Sep 19, 2013
Dale Carnegie Training Japan: http://japan.dalecarnegie.com/
We have probably all been on the receiving end of it or have
been a witness to it. The presentation is completed, after which
come the questions; some are fact finding, some seek clarification,
while some are just plain nasty.
Perhaps the questioner is not trying to be mean, but the result is
the same. All eyes in the room burn a hole into you as everyone
waits to see how you are going to handle this little Scud missile
that is thinly disguised as a question.
Some presenters splutter, nervousness sapping intellectual and
verbal powers, while some give such a pathetic response we can see
their credibility sail out the window as they speak. Some get
angry, assuring everyone there that they are not fit for higher
responsibilities because they can’t control their emotions.
Do these questions come up? Yes, so there is no point imagining
that we won’t have to face the meeting room moment of truth.
Do we usually prepare beforehand, in the event that someone might
decide to go after us? In 99% of cases the answer is “no”. The Scud
catches us off guard and we simply flounder.
This is a challenge that easily can be fixed. Below are a few steps
that will trounce your rivals, diminish your adversaries, and show
everyone what a true professional you are.
Most preparation prior to any presentation generally focuses on the
content and not the delivery. Taking questions, by the way, is part
of the delivery and not something tacked on to the main
proceedings. When preparing a speech or presentation, we are in
control of the direction. However, once the questions start raining
down, sadly, we are no longer in command of the situation.
The first step before the meeting is to imagine what trouble may
lie ahead. Who will be in the room? Who has a vested interest in
seeing you go down in flames? Who are the potential troublemakers
and their acolytes, possibly beavering away at creating problems
for you? What have been some of the historical issues between your
section and other parts of the organisation? Will there be someone
in the room still smarting over you getting his or her money for
last year’s project? What are some of the current burning issues
that have a lot of money or prestige attached to them that would
invite someone to slice you up in front of the assembled
masses?
Having identified the issues that are likely to become “hot” during
the questioning period, let’s design some positive messages.
Henry Kissinger, former US secretary of state, gave a great piece
of advice once when announcing at a press conference, “Who has
questions for the answers I have ready for you?” It is an amusing
question, but also very smart.
Rather than moving straight into damage control, which can often
appear weak, squeamish, shifty and dishonest, go on to the front
foot and put forward a strong positive message about the benefits
of what you are proposing. Have at least two or three of these
ready for each issue that you have designated as potential
trouble.
As a side note, be aware of your body language when doing this.
Albert Mehrabian’s book, Silent Messages, has become well known for
noting the disconnection between what we say and how we say it. If
the two don’t match up, your message (your actual words) get lost,
while 93% of everyone’s attention is focused on how you look and
the style of your voice.
Thus, a positive message needs positive body language, facial
expression, tone of voice, and strength to back it up—preferably
with a steely eye that glints with confidence. Even if you don’t
possess one of those, try to fake it until you make it.
Focus on four response options that will help to provide a strategy
when questions come assailing you.
• Immediately deny what others say when it is factually incorrect,
misinformation, rumour, hearsay, or when you have been
misinterpreted. Be strong, brief and have clear evidence to support
your denial.
• Admit you are wrong when there has been a misunderstanding or
mistake. This is disarming and leaves the questioner with nowhere
to go. The wind has been drained from their sails; you look honest
and reliable.
• Reverse negative perceptions by turning them into positives. For
example, when dealing with competing priorities within the
organisation, you might say: “I understand that going through this
reorganisation is costing us a lot of time right now. The fact that
we are dedicating this time now to the issue should save us all
time later by having a more efficient structure”.
• Explain in more detail by providing further background and facts.
The reason behind a decision or position is often news to the other
party who may not have the same grasp of the details as you.
The distance between our ear and our mouth is way too short! We
blurt out the first thing that comes into our mind when we
encounter trouble. We need a verbal cushion to slow down the
response process. Our first response is rarely our best one, so
delay it slightly.
We can do this by paraphrasing, into neutral terms, what someone
else has just said. This has a double benefit because you are now
in control of the language of the question and you have given
yourself some thinking time.
The question might be: “Is it true that the company is going to
start firing people next month?” Your paraphrase might be: “The
question was about future staffing”.
Other cushions might include phrases such as: “Many people we have
talked to have expressed similar concerns”; “That is an important
issue, let’s talk about that for a moment”, and “Thank you for
bringing that up so we can address it”.
Our brains work very fast, so we only need three or four seconds to
get to a second response option, which will always outshine the
first bluster that comes out of our mouths.
Calm, considered responses, cushioned for effect, and delivering
positive messages in a positive way will disarm any nasty boardroom
pirates who are trying to scuttle you.
Good luck!
Related article by Dr. Greg Story, President of Dale Carnegie Training Japan:"Handling nasty questions from nasty people"
Related video by Dr. Greg Story, President of Dale Carnegie
Training Japan: THE Leadership Japan
Series #8 - Handling Nasty Questions From Nasty
People