reasonable to expect people to care about what hurts you or violates your boundaries; it\u2019s not reasonable to expect them to magically know what that specifically involves. Nice as it would be, we\u2019re just not good at knowing what\u2019s in others\u2019 minds.<a id=\"reflink7\" class=\"reflink\" href=\"#ref7\">7<\/a> So, for example, if you\u2019re angry because someone keeps failing to stand up for you, tell them, in specific terms \u2014 to whom, on what occasions \u2014 and how you\u2019d like to see them start standing up.<\/p>\n<p>None of the above strategies means you have to further expose yourself to abusive or hurtful behavior. If you\u2019ve tried these things and nothing has changed or, even worse, it led to further harm, stop trying and focus on protecting yourself. If you can stay completely out of the person\u2019s path, do so. If you can\u2019t, try to minimize your exposure \u2014 or consider whether it\u2019s time to get out of that job role or organization.<\/p>\n<h3>What to Do if You Manage the Offender<\/h3>\n<p>Sometimes we\u2019re a third party \u2014 for example, the manager of the apologizer and\/or the affected person \u2014 so we\u2019re involved in an attempted reconciliation between two people. Here, it can be helpful to reinforce some of the actions taken by both parties. To repeat: Changing bad habits is hard. The more nudges offenders can get from multiple sources, the better. It\u2019s also your job as a manager to support the offended. So to help hold apologizers responsible for actual change, you might:<\/p>\n<p><strong>Make it clear that you don\u2019t evaluate intentions; you evaluate behavior.<\/strong> If you, as a leader, want to help stop a pattern of bad behavior, make it clear that that\u2019s what will be evaluated, and hold everyone accountable to <em>behavioral<\/em> standards. Knowing that one\u2019s boss (or colleagues or friends) won\u2019t accept \u201cwhat you <em>meant<\/em> to do\u201d or \u201c<em>intended by<\/em> that\u201d can be a needed source of external motivation for change. A leader can\u2019t stop other people\u2019s rationalizations from happening, but they can stop someone from behaving unacceptably at work.<\/p>\n<p><strong>Hold follow-ups about behavioral change.<\/strong> When you know that a rift has occurred, follow up with both parties, not just in the immediate aftermath but also over time, to make sure that changes are indeed happening. Said one leader I interviewed, \u201cI schedule regular follow-ups after difficult situations to make sure [people] don\u2019t fall into the same trap.\u201d That\u2019s good advice for us all. It helps keep the offender on track and shows the offended party that you do care about preventing future harm to them and others.<\/p>\n<hr class=\"break\"\/>\n<p>Whether we\u2019re the offender or the offended, or someone else trying to reestablish trust and respect after inevitable mistakes, here\u2019s the thing we all need to remember about meaningful apologies: You don\u2019t just say you\u2019re sorry \u2014 you show it. That\u2019s true for one-offs and even more true when our need to apologize reflects a pattern of problematic behavior. In the end, being sorry isn\u2019t enough. Behaving better is the standard for emotionally mature leaders.<\/p>\n<aside class=\"article-ad ad-300  ad-300x250 ad-desktop\">\n<\/aside>\n<aside class=\"article-ad ad-300  ad-300x250 ad-mobile\">\n<\/aside>\n<div class=\"article-left-col--footer\">\n<section class=\"article-topics\">\n<h4 class=\"article-topics__title\">\u0627\u0644\u0645\u0648\u0627\u0636\u064a\u0639<\/h4>\n<\/section>\n<section class=\"article-section\">\n<h4 class=\"article-section__title\">\u0627\u0644\u0639\u0645\u0648\u062f<\/h4>\n<p>\n            \u064a\u0642\u062f\u0645 \u0643\u062a\u0627\u0628 \u0627\u0644\u0623\u0639\u0645\u062f\u0629 \u0627\u0644\u062e\u0628\u0631\u0627\u0621 \u0644\u062f\u064a\u0646\u0627 \u0622\u0631\u0627\u0621 \u0648\u062a\u062d\u0644\u064a\u0644\u0627\u062a \u062d\u0648\u0644 \u0627\u0644\u0642\u0636\u0627\u064a\u0627 \u0627\u0644\u0645\u0647\u0645\u0629 \u0627\u0644\u062a\u064a \u062a\u0648\u0627\u062c\u0647 \u0627\u0644\u0634\u0631\u0643\u0627\u062a \u0648\u0627\u0644\u0645\u062f\u064a\u0631\u064a\u0646 \u0627\u0644\u0645\u0639\u0627\u0635\u0631\u064a\u0646.        <\/p>\n<p>        <a href=\"https:\/\/sloanreview.mit.edu\/series\/column\/\" class=\"article-section__link\"><\/p>\n<p>           \u0627\u0644\u0645\u0632\u064a\u062f \u0641\u064a \u0647\u0630\u0647 \u0627\u0644\u0633\u0644\u0633\u0644\u0629<br \/>\n                      <\/a><\/p>\n<\/section><\/div>\n<div class=\"article-authors\" id=\"article-authors\">\n<h4 class=\"article-authors__title\">\u0646\u0628\u0630\u0629 \u0639\u0646 \u0627\u0644\u0643\u0627\u062a\u0628<\/h4>\n<div class=\"article-authors__bio\">\n<p><a href=\"https:\/\/www.linkedin.com\/in\/jimdetert\/\" target=\"_blank\">Jim Detert<\/a>\u202fis the John L. Colley Professor of Business Administration at the University of Virginia\u2019s Darden School of Business and the author of\u202f<cite>Choosing Courage: The Everyday Guide to Being Brave at Work<\/cite>\u202f(Harvard Business Review Press, 2021).<\/p>\n<\/div><\/div>\n<div class=\"article-ref\" id=\"article-ref\">\n<h4 class=\"article-ref__title\">\u0627\u0644\u0645\u0631\u0627\u062c\u0639<\/h4>\n<div class=\"article-ref__list\">\n<p id=\"ref1\"><b>1.<\/b> M. Ingall and S. McCarthy, \u201cSorry, Sorry, Sorry: The Case for Good Apologies\u201d (Simon and Schuster, 2023).<\/p>\n<p id=\"ref2\"><b>2.<\/b> H. Cloud and J. Townsend, \u201cSafe People: How to Find Relationships That Are Good for You and Avoid Those That Aren\u2019t\u201d (Zondervan, 1995).<\/p>\n<p id=\"ref3\"><b>3.<\/b> B. Weiner, \u201cAn Attributional Theory of Achievement Motivation and Emotion,\u201d Psychological Review 92, no. 4 (October 1985): 548\u2013573, <a href=\"https:\/\/doi.org\/10.1037\/0033-295X.92.4.548\" target=\"_blank\" rel=\"noopener noreferrer\">doi.org\/10.1037\/0033-295X.92.4.548<\/a>.<\/p>\n<p id=\"ref4\"><b>4.<\/b> P. Sheeran, \u201cIntention \u2014 Behavior Relations: A Conceptual and Empirical Review,\u201d European Review of Social Psychology 12, no. 1 (2022): 1-36, <a href=\"https:\/\/doi.org\/10.1080\/14792772143000003\" target=\"_blank\" rel=\"noopener noreferrer\">doi.org\/10.1080\/14792772143000003<\/a>.<\/p>\n<p id=\"ref5\"><b>5.<\/b> P.A. Samuelson, \u201cA Note on the Pure Theory of Consumer\u2019s Behaviour,\u201d Economica 5, no. 17 (February 1938): 61-71, <a href=\"https:\/\/doi.org\/10.2307\/2548836\" target=\"_blank\" rel=\"noopener noreferrer\">doi.org\/10.2307\/2548836<\/a>.<\/p>\n<p id=\"ref6\"><b>6.<\/b> S.J. Ashford, R. Blatt, and D. VandeWalle, \u201cReflections on the Looking Glass: A Review of Research on Feedback-Seeking Behavior in Organizations,\u201d Journal of Management 29, no. 6 (December 2003): 773-799, <a href=\"https:\/\/doi.org\/10.1016\/S0149-2063(03)00079-5\" target=\"_blank\" rel=\"noopener noreferrer\">doi.org\/10.1016\/S0149-2063(03)00079-5<\/a>.<\/p>\n<p id=\"ref7\"><b>7.<\/b> W. Ickes, \u201cEveryday Mind Reading: Understanding What Other People Think and Feel\u201d (Prometheus Books, 2003).<\/p>\n<\/p><\/div>\n<\/p><\/div>\n<\/div>\n<p>#Stop #Making #Hollow #Apologies #Work<\/p>","protected":false},"excerpt":{"rendered":"<p>Topics Column Our expert columnists offer opinion and analysis on important issues facing modern businesses and managers. More in this series Harry Haysom\/Ikon Images Summary: Leaders may make many apologies at work \u2014 say, for bad interpersonal behavior or mistakes that impact teammates. But apologies are just empty words unless the offender follows through and [&hellip;]<\/p>","protected":false},"author":1,"featured_media":5201,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[9],"tags":[],"class_list":["post-5200","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-management"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v25.7.1 (Yoast SEO v25.8) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Stop Making Hollow Apologies at Work - MORE SOURCING LTD<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/moresourcing.com\/ar\/stop-making-hollow-apologies-at-work\/\" \/>\n<meta property=\"og:locale\" content=\"ar_AR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Stop Making Hollow Apologies at Work\" \/>\n<meta property=\"og:description\" content=\"Topics Column Our expert columnists offer opinion and analysis on important issues facing modern businesses and managers. 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