"The main presentation was perfect. But the moment an unexpected question came up during the Q&A, my mind went blank."
Even high-level business professionals with TOEIC scores over 900 often feel uneasy about Q&A sessions. This is because many people mistakenly view Q&A as a test where they must provide the 'correct answer'.
However, in Western business culture, a Q&A is not a test. It's 'Intellectual Sparring.' The other party isn't interrogating you; they are trying to deepen the discussion.
This article explains the advanced 'Aikido-like' techniques practiced by partners at McKinsey and CEOs at Apple to deflect difficult questions and take control of the conversation.
1. 'Bridging' to Deflect Difficult Questions
When you think, "I don't want to answer that question," or "That's off-topic"—you shouldn't answer it directly. Professional communicators use a technique called Bridging to acknowledge the question while pivoting the discussion back to their own 'key message'.
The Golden Rule: The 'ABC Method'
This is a fundamental framework also taught in media training.
- Acknowledge: Acknowledge the question
- Bridge: Use a transition to pivot
- Communicate: Deliver your key message
Practical Phrases
Simply saying "That's a good question" is for beginners. Use the following phrases to build an intelligent bridge.
- "What’s important to remember is…"
(What's important to remember here is...)
This forcibly shifts the conversation away from the answer to the question and toward what you believe is 'important'. - "That’s an interesting angle. Let’s also consider…"
(That's an interesting perspective. At the same time, let's also consider...)
This acknowledges the other person's perspective while guiding them to a different playing field. - "I don't want to get bogged down in details. Looking at the big picture..."
(Rather than getting into the details, if we look at the big picture...)
This is effective for avoiding detailed nitpicking and shifting the conversation to strategy or vision.
Case Study: The Skillful Technique of Apple CEO Tim Cook
In an interview, when asked a legal question he didn't want to answer, Cook replied, "That’s up to the lawyers, honestly." He dismissed the question (Acknowledge) and immediately bridged with, "My primary focus is on the customers..." shifting the topic to his strong suit of 'customer privacy.' This is the professional technique of answering a question while fighting on your own turf.
2. Crisis Management: Protecting Your Credibility Without Saying 'I Don't Know'
No matter how much you prepare, you will get questions about data you don't have or topics outside your expertise. In these moments, simply saying "I don't know." can undermine your authority, but pretending to know is the worst possible move.
Let's use the Deflection technique to intelligently rephrase 'I don't know'.
The 'Partial Answer' + 'Follow-Up' Combo
Acknowledge that you can't answer now, while providing useful information (like trends) to maintain the questioner's satisfaction.
- "I don't have that specific data with me, but I can speak to the general trend..."
(I don't have those specific numbers on hand, but speaking about the overall trend...)
You respond conditionally, stating 'I don't have the numbers, but I can talk about the trend.' - "Let me consult with my team and circle back to you."
(Let me check with my team and get back to you later.)
Instead of just 'later,' adding "consult with my team" demonstrates prudence and sincerity.
Drawing the Line at 'Out of Scope'
If a question is too niche, it's a leader's job to politely decline to answer.
- "That touches on a strategic issue beyond today’s operational review."
(That's a strategic issue that goes beyond the scope of today's operational meeting.)
You frame it not as a 'bad question' but as something 'outside today's scope.' - "I can see why you ask that; however, that lies outside the scope of our discussion today."
(I understand why you'd like to ask that, but it is outside the scope of our discussion today).
3. 'Reframing' to Neutralize Hostile Questions
"Why is your project failing so miserably?"
(Why did the project fail so terribly?)
In board meetings or client meetings, you may face emotional or aggressive questions like this.
You must not get defensive and retort, "We are not failing!" That's playing on their turf. Instead, you Reframe the negative question into a positive or neutral issue.
Separate Emotion, Shift the Focus
First, validate the other person's 'emotion,' and then pivot the 'topic'.
- Step 1: Acknowledge the emotion "I hear your frustration."
(I can understand your frustration.)
First, you let the steam out of their argument. - Step 2: Rewrite the question "So, your question is about the challenges we encountered and how we’re addressing them, correct?"
(So, your question is about the 'challenges' we faced and our 'solutions' for them, is that right?)
You confirm by converting the word they used, "Failure," into a more constructive word, "Challenge."
Case Study: Steve Jobs's Legendary Rebuttal
In 1997, Jobs was publicly insulted with the comment, "You don't know what you're talking about." As the room fell silent, he didn't get angry but replied, "You’ve got to start with the customer experience and work backwards to the technology." He acknowledged the criticism while reframing the issue from 'whether he had technical knowledge' to 'the philosophy of customer experience,' ultimately earning a round of applause from the audience.
4. 'Buying Time' When You Can't Hear or Need to Think
There's no need to rush an immediate answer to a tough question. Don't be afraid of silence; use intelligent phrases to buy time and give your brain a moment to process.
Confirm by Paraphrasing
Pretend to ask for clarification while summarizing the question in your own words.
- "So, if I understand correctly, you’re asking about X in the context of Y, is that right?"
(If I understand correctly, your question is about X in the context of Y, right?)
This has three benefits:- You can buy time to think.
- You can regain control by getting the other person to say 'Yes.'
- You can subtly modify the question to make it easier to answer.
Intelligent Fillers
"Umm..." and "Well..." can make you sound unconfident. Use these phrases instead.
- "That’s an important question. (Pause)... The way I would approach it is..."
(That's an important question. ...My approach would be...)
By acknowledging it as an 'important question,' you please the asker while securing time to think. - "Let’s break that down."
(Let's break that down and think about it.)
When a complex question arises, this shows you're taking a moment to organize your thoughts rather than answering immediately.
Conclusion: Q&A is 'Boxing'
You don't need to provide a perfect answer in a Q&A. What's necessary is that when a punch (a tough question) is thrown, you guard (Deflection), dodge (Reframing), and then throw your own best punch (Key Message).
With this mindset alone, the fear of Q&A transforms into a competitive spirit for the game.
Train Your 'Reflexes' Through Practice
These techniques are useless if you only know them as theory. You need to internalize these frameworks until the phrases come out as naturally as breathing in actual meetings.
At ELT, our native instructors with extensive business experience conduct mock Q&A training where they deliberately ask tricky questions and make sharp interjections. Why not hone the rebuttal skills necessary for a global leader through realistic role-playing tailored to your industry and job function?
