Not dramatically.
Simply less assembled.
No tie.
No gold watch.
He stood when she entered.
She remained near the door.
"Thank you for coming."
She sat.
He did too.
For several seconds, neither spoke.
Then he said:
"I poured water on your daughter because I was angry that she was crying."
The chairwoman watched him.
"I had convinced myself that because I paid for comfort, anything interfering with my comfort was someone else's failure."
He continued.
"I struck your hand."
"I kicked your bag."
"I tried to use my position to have you removed."
No excuses.
Good.
"I am sorry."
The chairwoman said nothing.
He looked toward the table.
"The worst part is not that I didn't know who you were."
She waited.
"The worst part is that after I learned, my first thought was that I wouldn't have done it if I'd known."
The chairwoman's expression shifted.
He continued.
"I understand now why that was worse."
Silence.
She asked:
"Do you?"
"I think so."
"Explain."
The old chairman almost smiled.
"You still interview people."
"Answer."
He nodded.
"If you were a nurse."
"A teacher."
"An unemployed mother."
"Someone traveling once in her life."
"Someone who saved ten years for that seat."
"It should have made no difference."
The chairwoman said:
"Correct."
He looked at her.
"I am sorry to your daughter too."
The chairwoman's jaw tightened.
"She cannot accept an apology."
"I know."
"She won't remember you."
"I hope not."
That answer surprised her.
They sat quietly.
Then he said:
"I also owe the crew an apology."
"Yes."
"I've written one."
"Do not send it through corporate communications."
"I wasn't going to."
"Good."
He smiled faintly.
"You think badly of me."
"I think accurately of what you did."
"That's worse."
"Probably."
He nodded.
Then:
"I don't expect forgiveness."
"Good."
"I was told you say that."
The chairwoman laughed once.
"People ask for forgiveness too early."
"What should they ask for?"
"Nothing."
He looked confused.
She continued.
"Change isn't a transaction with the person you hurt."
"You don't improve and then invoice me for absolution."
He absorbed that.
"Fair."
Before leaving, he asked:
"Is there anything useful I can do?"
The chairwoman considered.
A month earlier, she would have answered no.
Now:
"Release your former direct reports from confidentiality clauses related to workplace conduct."
He stared.
She continued.
"Not commercial secrets."
"Not strategy."
"Conduct."
"If people are afraid agreements prevent them from speaking honestly to investigators, waive that."
He nodded slowly.
"I can do that."
"Then do it."
He did.
The review received eleven additional interviews afterward.