How to deal with audience interruptions
You’ve scarcely begun your presentation, and someone interrupts you with a question. And the interruptions just keep coming.
What do you do?
This question surfaces often in my trainings. Last week, when someone asked it, the chat box lit up with others echoing the challenge. All the heads were nodding.
If it happens to you, too, you’re in good company.
Here’s the upside: The audience is engaged. They want what you have and they believe you can answer their questions.
But pause to recognize why they’re asking: They’re not entirely sure you will answer them. And they’re not willing to risk it (or wait).
Four ways to address the challenge of being interrupted during your presentation:
If you can be flexible: Craft your presentation as you’d like to deliver it but be prepared to change the order of your content according to what gets asked. This “modular” approach is adaptable but does carry the risk of only meeting the needs of the most vocal participant. If, however, that person is also the decision maker, do it.
If you need to control the presentation: Front-load your presentation with a road map. Verbalize what you’ll be covering—in the simplest terms—and that you’ll allow time for questions (either at the end of each section or before the conclusion). This harkens to the old school “tell ‘em what you’re gonna tell ‘em… “ and really can be an effective way to allay their concern over whether you’ll address what they most care about.
If you suspect the problem is actually your credibility with the audience: Assess whether you’ve really taken the time to understand who they are and to set the context. Your audience won’t trust you to give them what they need if you haven’t first demonstrated an understanding of their problem or pain point in the opening sentences. Be sure those early moments hook their attention and show them that you know what they’re looking for.
If a conversation would be more appropriate than a presentation: Simply begin with a description of what you’d like to see happen and how it would benefit the organization. Then, open the floor for questions. Send some content ahead of the meeting for the attendees to read and act as a facilitator, not a presenter. Skip to the slides that are relevant to the dialog that ensues rather than planning a structured presentation.
It’s tempting to think that the problem of interruptions lies with the audience—that they should respect the presenter and hold their questions and comments. And maybe they should. But as presenters, we must stay attuned to their needs and respond accordingly. If we don’t, our idea or recommendation doesn’t stand a chance of being adopted.