How do you manage tough questions in meetings?

In project controls, managing tough questions in meetings requires a strategic approach. First, actively listen to the question, ensuring a clear understanding. Maintain composure and avoid defensiveness. Acknowledge the questioner's concerns and validate their perspective. If uncertain, commit to follow-up. Use data and evidence to support responses, emphasizing transparency and accuracy. If needed, involve subject matter experts. Focus on solutions and present potential mitigation strategies. Lastly, maintain open communication channels post-meeting to address any additional concerns.

There are no "tough questions." Only questions you didn't prepare for. Then, the question is: Why didn't you prepare? First, pay close attention to the question being asked. Understand the context and the underlying concerns. Second, if the question is relevant to others in the meeting, invite their input and perspectives. Third, stick to the facts and avoid speculation or personal opinions, especially if the question is contentious. Base your response on data and evidence.

When leaders face challenges or criticism, they should stay calm, appreciate feedback, seek clarification, and reframe questions if needed. Redirect discussions to the group when appropriate, address underlying intent, and maintain confidentiality. Set boundaries, offer follow-ups, and remain solution-oriented to foster a positive and constructive environment.

People understand and learn differently - which doesn't necessarily mean that when a question is asked it's disrespectful or challenging you. It's important to fully comprehend what the person is asking - repeat back to them what they are asking so that you both are on the same page. Once you understand the question, take a minute to pause before answering to: gather your thoughts and respond in the way that you want to. Even if the question is combative, that doesn't mean you need to answer it combatively. As a leader, be the example. You may have more information than the teams, so give content, share relevant information and do it in a human way.

Staying calm and composed, acknowledge the question been asked, seeking clarification if needed. Take a few moment to gather thoughts, repeat and summarise the question. Being honest about not knowing the answer and offering to follow up afterward demonstrates integrity. Staying positive, constructive, and redirecting when necessary helps foster a productive discussion.

Once you understand the question being asked, take a minute to pause before answering to: gather your thoughts and respond in the way that YOU want to. If you don't know the answer, be human, say so. Follow up by figuring out the answer(s) and follow through by sharing it with everyone.

There is not a whole lot to add to what has already been contributed in this collaboration. But I will say that it is important to remember that we all have relevant information or experience to share. In that, remain confident no matter what the situation and despite what others may think. If you are wrong, admit it. There is a level of respect garnered when you take responsibility for mistakes. And also remember that, generally speaking, we are all equal as far as being human and having opinions.

Nothing wrong to be in the obscure. Honesty will take you a long way here. If you don’t know, you don’t know. It’s important to stay humble and curious.

I've found that in our professional lives, being able to take a step back and reflect before diving into a difficult question is essential. It's easy to trip up if we answer too quickly, which might leave our clients or colleagues with the wrong impression. Even I have moments where a question catches me off guard, and the panic sets in. In those moments, I've learned to take a deep breath, count to ten, and allow myself a moment to gather my thoughts. And It's completely fine to say, "I don't have a complete answer for this question right now, but I promise you that I will get back to you as soon as possible with a thorough response."

My feeling is when you have tough questions and being put in the spot, one of two scenarios should kick in. Either refer it to an expert in that meeting if there is one or alternatively be honest and admit you unsure you will go do your research. There is no point to go off on a ramble about a question that you don't know the answer too, go research it afterwards and see you were totally wrong. That will make you feel pretty stupid knowing you gave the wrong answer when there were other options.

I agree, but there is one piece missing that I teach students and professionals to add to the end of the STAR method, and that is C for connect. Yes it reads funny but connection is the most important thing you can do during answering tough questions in a meeting. Here’s why: 1. Connecting with others develops trust, liking, and perceived similarity between you and another person. Hence, when you connect you statement back to the needs of the other person it will most likely work out in your favor. 2. Adding a connecting point at the end shows off your empathy skills. 3. It demonstrates your ability to actively listen as you can’t connect with others if one is not listening or paint attention to their requests and comments.

Sometimes a "I actually don't know, let me figure it out and get back to you" can go a long ways. We have the tendency to try to come up with any argument/solution in order to appear knowledgable. This can result in actually conflicting messaging, appear confusing and have the opposite affect. Admitting that you don't know also and following up can also built a more trusted relationship. You are ready to admit if you do not know, building more confidence in the answers your provide. Don't overuse though ;D

A simple concept that I utilise when facing either a negative person or someone who wants to withhold the rest of the class from continuing to hear and learn what we are delivering would be to: 1. Allow them to speak and put across their opinion 2. Start your response by saying “thanks for your thoughts on this matter, I can see your really passionate about this subject” 3. State your response clearly and speak confidently, ensuring to address the issue and then also tie it into the content you are delivering and explain how it correlates to their issue and why their engagement is mutually benefitting to their concerns and the groups learning.

Thoughtful and respectful communication is essential when facing tough questions. Same for being calm and relaxed. Now, what is the reality? In my experience, a specific moment you are going through in your life carries a huge weight on your communication skills. Easy to say we should stay calm and composed. Most of the time we try to implement systems, processes and procedures. Again, is this the reality? I believe we should consider the X factor here. Questions, answers and decisions are made by human beings and a nothing is written in stones. The capacity to adapt to tough questions sounds more like a winner for me.

When I’ve been faced with a tough question, I’ll often ask the person their opinion. They usually have an answer in mind! Feeling confident in using coaching skills means you’re prepared for any situation. Asking the right questions helps you to collaboratively identify a solution - you don’t need to have all the answers!

Preparation is everything. You might don’t know the questions or find them tough - however you prepared yourself for the eventuality.

It is perfectly acceptable to state I don't know as an answer. Let's face it we work in a fast moving world with many moving parts. Admitting that you don't have an answer to a particular question isn't a sign of weakness. We work in an environment of collaboration where we don't always have to have an answer to every single question.

I agree that practice and préparation is key to boosting self confidence and expérience while responding to tough questions. You may use some specific exemples from your own expérience, ask for support from à trusted colleague or from the audience with responding to the question, it may turn out more interactive and collaborative with lots of contributions if we are open to invite others into the conversation. Also if we listen to the question carefully and pay attention to some aspects, we may split it into different parts and perspectives by having an open mind. Sometimes the question may need clarification or further insights before providing a relevant response.

I am a bit confused as to the title and the content of the article. The article poses the question of difficult questions in a meeting, while the content in my opinion refers more to an interview situation. Either way you can only answer on what your knowledge, experience and background allows you to answer.