06 July,2026 09:30 AM IST | Mumbai | Devashish Kamble
The Japanese football team bows down to fans
Little did we know, Team Japan's soft-spoken manager Hajime Moriyasu had packed more than just tactics and game plans for the 2026 FIFA World Cup campaign. Following the Blue Samurais' heartbreaking exit after a last-minute 2-1 defeat to Brazil on June 30, Moriyasu reached for his most powerful weapon: an apology.
As the team huddled, the teary-eyed coach apologised to his players first. Moments later, the entire squad turned to the stands and bowed deeply before their fans. "My ability as a coach was insufficient. I want to say I am truly sorry," he later opened up in a conference.
Manager Hajime Moriyasu apologises to fans after their World Cup exit in Houston. PICS COURTESY/JAPAN Football Association
As cliche as it may sound, Japan's gesture left us wondering if, closer to home, we will ever see a culture of apologising with grace, let alone to a junior or subordinate at work. As the old saying goes, it's never too late, says city-based counselling psychologist Mausam Shah.
>> Reluctance to apologise is not just about ego, it's often about fear, says Shah. In workplace settings, many people equate admitting a mistake with appearing incompetent or weak.
>> Fear of losing credibility, perfectionism, defensiveness, and low emotional tolerance make owning up doubly difficult.
>> Ironically, those who acknowledge mistakes are often seen as more trustworthy. A sincere apology builds psychological safety and strengthens relationships rather than diminishing authority.
If you find it hard to swallow your pride and say "I'm sorry", there's good news. A good apology is easier to express. The psychologist shares a handy guide.
A good apology has three parts: acknowledge the impact, take responsibility without excuses, and explain how you will approach the issue differently.
A genuine apology acknowledges the issue and presents a solution
In professional settings, say: "I realise I created confusion with my decisions. Here's how I'll correct it."
"I understand the impact of my communication, and I'll be more mindful moving forward."
In personal settings, say: "I can see why you felt hurt. I could have handled that much better. I'll prioritise your emotions going forward."
Many senior managers and executives struggle to apologise to their teams, feeling they owe no apology. Executive coach Punam Agarwal warns it might lead to toxic workplace cultures.
Punam Agarwal
>> Separate your role from your identity. You can be an enigmatic leader who is also emotionally mature enough to let your guard down and take responsibility with integrity.
>> Apologising sets a powerful example that taking responsibility is a strength, not a weakness. Such behaviour encourages team members to be honest about their own mistakes.
>> Ultimately, a culture of accountability always outperforms a culture of ego.
On the other hand, apologising repeatedly can reflect self-doubt rather than accountability.
A sincere apology from a senior can set the precedent for an honest team. REPRESENTATION PICS/ISTOCK
>> Before you apologise, Shah suggests you ask yourself: 1. Did I actually cause harm? 2. Is this my responsibility or was I simply present when the situation unfolded?
>> Replacing "I'm sorry" with "Thank you" is more empowering. For instance, say "Thank you for your patience," instead of "Sorry for keeping you waiting."
>> Always remember, a sincere apology should be intentional, not habitual.
