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Don't Be Thrown
by Killer Questions Your well-planned presentation is almost over .
. . it seems to have gone very well . . . you are feeling good about
yourself and the outcome when, all of a sudden, without warning,
someone asks an aggressive, challenging, low-blow question you
aren't prepared for. Your
stomach starts to churn, palms sweat, and perhaps the color of your
complexion begins to change. And
every eye in the place is focused on you at that very moment,
anxiously awaiting your response. I have seen many excellent presentations killed
by hotshot questions of this nature.
But, if you can anticipate these tricky questions, good
preparation might just turn this challenge into an advantage. Examine some of these tough types of questions
and think how you might respond: 1.
The Hypothetical
Question: "If you can't complete delivery of your product on time, then
what?" Try to
avoid allowing yourself to be pulled into the "what if"
syndrome. Hypothetical
questions require hypothetical answers.
It is critical that you take a positive approach.
The above question might be answered by saying, "We
have spent a great deal of time developing our forecasts consistent
with the marketplace and our clients' objectives.
Orders will be shipped by the specified date." 2.
The Yes or No
Question: "Will
you be bringing more people to work on this project . . . yes or
no?" A hasty
yes or no answer may back you into a corner with no alternative.
You are always entitled to give an opinion and explain it. Such a question might be answered as follows:
"Right now we are
looking at our personnel as a function of the needs of the project
and your business. If
we need to bring more people in in order to help you reach your
objectives, you can be assured that we will." A word of caution . .
. do not speak too long when responding to a yes/no question. Your rambling might be mistaken for evasiveness or a lack of
understanding of the situation. 3. What You Think the Other Guy Thinks Question: "How do you think XYZ Corporation will respond to the takeover position facing them?" Avoid trying to predict what anyone else will say or do. By answering such a question you may end up associating yourself with people who are in trouble, or potentially in trouble, and inadvertently link yourself with their predicament. Questions such as this deserve an "I don't know" answer such as "It's an interesting situation and I really don't know what will happen . . . I am as anxious as you are to find out." Or, turn it around and say, "What do you think?" 4.
The Ranking Question:
"What would you say are the three most important concerns in your
company today?" While
the question sounds easy enough, a quick response might be
ultimately regretted. Don't
let yourself get trapped by delivering an answer that is immediately
followed by an even more penetrating question.
Responses might be,
"Some of our most important concerns are . . . " or "Let
me tell you what I feel are our biggest challenges." 5.
The Non-Question
Question: "I have enjoyed hearing about your software, but I don't think we
really need that kind of program now."
This isn't a question . . . it is a dead-end statement.
Carefully examine ways to convert the statement into a
question, then answer that question on your own terms.
One might possible say, "What is the value of XYZ software beyond today and in the
future?" Then
proceed to give them the benefits of your program.
Make sure you validate the answer with success stories from
other satisfied clients. 6.
The Off-The-Record
Question: "Just between you and me -- and this is off the record, so don't
worry about it -- is there a problem we should be concerned about in
our relationship with XYZ Company?"
Don't let yourself get caught up into thinking "It's only a small staff meeting" or "I'm only speaking to an out-of-town group so I can talk more
freely." Many
politicians and senior executives have been sabotaged by the
"off-the-record" questions.
It is critical that as a professional you answer every
question as if it might appear on the front page of the Wall
Street Journal or USA Today . . . after all, it just
might! 7.
The A or B Question:
"What is most important to your company . . . completing the
project on time or coming in under budget?" This is a tricky question that has no good answer.
A presenter should learn that there is no law that says you
must choose either A or B. You
might try something like, "They
are both important to us . . . we will work carefully to meet both
objectives during the project" or "Let
me tell you how other projects have met this critical
criteria." 8.
The "Why
You" Question: "Most companies such as yours are the same . . . why should I buy
from you?" The
key word is "why".
As soon as you hear it you must begin thinking of the
situation from the other person's perspective.
What would they like? What
do they expect to hear? What
would make their job easier? How
can you make them look good? First
of all, you must understand the basis for this question.
Is the concern regarding the price, your quality, your
ability to deliver on time, or possibly other situations?
This question throws up the red flag.
You must clarify the question in your mind as well as that of
the client. The answer must be validated by situations or experiences
which support the premise of your answer. 9.
The False Premise
Question: "Now that your people have gone over budget on the project, what
are you going to do about it?"
Whenever you hear a false premise question, correct it
right away. Don't let
it go unchallenged or you will give the impression that you agree
with it. If necessary,
interrupt the other person. It may be necessary to raise your voice or perhaps lift your
hand in a "stop" gesture.
You might say something like, "That's
not the case Mr. Jones . . . let's review the proposal and discuss
the time-line accordingly." 10.
The Open Question:
"So tell me
something about your company, other clients you have, and what you
can do for us." An
open question such as this gives you a great opportunity to sell
yourself and your company. Make
sure you are not caught unprepared and end up sounding inarticulate.
Always be ready with some short, self-contained
mini-presentations that sum everything up.
Focus on "What can you do for us" by
summarizing the benefits you and your company offer. While
this question (actually three questions in one) gives you a lot of
latitude to potentially ramble, make sure you are succinct and to
the point. Also called
for are several validations, testimonials, stories, examples, etc. Here are some general strategies that might help you give persuasive
answers to tough questions: 1.
State your own personal and professional experience.
If you have done it before, you may certainly be expected to
do it again. 2.
Make real life comparisons.
Talk about some real life situations and draw relative
comparisons. 3.
Refer to backup documentation. Support the answer with significant research to validate your
position. 4.
Establish a common bond with a person or group. 5.
Quote the experts. Remember,
when giving an expert opinion you must support that opinion with a
validated response. 6.
Give a demonstration. If
feasible, show on the spot, using a visual aid, what can be done. 7. Use the person's name. When giving your answer, be sure to refer to the person asking the question. Make sure you respond to not just that individual but also the entire group. It is important that
you try to avoid saying, "No
comment". Remember,
if you do not have an answer or cannot respond appropriately to the
question, simply postpone the answer. Ten years ago, in our presentation skills and
speech coaching workshops, we used to say, "Don't worry,
people by and large are considerate and will rarely ask tough
questions designed to trip you up or make you appear foolish."
Today that's no longer the case.
The "gloves are off" and every junior
manager/executive in a company is out to stake a claim and prove
their value to the business. If
this means putting a presenter on the spot, so be it. Today we teach you to be ready for anything.
Rehearse presentations with co-workers and have them throw
every bit of "trash" they can think of at you.
Encourage them to blast you
. . . they'll have fun and you'll get experience that will
help you handle anything that comes your way. If you expect it and are ready for it, when it
does happen, relax, repeat the question, think about your response,
and deliver it in a confident, respectful manner. To
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