The question-and-answer exchanges that occur during or after presentations rarely add much to the overall effort. But how you deal with questions can be a decisive factor in how your audience evaluates you and your message.
s everyone began filing out of the conference room, Allison switched off the projector, dragged her presentation icon into the recycle bin, and began collecting her notes. Geoff lingered in his chair for a bit, and then when everyone had gone, he stood and said, simply, "Grand slam!"
Allison smiled brightly and sat down. "Yeah," she said. "it was!"
"And the best part," Geoff continued, "was how you handled Marketing's questions about the slip."
As Geoff's comments illustrate, how you handle questions — especially hostile questions — can be more important than the presentation. Here are some tips for handling Q&A.
Resist evaluating questions
An example of evaluation is starting your reply with, "That's a very good question." Evaluating the question or the questioner can come across as arrogance. Most of the time, people who do this are just stalling for time. If you need time, just look directly at the questioner and say, "Hmmm," while you nod slowly.
Evaluating a question or a questioner can seem arrogant
Stay out of the rabbit hole
Some questions are so detailed, off track, or argumentative that almost any genuine response is de-focusing. Better: make a brief comment and then suggest that you'll be willing to talk further off line.
Let the questioner ask the question
Don't interrupt to complete a questioner's question. Wait for the question, restate it, and then answer it.
Make sure you understand
If you don't understand, ask for an explanation. If you still don't get it, apologize, and offer to take it off line.
Withhold derision
Some questions seem ridiculous. Some actually are. Displaying derision is both rude and risky. It can alienate the questioner and others in the audience.
Stay in bounds
Know clearly where the boundaries of confidentiality and your expertise are. If asked to step over a boundary, apologize and say, "I really can't say." Most people will understand.
Don't joke about serious matters
Making jokes about things people take seriously could hurt or arouse the ire of some members of the audience. Be careful, especially about technical religion, technical dogma, and technical politics.
Know how to handle spacing out
You might lose the thread. It happens. When it does, ask the questioner to repeat the question, and this time, listen. Also, consider this a sign of fatigue, and consider halting the Q&A or taking a break.
Be right
Since one of your goals is credibility, being wrong is not good. Say only what you know, and nothing more. If you have doubts about what you're about to say, tell the audience about your doubts, or don't say it.
Most important, for the really tense presentations, practice. Have some colleagues ask you tough questions, and work out some good answers. Sometimes, a well-prepared response can be more effective in Q&A than making the same point during prepared remarks. Any questions? TopNext Issue
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When we discuss what we care deeply about, and when we differ, the word "but" can lead us into destructive conflict. Such a little word, yet so corrosive. Why? What can we do instead?
When we offer a contribution to a discussion, and everyone ignores it and moves on, we sometimes feel that our contribution has "plopped." We feel devalued. Rarely is this interpretation correct. What is going on?
Whether you're a CEO appealing to your Board of Directors, your stockholders or regulators, or a project champion appealing to a senior manager, you have to "sell uphill" from time to time. Persuading decision-makers who have some kind of power over us is a challenging task. How can we prepare the way for success now and in the future?
Participating in or managing a virtual team presents special communications challenges. Here's Part III of some guidelines for communicating with members of virtual teams.
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s everyone began filing out of the conference room, Allison switched off the projector, dragged her presentation icon into the recycle bin, and began collecting her notes. Geoff lingered in his chair for a bit, and then when everyone had gone, he stood and said, simply, "Grand slam!"
Allison smiled brightly and sat down. "Yeah," she said. "it was!"
Top 
Next IssueAre your presentations — technical or otherwise — all they could be? Audiences at technical presentations, more than most, are at risk of death by dullness. Spare your audiences! Captivate them. Learn how to create and deliver technical presentations with elegance, power and impact. Read Terrific Technical Presentations, a stand-alone Web site filled with tips and techniques for creating powerful performances. Order Now!
There Is No Rumor Mill
Corrosive Buts
Plopping
Selling Uphill: Before and After
Virtual Communications: Part III
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Ever wonder if there isn't a better way to travel? Travel is essential, but the hassles of travel aren't. Read 202 Tips for Business Travel to learn how to convert business travel from a time-wasting hassle to a breeze. Revised and updated for 2008 with 101 new tips! Check it out!
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Are you doing work you love? Are you less in love with the job? Bad boss, long commute, troubling ethical questions, hateful colleague? Read Go For It! Sometimes It's Easier If You Run to learn what we can do when we love the work but not the job. It helps you get moving again!
Are you fed up with tense, explosive meetings? Are you or a colleague targets of a bully? Read 101 Tips for Managing Conflict to learn how to make peace with conflict. Check it out!
Are you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt? Read 101 Tips for Managing Change to learn how to plan and execute your change efforts to inspire real, passionate support. Check it out!
A Tip a Day arrives by email each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings more productive — and more rare. Check it out!
