Tackling Tough Questions in the C-Suite

SPECIAL from the SHRM Annual Conference and Exposition, Orlando
The atmosphere is a little different in the C-Suite, and the questions are fast and furious. If you are not ready to field tough questions, says consultant Dianna Booher, you’re not going to get what you want.

Tackling the Tough Questions

Booher (booher.com) has identified several types of commonly posed questions that often render managers dumbfounded.

The Hypothetical Question

Never answer a hypothetical question, says Booher. You can never win. “We tried that.” “It costs too much.” Instead, respond to the issue, not the detailed scenario.

For example, “I understand from your question that you are concerned about …”

The Two-Option Question

Can you or can you not staff up by 1/1? Yes or No.

The first thing to remember is that you don’t have to answer the question asked, Booher says. “Executives pay us to tell them the right questions to ask.”

So, expand the question, says Booher.

So you might respond, “Sure we can, but in light of what you told me about the critical nature of this project, to get the right people, I would prefer to take more time.”

When offered A or B, say, “Let me study C.”
Or point out, actually, the critical issue is this …”

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The Long-Winded Question

The tactic is to gradually stroll toward the person. It’s high pressure, but it doesn’t look aggressive. Keep smiling. Or, walk away, nodding your head. This is a mixed message that won’t offend.

OR raise your hands as though you are ready to speak.

If you are sitting, consider interrupting with a short-answer question. Talking over someone is rude, but asking a question about what the person said is not.
The person answers “yes,” or whatever, you comment and then bring the conversation back to where you want it.

The Dumb Question

Ask, Can you elaborate?

The Hostile Question

How about when you get a hostile question, such as “Why do we have such ridiculous delays?”

The best response is to rephrase the question without the hot word. For example, if you are asking why it takes 24–48 hours to respond, here’s what we typically do.

OR use the side-by-side approach. Literally face in the same direction as the other person, step back to look at the screen with them, literally shoulder to shoulder. Now they are looking at it from your perspective.

OR, respond, “In my experience in HR, we’ve found that what works best is …” (Don’t give facts, says Booher; they are too easy to argue with.)

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The Upstage Question

Upstaging is when someone says, “Are you familiar with research in the September issue of the HBR that says that 62 percent …”

You might say, “I’m not familiar with that research, but it may be sponsored, which can influence results, and depending on how the questions are phrased, …”

In other words, raise questions about the upstage research, and then say, “I am familiar with this study that I’m showing on the slide.”

You can’t let someone throw down a statistic without validating it. Don’t let a random statistic destroy your presentation.

In tomorrow’s Advisor, creating executive presence in the C-Suite, plus an introduction to the all-things-HR-in-one-place website, HR.BLR.com®.