Getting Past No by William Ury — Top 10 Key Takeaways for Sales Leaders in 2027

Curated byKory White · Fractional CRO · Maryland

Getting Past No by William Ury — Top 10 Key Takeaways for Sales Leaders in 2027

📖 2,636 words🗓️ Published Sep 6, 2026

Direct Answer

The 10 best getting past no by william ury are ranked below on measured performance, build quality, price, and how each one actually holds up in daily use rather than how it reads on a spec sheet. Each pick lists what it costs, who it suits, and what it gives up against the one above it, so the list can be read straight down without doubling back.

1. Go to the Balcony

This ranks first because Ury built his entire five-step breakthrough strategy on it as step one: before any tactic works, the negotiator must master their own reaction. Ury frames it as a mental habit — stepping back from the table, emotionally and figuratively, to observe the exchange rather than react to it. Sales leaders adopting this gain a repeatable pause before responding to a hard objection or a walked-away deal.

This is for reps and managers who lose deals to their own defensiveness, not to weak positioning. It trades speed for composure — you respond a beat slower, which costs momentum in fast-moving calls. Compared to the Golden Bridge below, this is entirely internal work with no external technique to execute; it's the precondition that makes every other step in the book usable.

2. The Golden Bridge

Ranked second because it is the book's answer to closing without pressure: instead of pushing the other side toward yes, Ury argues you build them a bridge by addressing their unmet interests, involving them in shaping the outcome, and helping them save face. It directly maps onto sales negotiation, where a prospect's stalling often hides an interest the rep never surfaced.

This fits sales leaders negotiating final terms with a hesitant buyer, not cold prospecting. It trades the satisfaction of a hard-won concession for a slower, interest-based close that the buyer feels ownership over. Where Go to the Balcony governs the negotiator's own state, the Golden Bridge is the concrete outward technique — the first tactic in the book you actually perform on the other party.

3. Reframing Technique

Third because reframing is Ury's core move for handling a rejected offer: rather than rejecting the rejection, you treat every position the other side states as one possible way to meet an underlying interest, then redirect the conversation toward that interest. Ury illustrates this with hostage negotiators and hard-line business counterparts alike, showing it works under real pressure.

It suits sales leaders coaching reps through stalled negotiations where the buyer keeps repeating the same objection. The trade-off is patience — reframing takes more conversational turns than simply countering. Compared to the Golden Bridge, reframing happens earlier in a stuck negotiation, loosening a fixed position before there's anything to build a bridge toward.

4. Power to Educate

Fourth because it's the book's final step and the one most often misapplied: Ury insists that when the other side won't move, you use power to educate them on the consequences of no deal rather than to escalate or threaten. He distinguishes this sharply from coercion, which he says invites the counterpart to fight back rather than settle.

This applies to sales leaders negotiating with a buyer who has genuine leverage elsewhere, not routine deals. It trades the short-term win of a threat for a longer-term relationship, since Ury notes threats provoke resistance. It's positioned below reframing and the Golden Bridge because Ury presents it as a last resort, used only after the earlier steps have been tried.

5. Step to Their Side

Fifth because it addresses the counterpart's emotion rather than the negotiator's own, which Ury treats as the second barrier after self-reaction: listen actively, acknowledge their point, and agree wherever you honestly can before disagreeing. He frames it as disarming, not conceding, since acknowledgment costs nothing but changes the emotional temperature of the room.

This is for sales leaders facing an openly hostile or defensive buyer early in a negotiation. It trades the urge to correct misinformation immediately for a slower sequence of listening first. It sits just behind Go to the Balcony because Ury sequences it as the second step — you must control your own reaction before you can genuinely step toward theirs.

6. The BATNA Concept

Sixth because Ury uses this best-alternative-to-a-negotiated-agreement concept, carried over from his earlier work with Roger Fisher, as the practical yardstick for every choice in the book: know your walk-away option before you negotiate, so power to educate or reframing decisions are grounded in real leverage rather than bluff. It's referenced throughout rather than treated as a standalone step.

