Discrimination exists as can be seen through major scandals involving companies like Starbucks, Amazon, Google, Bando, Nike, and others. Every organization, and every leader can face accusations of DEI -related harm, as the society is more aware of social issues. Given that the traditional route of apologizing through the Public Relations Office (PRO) has been replaced by social media platforms, CEOs are expected to address the audience directly and resolve their concerns. An apology arising out of a discrimination or diversity, equity, and inclusion (DEI) related issue should be especially crafted not only because of the heightened sensitivities surrounding the crisis (violation of personal belief and freedom), but also because of the explosive social media firestorm surrounding it. However, there is limited work on the examination of apologies for DEI malpractices, as well as on user generated comments that either troll or commend the public apologies. This study uses grounded theory to bridge the gap between how apologies are constructed across communication mediums and their effects on outcomes. Anchored on the Burkes Pentad, the critical realism approach was applied to qualitatively assess 45 social media apologies and their effects on likes, tonality of sentiments, and growth in net profit after tax post the crisis year, using the NVivo 14. Four clusters of apologies making styles of CEOs were identified in this study based on word count, number of social media likes, and extent of personalization by the CEO. It was concluded that adoption of social media by the CEOs has broad policy, social, and economic implications.