This is a “great” article. I can surely relate to being in the trap question situation. I’m going to suggest an additional answer that I’ve found useful –and this depends a lot on who is asking the question and what your relationship is with this executive and, of course, what you think their _real_ purpose for asking the question is (like you suggested in the article). Sometimes you can tell that they’re sincere and really want to know what you think about that that particular situation that sparked their question. Other times, it’s politically motivated and you realize that you’re just a pawn in a war between giants.

So, what’s my alternative? If you’re feeling confident enough in your existing analysis and don’t suspect political undertones, you can look them straight in the eye and say confidently and slowly, “I don’t know, but it’s something we need to figure out”. This is actually ok, because if they’re sincere in their question, they don’t know either. And the better the question, the better the chance that no one else knows the answer either. Honesty, as you’ve pointed out, trumps everything. You can also explore some dimension of the question (like the acquisition) and reply: “There are a lot of dimensions to that question to consider. For instance the acquisition and what the parent company’s strategy is…” Finishing with, “That question requires a lot more thought”

There are a lot of ways to answer the trap correctly, but none of them involve a bluff when the room is full of senior execs –I can’t agree more with you on that one!

Great topic!!

Thought provoking and great article. Many thanks for taking the time to write this. I am part of your network of connections at LinkedIn and a member of the Linked 2 Leadership Group. Be well!

Be well!

Mark Bear
General Motors SFE
Organizational Consultant/Facilitator
Business Development Specialist