This suits sales leaders training reps to know their floor before a renewal or pricing negotiation. It trades improvisational flexibility for upfront preparation time. Unlike the five sequential steps above, BATNA isn't a move you make mid-conversation — it's the analysis that should already be done before the balcony moment even starts.

7. Negotiation Jujitsu

Seventh because Ury coined this term specifically for sidestepping an opponent's attack rather than meeting force with force: when the other side pushes hard, argues, or asserts their position aggressively, jujitsu means not resisting directly but redirecting their energy toward the problem, often through questions instead of counterarguments.

This fits sales leaders dealing with an aggressive procurement counterpart who attacks price or terms directly. It trades the momentary satisfaction of pushing back for a redirection that takes practice to execute smoothly. It ranks below stepping to their side and reframing because Ury presents jujitsu as the umbrella technique those two moves execute in practice.

8. The Why-Not Technique

Eighth because Ury highlights asking open questions like why and why not as a specific tool for surfacing the interests behind a stated position, turning a flat refusal into information the negotiator can act on. He pairs it with silence after asking, letting the other side fill the gap rather than rushing to answer for them.

This is for sales leaders coaching reps who talk past objections instead of interrogating them. It trades a scripted pitch flow for a slower, question-led exchange. Compared to reframing above, this is a narrower conversational tactic — one specific question type — rather than the broader reframing mindset it feeds into.

9. Active Acknowledgment

Ninth because Ury treats acknowledging the other side's point, without necessarily agreeing with it, as a low-cost de-escalation tool distinct from full agreement: paraphrasing their position back to them signals they've been heard, which he notes lowers defensiveness before any substantive counterpoint is offered.

This suits sales leaders and reps in early-stage discovery calls where a prospect is skeptical or defensive. It trades a faster path to pitching for extra time spent confirming understanding first. It ranks below Step to Their Side because it's a component technique within that broader step rather than a standalone strategy of its own.

10. Five Barriers Framework

Tenth because this is the book's organizing structure rather than an individual tactic: Ury names five barriers to agreement — your own reaction, their emotion, their position, their dissatisfaction, and their power — and maps each of the five steps above directly onto overcoming one barrier, giving the whole book its sequence.

This is most useful for sales leaders building internal training curricula who need the full model rather than one isolated technique. It trades the immediacy of a single tactic for the effort of learning all five barriers together. It ranks last here only because, as the scaffolding, it's less directly actionable in a single live negotiation than the specific steps above.

How we ranked these

Each takeaway was weighted by three factors: fidelity to Ury's five-step breakthrough strategy (don't react, disarm, reframe, build a golden bridge, use power to educate), evidence of adoption in enterprise sales-training curricula since the book's 1991 release, and direct applicability to 2027 buying-committee dynamics, where procurement, legal, and AI-assisted vendor scoring routinely stall deals. Takeaways that translated into usable call language outranked abstract theory.

Deliberately excluded: Ury's non-sales case studies (hostage negotiations, labor strikes, international diplomacy), which illustrate the framework but don't map to quota-carrying reps; overlap with Getting to Yes, the earlier Fisher-Ury book covering principled negotiation basics already well-known to sales leaders; and dated 1990s references the current edition retains. The goal was ten ideas a sales leader can apply this quarter, not a full literature review of Ury's career.

FAQ

Who wrote Getting Past No and when was it published?

William Ury, co-founder of Harvard's Program on Negotiation, wrote Getting Past No: Negotiating in Difficult Situations, first published in 1991 by Bantam Books. Ury co-authored the earlier bestseller Getting to Yes with Roger Fisher. Getting Past No expanded on that work by focusing specifically on negotiating with people who are hostile, entrenched, or refuse to negotiate cooperatively at all.

What is the main idea of Getting Past No?

The book argues that when a counterpart says no, refuses to engage, or acts hostile, the negotiator's job is to change the game rather than fight harder or give in. Ury's five-step breakthrough strategy, controlling your reaction, disarming emotion, reframing positions, building an easy path to yes, and using power to educate, turns resistance into cooperation without confrontation.

Is Getting Past No still relevant for modern sales teams?

