Episode #122: What To Say When You Get A “No” In Sales

Why do salespeople hear “no” so often — and why does it derail performance?

In most sales conversations, a “no” is normal. Expecting rejection roughly 70% of the time means it’s not a surprise event; it’s part of the job. Yet many sales professionals still react emotionally because rejection triggers a fight-or-flight response. That chemical surge pushes people into arguing, defending, or trying to “win” the moment instead of understanding the buyer.
Mini-summary: “No” is frequent and predictable, but emotional reactions make it feel urgent and personal, leading to poor decisions.

Before the buyer even speaks, negative body language can activate your defensive instincts. Once the word “no” lands, your brain races to build a counterattack: reasons they’re wrong, reasons you’re right, arguments to force a yes. This is a reflex — and it wastes time, trust, and momentum.

Mini-summary: The rejection reflex creates mental heat, not sales progress.

Think of a breaker switch in a house: when power load spikes, it cuts the circuit to prevent harm. In sales, you need the same interruption. The tool is a neutral cushion — a calm, non-committal response that stops your brain from going into attack mode. You’re not agreeing. You’re not pushing back. You’re buying thinking time.
Example cushion phrases:

• “I see.”

• “Thank you for sharing that.”

• “Understood.”

This cushion gives you space to regain control and shift to curiosity instead of combat.
Mini-summary: A neutral “cushion” interrupts emotional overload and creates room to think.

After a “no,” what should you do instead of countering?

Treat “no” like a newspaper headline — short, incomplete, and lacking context. The real value is in the article behind it. Your job is to uncover that article by asking gently:

• “May I ask why you said no?”

• “Could you share what makes the price feel high?”

• “What about your current supplier is working well for you?”

Buyers often give surface reasons (price, budget, timing). Your first question opens the door to the deeper reality.
Mini-summary: Don’t fight the headline; ask for the full story behind it.

How do you uncover the real objection when buyers give multiple reasons?

The first objection is rarely the main one. So you keep digging — calmly. After they explain their first concern, ask:

• “Apart from that, are there any other concerns?”

They’ll often add another. Repeat the same gentle curiosity:

• “Can you help me understand why that’s a concern?”

Once you hear several (A, B, C), you confirm:

• “Are A and B your only concerns, or is there another?”

Only after the list is complete do you prioritize:

• “Of A, B, and C, which is the most pressing for you?”

Then you stay quiet. Let them choose. Now you address only the main concern, because solving the primary objection usually dissolves the secondary ones.
Mini-summary: Gather all objections first, then solve the most important one — not the loudest one.

In many 日本企業 (Japanese companies) and 外資系企業 (multinational companies) operating in 東京 (Tokyo), buyers often avoid direct confrontation and may give polite surface objections first. If a seller attacks too early, trust drops fast. A calm, question-based method aligns better with professional decision-making norms and preserves relationship quality.
Mini-summary: In Japan, patient digging respects communication style and protects trust.

What’s the practical takeaway for sales teams?

You don’t know what to answer until you know what to rebuff. If you respond too soon, you may waste energy on a smokescreen while the real objection stays hidden. The discipline is: cushion → ask → dig → prioritize → answer.
Mini-summary: Hold your fire until the buyer reveals the true key concern.

• A “no” is common in sales; emotional counterattacks are the real problem.

• Use a neutral cushion to stop the chemical rush and regain control.

• Dig for all objections before answering any of them.

• Prioritize and solve the main concern — lesser concerns usually fade.

Founded in the U.S. in 1912, Dale Carnegie Training has supported individuals and companies worldwide for over a century in leadership, sales, presentation, executive coaching, and DEI. Our Tokyo office, established in 1963, has been empowering both Japanese and multinational corporate clients ever since.