Keeping a presentation on the rails

Dear Bob …

I’m not a manager, but I interact with managers on a daily basis. My current big project is an online policy and procedures manual. I’ve worked through all the kinks and developed something that I think will really revolutionize the way the office works.

I have a strong supporter (the second-in-command of the office) and I’ve worked with end users in several areas to make sure it fits their needs, not just my perception of what their needs are. I’ve tweaked as needed and we’re basically coming up on the big presentation day, where I present it to all the head honchos of the office and explain the rollout schedule. Everything is all set except for one little problem… I’m not sure how to keep the meeting focused on the presentation and rollout plan.

There’s one manager in the office that actively resists all change that comes from my area. Every training I give, every application I develop, when I present it to the lead managers, the meeting will inevitably devolve into a verbal jousting match, with this manager questioning and forcing me into the position of defending the project and my decisions in said project.

I don’t mind explaining, I don’t mind defending, but from what I can tell it’s not out of a genuine desire to understand, question, or dissect the project, it’s basically so he can put me on the spot and, for lack of a better term, assert his dominance in the scheme of things, and deride anything from the IT area. I originally thought it was just me, maybe something in the way I handled the presentations, but from what I gather from comments others in the office have made to me, he has always done this to whoever has held my position.

How can I derail his questioning gracefully and return the meeting to its original purpose?

I’m hoping that you have a suggestion as to how to present the project and the rollout and avoid the entire questioning scene. The ideal would be to avoid the scene *and* come out looking more professional for it, but I know that may not be possible.

– Presenting to a schlemiel

Dear Presenting …

I think I once presented to the same guy. A pain in the neck, and I think your analysis of his motivation is probably on target.

There probably isn’t a way to win this. Here are some verbal tactics that might at least ameliorate the situation:

* Table the question: “I think you’ll find the presentation deals with that issue later on. Can I ask you to hold that question until the end and if I haven’t covered it, we’ll take it on then?” If he persists, be firm: “If I answer this now, it will be out of sequence and out of context, which is more likely to be confusing than clarifying. Let’s hold it until the end.”

If he persists further, everyone will understand he’s being an ass, which means you can be more terse: “We have only a limited amount of time, and we have a lot of material to cover. In the interest of using our time efficiently I’m going to ask you to let me present things in sequence.”

* If he starts a round of “didjas” (Didja think of this? Didja explore this alternative?), say “yes” if you did, or if you explored something similar. If you didn’t, say something like this: “We explored what we thought were a reasonable number of alternatives. That didn’t happen to be one of them. If everyone here thinks that’s something we need to consider as well I’d be happy to do so and follow up with everyone by e-mail.” Then ask for a show of hands. Chances are, nobody will think it’s worth the time and effort.

* If he just starts arguing for a different approach: “There are lots of ways to solve this problem. Many would work, but more than one won’t work – we have to choose one, and to a certain extent the choice is arbitrary. I’m confident my recommendation will work and will work well, but if you think the alternative you’re describing will work better, why don’t we schedule another meeting where you can present it in detail?”

* And if he just sidetracks the discussion with a meaningless digression: “The point you’re raising is interesting, but it really isn’t germane to what we have to decide today. In the interest of time, I suggest we get back on track.”

You know the guy’s style better than I do, so what I’d suggest is that you make a list of his most likely (and annoying) verbal ploys and decide in advance how you’ll handle them. The above should provide some guidance.

The key to success is to present yourself as operating above his level rather than responding at his level.

– Bob

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