Yes. The interpersonal patterns Ury describes, stalling, blame-shifting, fixed positions, emotional reactivity, appear constantly in enterprise sales cycles, especially with longer buying committees and risk-averse procurement common in 2027. Sales trainers continue to cite the book because its tactics address human behavior rather than a specific selling technology, keeping them applicable regardless of how deals are sourced or scored.

What is the difference between positions and interests in Ury's framework?

A position is what someone says they want, like a specific price or contract term. An interest is the underlying need driving that position, such as budget constraints, internal risk, or a need to look good to their boss. Ury argues negotiators get stuck when they argue over positions; breakthroughs happen when they uncover and address the interests underneath instead.

How long is Getting Past No and is it an easy read?

The book runs roughly 200 pages and is written in plain, example-driven language rather than academic negotiation theory. It's structured around the five-step breakthrough strategy, with short chapters and real dialogue examples illustrating each step. Most readers, including sales professionals without a negotiation background, can finish it in a few sittings and start applying individual tactics immediately.

Does Getting Past No require both sides to want to negotiate?

No, that's the book's core premise. Ury designed the framework specifically for situations where the other side refuses to negotiate, attacks, or stonewalls. Unlike cooperative negotiation models that assume goodwill on both sides, his approach gives the reader unilateral moves, disarming emotion, reframing, building bridges, that work even when the counterpart has no interest in a fair process.

What industries or professions cite Getting Past No most often?

Beyond sales, the book is widely cited in labor relations, legal mediation, diplomacy, and management training, since its five-step strategy was built from Ury's international conflict-resolution work rather than a single industry. Sales leaders adopted it because objection handling and stalled procurement negotiations closely resemble the entrenched, low-trust scenarios the book was originally written to address.

What is a common misapplication of Getting Past No in sales?

A common mistake is skipping straight to building a golden bridge, offering concessions before disarming the other side's underlying resistance or reframing the actual interests at stake. Ury's steps are sequential for a reason; concessions offered before trust is rebuilt often get pocketed without moving the deal forward, reinforcing the exact stalling pattern the rep was trying to break.

How does the book define a breakthrough in negotiation?

Ury defines a breakthrough not as winning or forcing capitulation, but as changing the negotiation from confrontation to joint problem-solving without the other side even realizing the shift occurred. It happens gradually through the five steps rather than a single dramatic concession. For sales leaders, that reframes a stalled deal's goal from closing harder to methodically removing the resistance blocking agreement.

Sources

flowchart TD S["Best getting past no by william ury"] S --> R0["1. Go to the Balcony"] S --> R1["2. The Golden Bridge"] S --> R2["3. Reframing Technique"] S --> R3["4. Power to Educate"] S --> R4["5. Step to Their Side"]

flowchart LR A["Choosing getting past no by william ury"] --> B{"Budget first?"} B -->|"No"| C["Go to the Balcony"] B -->|"Yes"| D{"Need every feature?"} D -->|"Yes"| E["Power to Educate"] D -->|"No"| F["Five Barriers Framework"]

Related on PULSE

[More getting past no by william ury rankings and buying guides](/knowledge)
[PULSE Tools and calculators](/tools)
[Everything on PULSE RevOps](/)

Download:

## Direct Answer

The 10 best getting past no by william ury are ranked below on measured performance, build quality, price, and how each one actually holds up in daily use rather than how it reads on a spec sheet. Each pick lists what it costs, who it suits, and what it gives up against the one above it, so the list can be read straight down without doubling back.

## 1. Go to the Balcony

This ranks first because Ury built his entire five-step breakthrough strategy on it as step one: before any tactic works, the negotiator must master their own reaction. Ury frames it as a mental habit — stepping back from the table, emotionally and figuratively, to observe the exchange rather than react to it. Sales leaders adopting this gain a repeatable pause before responding to a hard objection or a walked-away deal.

This is for reps and managers who lose deals to their own defensiveness, not to weak positioning. It trades speed for composure — you respond a beat slower, which costs momentum in fast-moving calls. Compared to the Golden Bridge below, this is entirely internal work with no external technique to execute; it's the precondition that makes every other step in the book usable.

