Page 203 - The New Articulate Executive_ Look, Act and Sound Like a Leader

194 AFTER THE SPEECH AND MANAGING THE MEDIA

“We can’t talk about that until we know more—because if we
do, we’re afraid someone might get hurt.”
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Bridging assumes you have something to bridge to, so arm yourself
with a list of points; then take the time to rehearse your answers to
tough questions with an associate.
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Don’t answer too quickly—for three reasons. A pause before
answering first gives you time to think your answer through before

talking. This will likely shorten your response, get rid of those
talking-while-thinking “uhs” that are only a way to buy time while
you think, and eliminate redundancies. Second, a pause tells the
audience that you are a thoughtful person who doesn’t shoot from
the hip. Last and most important, it provides a consistent pause in
the event you’re asked the patently unfair or unexpected question
that comes right out of left fi eld. With a consistent pause before all
your answers, you won’t appear to be reeling when the tough ques-

tion finally does come. And the people asking questions won’t spend
the remaining time dwelling on that issue.

Tell the truth. Whatever you do, don’t lie—because you’ll probably
get caught. If you don’t know an answer, say so and then offer to
provide the answer as soon as possible. Or if the truth hurts, then be
prepared in advance to deal with that issue.

Be concise. Try not to overanswer. We’re all guilty of talking too
much at some time or another. But talking too much in Q&A can be
counterproductive. For one thing, most listeners are comfortable with
conversational “sound bites” of roughly eighteen seconds, and if you
talk longer you should have good reason. (If you don’t think eigh-