GUIDE: Tips for Answering Questions

Guidance is provided for conducting successful question and answer sessions.

While there is no way that will always work for answering questions, the following tips will provide dependable guidance in most situations.

A. Giving the Answer

In any question and answer situation, retain flexibility -- you pick and choose the best method of dealing with the broad needs of your audience, which will in turn maintain a positive image of you, the speaker.

• Know the purpose of your speech and answer questions with the purpose of the speech in mind. Then try to satisfy the questioner and audience and retain prestige. Not all questions can or should be answered directly.
• Repeat the question and give additional information here if it will aid understanding. Try to draw a conclusion in answering and relate it to your speech.
• Direct your answer to those you wish to satisfy in the audience in responding to a questioner.
• Sometimes answering a question with a question is a good technique to achieve better understanding.
• Don't be embarrassed to answer a question with "I don't know."

B. Characteristics of a Good Answer

A good answer:

• answers the question.
• is stated positively.
• is expressed in layman's terms.
• has main point "up front."
• is specific (i.e., it uses specific examples, illustrations, anecdotes, concrete detail, analogies; backs up quantitative statements with figures).
• is concise.
• does not include more than is necessary.
• recognizes opportunities in question to state your point of view.
• doesn't sound antagonistic, evasive or defensive.

C. Competitive Questioners

Competitive questioners provide a challenge. Recognition of their tactics can help you maintain control. A few of the characteristic/warning signs of competitive questioners are:

• The questioner is conflict-oriented, emphasizing the immediate disagreement, rather than relationship-oriented, emphasizing the long-term effect of their differences and how they could be resolved.
• A clear WE-THEY distinction exists between the questioner and the speaker rather than a WE-VERSUS-THE-PROBLEM orientation.
• Each party sees the issue only from its own point of view, rather than defining the problem in terms of mutual needs.
• The emphasis in the process is upon attainment of a solution, rather than upon a definition of goals, values or motives to be attained with the solution.
• Energies are directed toward the other party in an atmosphere of total victory or total defeat.
• Conflicts are personalized rather than depersonalized via an objective focus on facts and issues.

D. Additional Tips for Control

A few additional tips for maintaining control, especially of competitive/disruptive questioners, are as follows:

• Look the questioner right in the eye while he is asking you the question.
• Break eye contact and look at other audience members while you answer the question. This will lessen the chance that the questioner will interrupt as if you two were the only ones in the room.
• Do not repeat loaded or slanted words used by the questioner as bait. Under the guise of repeating a question for those who might not have heard it, you can defuse a loaded question by rephrasing it.
• Always try to conclude your answer with a reference to the central theme of your speech.
• Be understanding -- be kind -- don't attack or belittle the questioner.
• Try humor.

E. Create a Cooperative Atmosphere With Feedback

Use of feedback can considerably increase the effectiveness of oral communication. This applies particularly to the question and answer type of communication. However, both participants must know how to use feedback if it is to work.

1. Deal With Things That Can Be Changed

The purpose of feedback is to help the recipient, and it therefore must focus on things that the recipient can change or control.

2. Be Specific Rather than General

Feedback is more effective when it describes specific behavior and incidents. Rather than saying, "The way you talk to me makes me angry," say, "When I tried to talk to you just now, you interrupted me and seemed not to be interested in what I was saying.

3. Be Descriptive Rather Than Judgmental

Don't say, "You are getting lazy." Instead use specific examples; "Your average productivity this month is 20% below your average for the last six months."

4. Give Feedback When It Is Desired

If for some reason the questioner is already defensive it may not help to disclose all that he is asking about. Feedback should be appropriately reserved until some later time.

5. Consider the Motives For Giving and Receiving Feedback

If the process is to be effective, the receivers should be seriously concerned with receiving feedback and the senders should be legitimately interested in helping the receivers understand themselves by providing insights.

Source: Adapted from a handout received at a Toastmasters Club many years ago.