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Is “Sorry” Enough?

Is “Sorry” Enough?

Greetings.  Saying "I'm sorry" is never easy to do.  Especially when the reason is very significant.  Which could explain why it took Toyota's CEO, Akio Toyoda, so long to apologize for the growing number of quality problems that have resulted in gigantic global recalls.  What started with dangerous floor mats, has now grown to include sticking gas pedals and failed brakes–issues that have put many drivers in jeopardy.  And these problems, as well as the over-delayed announcement, have quickly altered the market's perception of Toyota–long revered as the automobile industry's quality leader.  They also leave two equally gigantic questions:

First, How did all of this happen to a company that has always been so focused on quality?  And, second, Will the Toyota brand be able to regain it's position after such a colossal series of screw-ups?

We should begin to learn the answers very soon.  But what really happens in the business world when "Sorry seems to be the hardest word" (Music by Elton John, Lyrics by Bernie Taupin)?  Because "sorry" in this, and almost every case, is all about "trust" and breaking a "promise" to those we serve.  It turns out that trust based on a promise of quality is a hard thing to regain in the face of so many big mistakes.  And it was such an essential part of why people bought Toyotas in the first place.  The belief that they were the one company that was absolutely focused on designing, testing, refining, retesting, and delivering the highest quality car at an affordable price.  The one company we could trust because of its unwavering commitment to innovation and renowned ability to challenge every employee to find and correct problems at every step in the design and production process.  Yet somehow their trusted system failed.  Not once, but at least three times.  

Toyota+Logo 

We win in business and in life by earning and maintaining the trust of others.  And by making and keeping promises that matter.  That's the real genius of great companies.  A genius that is vital to our long-term success.

Cheers!

Comment (1)

  1. TJ

    Screw-ups are going to happen. I hate to say it but we all should accept this fact. With complex systems, there are going to be errors. Sweet Jesus… we’re dealing with humans here!
    I think the key is HOW you deal with a screw-up. Hiding or denying it is the absolute worst response. Toyota is paying the price right now. So is John Edwards.
    I believe a screw-up actually is an opportunity… an opportunity to get a life long customer. Admit, amend and alliance… these are better words that being with A than Apologize.
    Admit: Admit what went wrong and more importantly WHY. This gives you ownership of the error.
    Amend: Change, or more specifically, make right the wrong.
    Alliance: Figure out a way to partner with your customer to overcome the problem. “We’re in this together.” If possible, make them part of the process. Netscape did this with the “Bugs Bounty” program… users who helped identify bugs in the code were actually rewarded.

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