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:
- Communication Templates: II
- Communication templates are patterns that are so widely used that once identified, nearly everyone recognizes
them. In this Part II we consider some of the more toxic — less innocuous — communication
- Publish an Internal Newsletter
- If you're responsible for an organizational effort with many stakeholders, communicating with them is
important to success. Publishing an internal newsletter is a great way to keep them informed.
- Some Truths About Lies: IV
- Extended interviews provide multiple opportunities for detecting lies by people intent on deception.
Here's Part IV of our little collection of lie detection techniques.
- Suspense Is Not Your Friend
- Most of us have to talk to other people at work. Whether to peers, subordinates, or superiors, sometimes
we must convey information that can be complicated when delivered in full detail. To convey complicated
ideas effectively, avoid suspense.
- Conceptual Mondegreens
- When we disagree about abstractions, such as a problem solution, or a competitor's strategy, the cause
can often be misunderstanding the abstraction. That misunderstanding can be a conceptual mondegreen.
Forthcoming issues of Point Lookout
- Coming May 23: Narcissistic Behavior at Work: IX
- An arrogant demeanor is widely viewed as a hallmark of the narcissist. But truly narcissistic arrogance is off the charts. It's something beyond the merely annoying arrogance of a sometimes-obnoxious individual. What is narcissistic arrogance and how can we cope with it? Available here and by RSS on May 23.
- And on May 30: Chronic Peer Interrupters: I
- When making contributions to meeting discussions, we're sometimes interrupted. Often, the interruption is beneficial and saves time. But some people constantly interrupt their peers or near peers, disrespectfully, in a pattern that compromises meeting outcomes. How can we deal with chronic peer interrupters? Available here and by RSS on May 30.
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