Go for No! │ Andrea Waltz & Richard Fenton

In this episode of The Art and Science of Complex Sales, Paul Fuller sits down with Andrea Waltz and Richard Fenton, co-authors of Go for No, to explore how a mindset shift around rejection can unlock untapped sales potential.

Together, they challenge the traditional obsession with getting to “yes” and make the case for measuring success by the number of “no's” you collect. From disqualification strategies to embracing failure as a learning tool, this episode is packed with stories, tactics, and mindset shifts that can help sales teams grow in courage, resilience, and results.

The Power of Hearing No (1:08)

Richard shares the origin story of Go for No, sparked by a question that changed his entire outlook on sales: “What did the customer say no to?” This chapter explores how most salespeople stop selling too early and how fear of rejection becomes a self-imposed limit on performance. The lesson is to stop judging your success by the size of the yes and start tracking how many no’s you’re willing to hear.

Quantity Leads, Quality Follows (6:25)

Andrea and Richard tackle the debate between activity volume and skill refinement. They argue that quantity is the leading indicator of success and that obsessing over perfect technique without enough activity leads to stagnation. Reps must fail forward using each no as a step toward improvement and insight.

Persistence Pays Off (13:59)

In a memorable personal story, Richard describes proposing to Andrea over 400 times before she finally said yes. The metaphor holds in sales: consistent, respectful follow-up creates familiarity, trust, and eventually, opportunity. No isn't the end of the conversation—it is often the beginning of a real relationship.

Operationalizing the Go for No Mindset (19:35)

Andrea explains how organizations can embed “Go for No” into culture without overhauling their entire process. From no-tracking challenges to mindset-based workshops, companies that celebrate rejection as a step toward growth see more activity, better morale, and stronger pipelines. Leaders play a crucial role in modeling and reinforcing this behavior.