Corporate apologies after big screw-ups are a real raw nerve for me. This is because, though they rarely succeed in accomplishing what people think they should, namely engendering forgiveness and understanding and thus restoring credibility and trust, we somehow insist on them.

We insist on them, knowing we will get a heavily sanitized pseudo-apology, then declare them not good enough or too little too late. It’s a predictable pattern.

The New York Times takes on the subject in the context of today’s hearing of the Financial Crisis Inquiry Commission, with the chieftains of Wall Street appearing before it to endure another (richly deserved) public flogging and offer, as the article puts it, “the art of nuanced regret – admitting mistakes without accepting blame.”

Don’t get me wrong – these guys owe a lot of people genuine apologies to start, and some have tried, albeit they were the typically hollow, non-specific kind. It would be just one of the many right things they could do to show respect for the public that bailed them out.

But here is the key line, and communications challenge to weigh, in the story:

“Of course, corporate chieftains worry that apologies may be red meat for shareholder lawsuits.”

And they are right to worry. Winning in actual court is better than winning in public-opinion court.

In precarious times, being liked and winning favor shouldn’t be the communications short-term goal. Wall Street is never liked, even in the best of times, only tolerated. And it will return to tolerable after time and with the right moves. But facing such an overwhelming storm, the best they can hope for right now is to simply find shelter.

So the bottom line on corporate apologies? It, like most things, depends. I certainly wouldn’t say an apology is never appropriate. And I disagree with some experts who say that when people are unhappy, you should always apologize. But if you are going to apologize, do it with meaning.

In this instance, I wouldn’t recommend it as a communications counselor. But when circumstance preclude a proper apology – genuine, and light on corporate speak – you can substitute action. Do something to demonstrate your remorse, that you’ve learned and are trying to make it right, even if you can’t say so explicitly. What’s the phrase? Something about actions and words, and their respective volume. And corporate apologies are too often just words.

Mike Sacks can be reached at msacks@mww.com.

msacks Crisis Communications, Executive Visibility corporate apology, Reputation Management