Both Mr. Munoz, who was named “communicator of the year” by PR Week magazine last month, and Mr. Spicer took pains to personalize their apologies. It’s a technique that, conscious or not, is recommended by crisis experts.
不论是于上月被《公关周刊》(PR Week)杂志评为“年度最佳沟通者”的穆尼奥斯,还是斯派塞,都非常努力地做出了个人化的道歉。有意无意间,他们采取了一种受到危机处理专家推荐的技巧。
“That’s on me, I have to fix that,” Mr. Munoz said when asked about the airline policies that led to the violent ejection. Mr. Spicer described his blunder as “mine to own, mine to apologize for, mine to ask forgiveness for.”
“责任在我,我会对其加以修正,”当被问及联合航空实行的导致暴力驱逐事件发生的政策时,穆尼奥斯表示。斯派塞则说自己犯下了“我本人要承担的”错误,“我要为此道歉,并请求原谅”。
That plead-no-contest approach, consultants say, is one of the few ways to start rebuilding trust. The accounting firm PwC, for instance, gave a detailed explanation, and quick apology, for this year’s Oscar best picture fiasco, eventually holding onto its Academy Awards account.
一些咨询师说,这种放弃辩护的路数,是不多的几种有助于重建信任的方法之一。例如,普华永道会计师事务所(PwC)就本年度奥斯卡最佳影片奖颁奖环节的乌龙进行了详细说明,并迅速道歉,最终保住了为奥斯卡奖计票的业务。
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