Using Improv Skills – Answering Those Difficult Questions

For many presenters, the fear isn’t the presentation, it’s what happens when someone interrupts or asks a tough question.

Ironically, that’s the moment we’re closest to our natural state: having a conversation.

So rather than fearing it, we can borrow from a group of people who deal with awkward audiences all the time, comedians.

When I used to teach stand-up, I’d say: your heckler is your best friend. Why? Because they immediately create a connection between you and the audience. A heckler can often rescue (unintentionally) a gig that’s dying by providing that conduit. Plus you’ve got all the advantages. You’re on stage with the mic. You’re probably funnier. And crucially—you’re sober and thinking faster.

Now, you might not be aiming for laughs in the boardroom, but the principles hold.

At the heart of improv is a simple idea: deal with what’s in front of you. I like to capture it with TALC: Trust, Accept & Build, Listen, Commit.

Trust yourself
When you’re under pressure, especially with senior leaders, your head fills with noise: Should I say this? What if I get it wrong?
You’re not suddenly going to say something outrageous. Trust yourself. Say your truth.
A brilliant consultant I work with, Charlie Curson, took this to heart years ago. Clear the noise, trust your instinct, and speak. It comes across as confident and real.

Accept and build
In improv, every idea is an “offer”. You accept it, and build.
Same with questions. They’ve asked it. You can’t put it back in the box.
Don’t get defensive. Acknowledge it, then build a bridge to your point.
It’s far more powerful than “let’s park that”.

Listen
This sounds obvious, but it’s rare.
Are you really listening, or just waiting to speak?
If you don’t fully hear the question, you can’t fully answer it.
And when you do listen, you pick up what’s really behind it. That’s where the gold is.

Commit
In improv, half-answers die. Commitment makes the scene work.
Same in business. Don’t sit on the fence trying to please everyone.

I saw this recently with a senior consultant, brilliant, but too accommodating and a pleaser. Her CEO dismissed her concerns. Eventually, she challenged him directly. He laughed at first. She held her ground, called it out, and committed to her view.

The next day, he thanked her, and acted on her concerns.

So next time a difficult question comes your way, don’t see it as a threat.

Treat it like improv and add a bit of TALC.