One of the most common mistakes I see in life science managers and leaders—especially when speaking in English—is unnecessary apologizing.
“I’m sorry, but maybe we could…”
“Sorry, this might not be right, but…”
“Sorry if this doesn’t make sense…”
“Sorry, but I think we should do this….”
“Sorry, please forgive my poor English…”
They over-apologize.
They over-explain.
And in doing so, they weaken their own position before anyone else even challenges it.
Here’s the problem:
When you apologize for your stance instead of owning it, you immediately lower your perceived authority, conviction, and credibility.
In pitches, negotiations, and high-stakes meetings, that hesitation translates into doubt.
If every time I sold something, I said:
“I’m sorry that my price isn’t as low as my competitors’, but…”
That instantly creates doubt in the minds of my potential buyers, and will cause many of them to wonder:
“If he’s so sorry, why doesn’t he just lower his price then…?”
“Is he actually sorry…?”
That kind of doubt kills persuasion, trust, and good deals.
Let me also be clear:
Apologizing when you’ve made a mistake is responsible, professional, and 100% the right thing to do.
But apologizing for having an opinion?
For setting a boundary?
For proposing a solution?
That’s insecurity disguised as politeness.
So how do I help my clients resolve this issue?
Here’s the shift we work on.
First, become intentional with your words.
Only apologize when you are genuinely at fault. Not as a filler word. Not as a softener. Not as a mindless habit.
Don’t say sorry when you don’t genuinely mean it, that completely comes across as insincere, inauthentic, and dishonest — All things that work against you when trying to close a deal.
Second, stop over-explaining.
When you flood the room with unnecessary justification, you signal uncertainty.
Strong positioning is concise. It’s clear. It’s calm.
Instead of saying:
“I’m sorry, but I just feel like this strategy might be better because…”
Say:
“Based on the data and our objectives, I believe this strategy positions us more competitively because…”
Notice the difference.
One asks for permission. The other leads respectfully and professionally and shows why your stance can benefit the other party.
When you clearly and calmly explain why you hold a position—and how it benefits the team, the client, or the company—you build trust. You appear composed. You sound persuasive. You increase your success rate when pitching or selling ideas.
Remember, if you want to communicate more assertively and get better results from your business communications, be intentional with your words, and don’t over-explain.
Assertiveness is not aggression. It’s clarity, ownership, and leadership.
That’s all for today.
Cheers,
Carlos
PS. If you’re a manager or director who needs help communicating assertively in English at work, apply for a free discovery call here.