No doubt, you’ve heard journalists and influencers asking trick questions that politicians struggle to answer.
When you present, more often than not you'll take some questions -- use these 7 ideas to avoid getting tangled up by a trick question.
What can leaders and marketers learn from politicians about answering tricky questions?
If you’re a spokesperson for your company or brand, use these 7 tips to prepare for answering even the toughest questions.
Rehearse giving the right answers to tricky questions, and allow enough time to get comfortable in advance with this back-and-forth.
- Listen closely for false-choice questions such as: Who’s a better boss, Joe or Mary? Who makes the better product, competitor A or competitor B? Who’s your favorite child? Don’t allow the framing of false-choice questions to artificially narrow your choices. To break out of this box, give answers like these: Both Joe and Mary are good bosses. Competitor A and competitor B are both strong, and we beat them by taking better care of our customers’ needs. All my children are my favorites.
- Take care with questions based on false assumptions such as: When did you stop lying to your customers? When did you stop beating your wife? Questions like these seek to establish a false fact and attach it to your brand. Tackle false assumptions head-on. Say, “That’s not true” without repeating any of the accusatory words from the question. Use your own words instead. “I love my wife. I would never hurt her.”
- Stay alert for questions that put words in your mouth. These questions are outright dangerous. Never repeat any questioner’s exact words back to them. Perhaps the most famous example of this mistake came from former President Richard Nixon. When asked if he was a crook, he answered, “I am not a crook.” Repeating the word crook led to Nixon’s downfall.
- Beware of questions that force you to respond to made-up charges. A reporter might say, “Today your competitor sued you, charging that your marketing is misleading and your sales techniques amount to fraud. How do you defend yourself?” Don’t automatically accept any questioner’s words as truth. A reporter or competitor may intentionally mislead you to provoke an unguarded response they can use against you. If that’s the case, answer wisely, “I haven’t seen that lawsuit, so I can’t respond until after I’ve read it.”
- Be extra-careful with hypothetical questions. There’s no need to erode your brand’s credibility by responding to “what-if” questions. A reporter may ask, “What if your 3 biggest customers all quit you at once?” The right answer is, “We take good care of customers, so that’s not going to happen.” Instead of focusing on what if, focus on what is.
- Avoid answering questions outside your expertise. Carefully stay in your own lane of expertise. Don’t accept the false idea that you need to know everything about your company or brand – even if you’re a founder or CEO. Instead say, “I don’t know … so I’ll put you in touch with our expert on that topic.”
- Stay alert to questions that seek to divide your personal and organizational opinions. When you serve as a spokesperson for your company or brand, speak only on behalf of your company or brand. A question about your personal opinion seeks to sow doubts and division about the company line. Don’t let questioners define a gap between your brand’s stance and your own stance. Clearly state, “I’m here to speak for my company, not to express anyone’s personal opinions.”
BONUS: Don’t feel obliged to fill ANY silent spaces in a conversation. Spokespersons may stumble when they hear a long silence or a question such as “And?” That’s not a time to add new or different information; it’s the time to restate the heart of your message.
To ensure you stay on message, create a Message Map and rehearse your strategic message. Practice until you have your message down pat. As you answer questions, bridge back to the heart of your message when appropriate.
Pressure-test your message and your answers by rehearsing and fine-tuning answers that will land with your audience. Practice in advance with a range of people from your audience – including friendlies, skeptics and outsiders. Modify your message as you learn from people in your audience.
