As 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.
- Stay out of the rabbit hole
- Evaluating a question
or a questioner
can seem arrogant
- 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? Top Next Issue
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More articles on Effective Communication at Work:
- Virtual Communications: I
- Participating in or managing a virtual team presents special communications challenges. Here are some
guidelines for communicating with members of virtual teams.
- When You Aren't Supposed to Say: I
- Most of us have information that's "company confidential," or possibly even more sensitive
than that. When we encounter individuals who try to extract that information, we're better able to protect
it if we know their techniques.
- Virtual Presentations
- Modern team efforts almost certainly involve teleconferences, and many teleconferences include presentations,
often augmented with video or graphics. Delivering these virtual presentations effectively requires
an approach tailored to the medium.
- Embolalia and Stuff Like That: II
- Continuing our exploration of embolalia — filler syllables, filler words, and filler phrases —
let us examine the more complex forms. Some of them are so complex that they appear to be actual content,
even when what they contain is little more than "um."
- The Limits of Status Reports: II
- We aren't completely free to specify the content or frequency of status reports from the people who
write them. There are limits on both. Here's Part II of an exploration of those limits.
Forthcoming issues of Point Lookout
- Coming December 12: Effects of Shared Information Bias: II
- Shared information bias is widely believed to lead to bad decisions. But over time, it can erode a group's ability to assess reality accurately. That can lead to a widening gap between reality and the group's perceptions of reality. Available here and by RSS on December 12.
- And on December 19: Embarrassment, Shame, and Guilt at Work: Creation
- Three feelings are often confused with each other: embarrassment, shame, and guilt. To understand how to cope with these feelings, begin by understanding what different kinds of situations we use when we create these feelings. Available here and by RSS on December 19.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.