Two types of questions you might face when presenting are Clarification questions and Challenge questions.

Clarification questions are usually pretty simple — someone is curious or didn't understand an aspect of what you said. You just need to answer as best you can and check with them that you answered their question.

Challenge questions are when someone disagrees or has concerns about what you've presented. Not all of us, however, are likely to say so clearly, and so challenge questions are often disguised as clarification questions. A "How it will work for new visitors?" might actually come from the thought: "I don't think this will work for new visitors." Or a "When will it be ready?" may stem from "I don't think this will be done on time." You may pick it up in the tone of how it's asked.

Challenge questions usually benefit from a different approach. Responding effectively to a Challenge question may require exploring the concern or issue behind the question. I've seen many short, factual responses to Challenge questions where the person asking is not at all reassured by the response.

Reminding myself that a question may be a Challenge, not a Clarification question, helps me make sure everyone is brought along with me during a meeting, presentation, or plain old conversation.

This along with many other useful frameworks is from Trenton Moss' excellent Human Powered.

Challenge questions

We're all different sizes, and there is no one-size-fits-all, but when it comes to the chosen size it turns out that that size mostly fits men better.

Caroline Criado Perez in her book Invisible Women shares how so much of the designed world fits men better than women — examples include piano keyboards that make playing more technically difficult and more prone to injury for smaller hands, stab vests that didn't take account of breasts, crash test dummies for car seats tested only with males, toilets that always lead to queues, phones that don't fit female hands or pockets, and voice recognition that picks out male voices more easily.

It's a stark reminder of how we need to do more to design with more of the world in mind rather than the default reference male. 

Read more: The deadly truth about a world built for men – from stab vests to car crashes.

See also brilliance bias and the curb-cut effect.

One-size-fits-men

I've read that Steve Jobs used to tell a story to new VPs about a janitor and a CEO. If you were the janitor and were asked to clean an office, it's reasonable to have not cleaned it if you found the door was locked and you didn't have the key. However, somewhere between the janitor and the CEO, the reasons or excuses for why something happened or couldn't be done stop mattering. It probably isn't your fault that the system went down, or that you didn't have access to the office, but as a leader it's your responsibility to make things happen and mistakes are now your responsibility too.

The sketch is not meant to downplay the role or attitude of janitors in any way or say that this is the difference between janitors and CEOs. Here's more on how Steve explains it.

The story is a nice example of the accountability ladder.

I learned this from the excellent Julie Zhou.

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Reasons stop mattering