Controlled Answering

The final answering muscle we will look at before entering into some serious negotiating is “controlled answering”. The reason it seems like a derivative of the other forms of answering is… because it is.

Controlled answering is the temptation not to react, along with the other strategic answering techniques. It also incorporates identifying and isolating targeted audiences, compartmentalizing, and distinguishing facts from opinions and values.

Controlled answering differs in what we are controlling. This time we are controlling our anxieties, insecurities and weak points in our own argument.   

The best way to control our anxiety is to know deep down we have done our homework completely, thoroughly and to best of our ability. If we are presenting in that fictitious boardroom we created last week, we are the subject experts. We are the proponents of a marvelous idea that has already been considered worthy of pursuing… at least to where we are now.

What we present significantly affects how we present. Obvious, you think? Let’s say we are attempting to negotiate the creation of a product or service that has merit, is feasible and logically sound. So we want to control the rate, pace and style of our answers to questions to befit the quality of our knowledge and our confidence in our proposal.  

This is opposed to trying to rally everyone to come out and cheer loudly for the home team. Yet believe it or not, many do not reconcile the manner in which they respond to the demeanor of product, service or action they are proposing.

Controlled answering is disciplined answering. Again, we stick to exactly what is asked. We don’t fear silence. We don’t fear skeptical or disapproving looks. Oh, and long silences do not break the communication chain we are trying to build.

Skilled opponents will use long silences to see if we become nervous and say more than we planned in order to break the awkward quiet and keep the communication chain. But we are sticking to what we have learned thus far as the meeting begins.

The Vice president of Operations has called everyone to be seated, someone at the back closes the boardroom door, and two or three people quickly refill their coffee cups and take their place.