By DAVID A. CHAUVIN //
The American poet Carl Sandburg famously said, “If the facts are against you, argue the law. If the law is against you, argue the facts. If the law and the facts are against you, pound the table and yell like hell.”
I’ve been thinking about this quote a lot lately – and not only because our entire political system seems to live by this philosophy, at least in this moment. This resilient strategy informs a lot about the current state of communications, public relations and media; notice that Sandburg offers no option for simply admitting when you’re wrong.
In the exhaustive list of consequences – positive and negative – resulting from social media’s meteoric rise over the last two decades, one that perhaps goes unconsidered is our collective inability to simply admit when we’re wrong. For sure, people in power have been dodging culpability since we taught ourselves language, but the ubiquity, selective nature and lack of scrutiny defining social media have exasperated the problem.
Social media has propagated a dystopia of echo chambers and political bubbles, all of which reinforce whatever version of the truth you choose to believe. Why change your opinion and admit you’re wrong when a thousand other voices are telling you you’re right? Anything you can say be validated; any credible counterargument, rebutted. Why on Earth would you ever apologize?
David Chauvin: With apologies.
This problem has been growing in social dialogue for years, of course. But recently I’ve seen a growing disinterest in admitting wrongdoing or even saying you’re sorry, particularly in the communications world.
This is seriously troubling, and not just because the public relations industry struggles eternally with misconceptions of its unscrupulous or untrustworthy nature. Not admitting you’re wrong – when you actually are – almost always exasperates the problem. The coverup is often worse than the crime.
I council clients who’ve made a mistake to get in front of the issue and to openly and honestly accept responsibility when appropriate. Use clear, concise language – don’t try to obfuscate the issue by speaking in euphemisms, half-truths or coded language. People will see through this and think worse of you for such indiscretion. Do not make excuses. Explain what happened and why, offer plans ensuring it won’t happen again and be sincere in any apology you offer.
I also advise clients to be open to changing their minds when faced with credible new information or changing social mores. Far too often, people’s opinions become entrenched and their beliefs turn to concrete. In the creative world, such rigidity kills progress. It’s imperative that my clients be willing to learn, grow and adapt. Doing so is critical to long-term success.
Admit it: Reagan acknowledges the mistake of interning innocent Japanese Americans during World War II.
Despite what everything about our current national discourse may tell you, admitting you’re wrong and/or being willing to change your mind is a great sign of strength. It shows that you have the confidence to overcome setbacks. Owning up to mistakes also reinforces, crucially, that you respect the intelligence of your constituents (or customers).
From a communications perspective, admitting wrongdoing is often proved correct in retrospective, in cases ranging from the historically funny (Domino’s admitting its pizza is terrible and staging an unlikely comeback) to the historically critical (President Ronald Reagan paying reparations to Japanese Americans unjustly interned during World War II).
All mistakes, like all challenges, can be wonderful learning tools and learning opportunities. But you must admit first that you made the mistake, and be willing to accept responsibility for it. Only then can you begin to grow from it.
David A. Chauvin is executive vice president of ZE Creative Communications.
