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
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Related articles
More articles on Effective Communication at Work:
Changing the Subject: II
- Sometimes, in conversation, we must change the subject, but we also do it to dominate, manipulate, or
assert power. Subject changing — and controlling its use — can be important political skills.
Reframing Hurtful Dismissiveness
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can be painful when their concerns are real. But there is an alternative to pain. It requires a little
skill and discipline, but it can work.
Chronic Peer Interrupters: II
- People use a variety of tactics when they're interrupted while making contributions in meetings. Some
tactics work well, while others carry risks of their own. Here's Part II of a little survey of those tactics.
Interrupting Others in Meetings Safely: II
- When we feel the need to interrupt someone who's speaking in a meeting, to offer a view or information,
we would do well to consider (and mitigate) the risk of giving offense. Here are some techniques for
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Monday Morning Minute Message Madness
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See also Effective Communication at Work and Effective Communication at Work for more related articles.
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And on May 21: Mismanaging Project Managers
- Most organizations hold project managers accountable for project performance. But they don't grant those project managers control of needed resources. Nor do they hold project sponsors or other senior managers accountable for the consequences of their actions when they interfere with project work. Here's a catalog of behaviors worth looking at. Available here and by RSS on May 21.
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