| When we have prepared our presentation, practised | | | | 4. Place a question. That awkward moment between |
| and become familiar with its content, the assumption | | | | the call for questions and the first question being |
| might be that we are ready for the podium. Not so | | | | asked might well define the success of our whole |
| fast. There's still the outstanding task of preparing | | | | presentation. Anything other than some interest from |
| for a question and answer session -- that moment | | | | the audience is tough to manage. But there's a |
| near the end of our presentation when we ask for | | | | method that we can use. First we must be conscious |
| questions...and our hearts jump. | | | | of the time. If we have overrun the time slot or if |
| When it's managed well a question and answer | | | | we can hear the caterers massing for lunch then we |
| session serves several vital purposes: it emphasizes | | | | must be brief. Second, we must remember to outline |
| our grasp of the presentation subject; it boosts our | | | | how many questions we will take or how much time |
| standing with the audience; it enables audience | | | | we have -- a physical look at a watch works well at |
| participation and it builds the prospect of a grand | | | | this juncture. And finally we need to take a |
| finale to the presentation. And typically a good | | | | pre-placed question from the audience. This is not |
| question and answer session is well managed and | | | | trickery and it's not underhand. But it's rare for an |
| planned. To get the best results there are 5 main | | | | audience member to pop up with an engaging |
| points to note before the event: | | | | inspiring question immediately. Our pre-placed question |
| | | | does the job. Once that's out the way other |
| 1. Be prepared. Each and every point made in our | | | | questions will follow naturally. |
| presentation could invite a question from the | | | | 5. Be brief. Our answers must be brief, concise and |
| audience. To be prepared for this we need to work | | | | to the point. This is not the time to discuss a mass |
| through all of our material. We need to imagine and | | | | of arcane detail. That can be kept for later. Our |
| note down the questions that might crop up. These | | | | answers should be directed back to the questioner -- |
| questions might require further explanation, | | | | with plenty of eye contact. If necessary we might |
| clarification or opinion. And our opinion will be sought | | | | need to repeat the question for the benefit of the |
| -- it does count for a lot. For each question that we | | | | rest of the audience before we give an answer. This |
| note down we should prepare a written answer. And | | | | might be needed if microphones are not available. Our |
| finally we should aim to become totally familiar with | | | | answer is not a chance for a debate with the |
| each of these question and answer pairs. | | | | questioner. Should our answer invite further questions |
| 2. Consider the audience. No matter how much | | | | from the same questioner then we must volunteer |
| thought you put into predicting questions your | | | | to take the matter up later in the lobby -- and then |
| audience will think of something else. But that's not a | | | | ask for the next question. And, of course, the whole |
| problem either. Our audience is likely to have a | | | | exercise must be handled courteously. |
| shared, or known, background. They might be | | | | With the time available for questions at an end now |
| members of the same trade association, work in the | | | | is the time to bring our presentation to an end with |
| same area, live in the same State or work for the | | | | the grand finale -- our concluding remarks. Some |
| same employer. Our knowledge of their shared | | | | event organisers try to secure questions at the end |
| interests will go a long way in anticipating their | | | | of a presentation but the ending typically does not |
| questions -- questions with a local angle, an industry | | | | do justice to the speaker's work. Resist them. The |
| viewpoint or a trade association perspective. | | | | best practice appears to be a question and answer |
| 3. Note the news. In spite of all our preparation news | | | | session followed by a presenter's concluding remarks. |
| events can still conspire against us. But it's still not a | | | | A properly executed question and answer session |
| problem. The evening before the presentation simply | | | | can be a rewarding experience for both speaker and |
| pick up that copy of USA Today that's sitting in the | | | | audience alike. Yes, there's a dependency on us to |
| hotel lobby. Scan the headlines for topical events and | | | | use imagination and resource in our preparation. And |
| anything that might be relevant to the presentation. | | | | yes, we do need to apply some stage management |
| We can go further by picking up a local newspaper | | | | to prime the first question. Preparation and execution |
| or watching the local TV news reports on the day | | | | is everything. And when it's followed by a resounding |
| that we present. Sports, politics, business or even | | | | thought provoking conclusion the importance of the |
| entertainment news might be a lead into a question | | | | question and answer session is clear to see. |
| area with our audience. | | | | |