## 2. The Golden Bridge

Ranked second because it is the book's answer to closing without pressure: instead of pushing the other side toward yes, Ury argues you build them a bridge by addressing their unmet interests, involving them in shaping the outcome, and helping them save face. It directly maps onto sales negotiation, where a prospect's stalling often hides an interest the rep never surfaced.

This fits sales leaders negotiating final terms with a hesitant buyer, not cold prospecting. It trades the satisfaction of a hard-won concession for a slower, interest-based close that the buyer feels ownership over. Where Go to the Balcony governs the negotiator's own state, the Golden Bridge is the concrete outward technique — the first tactic in the book you actually perform on the other party.

## 3. Reframing Technique

Third because reframing is Ury's core move for handling a rejected offer: rather than rejecting the rejection, you treat every position the other side states as one possible way to meet an underlying interest, then redirect the conversation toward that interest. Ury illustrates this with hostage negotiators and hard-line business counterparts alike, showing it works under real pressure.

It suits sales leaders coaching reps through stalled negotiations where the buyer keeps repeating the same objection. The trade-off is patience — reframing takes more conversational turns than simply countering. Compared to the Golden Bridge, reframing happens earlier in a stuck negotiation, loosening a fixed position before there's anything to build a bridge toward.

## 4. Power to Educate

Fourth because it's the book's final step and the one most often misapplied: Ury insists that when the other side won't move, you use power to educate them on the consequences of no deal rather than to escalate or threaten. He distinguishes this sharply from coercion, which he says invites the counterpart to fight back rather than settle.

This applies to sales leaders negotiating with a buyer who has genuine leverage elsewhere, not routine deals. It trades the short-term win of a threat for a longer-term relationship, since Ury notes threats provoke resistance. It's positioned below reframing and the Golden Bridge because Ury presents it as a last resort, used only after the earlier steps have been tried.

## 5. Step to Their Side

Fifth because it addresses the counterpart's emotion rather than the negotiator's own, which Ury treats as the second barrier after self-reaction: listen actively, acknowledge their point, and agree wherever you honestly can before disagreeing. He frames it as disarming, not conceding, since acknowledgment costs nothing but changes the emotional temperature of the room.

This is for sales leaders facing an openly hostile or defensive buyer early in a negotiation. It trades the urge to correct misinformation immediately for a slower sequence of listening first. It sits just behind Go to the Balcony because Ury sequences it as the second step — you must control your own reaction before you can genuinely step toward theirs.

## 6. The BATNA Concept

Sixth because Ury uses this best-alternative-to-a-negotiated-agreement concept, carried over from his earlier work with Roger Fisher, as the practical yardstick for every choice in the book: know your walk-away option before you negotiate, so power to educate or reframing decisions are grounded in real leverage rather than bluff. It's referenced throughout rather than treated as a standalone step.

This suits sales leaders training reps to know their floor before a renewal or pricing negotiation. It trades improvisational flexibility for upfront preparation time. Unlike the five sequential steps above, BATNA isn't a move you make mid-conversation — it's the analysis that should already be done before the balcony moment even starts.

## 7. Negotiation Jujitsu

Seventh because Ury coined this term specifically for sidestepping an opponent's attack rather than meeting force with force: when the other side pushes hard, argues, or asserts their position aggressively, jujitsu means not resisting directly but redirecting their energy toward the problem, often through questions instead of counterarguments.

This fits sales leaders dealing with an aggressive procurement counterpart who attacks price or terms directly. It trades the momentary satisfaction of pushing back for a redirection that takes practice to execute smoothly. It ranks below stepping to their side and reframing because Ury presents jujitsu as the umbrella technique those two moves execute in practice.

## 8. The Why-Not Technique

Eighth because Ury highlights asking open questions like why and why not as a specific tool for surfacing the interests behind a stated position, turning a flat refusal into information the negotiator can act on. He pairs it with silence after asking, letting the other side fill the gap rather than rushing to answer for them.

This is for sales leaders coaching reps who talk past objections instead of interrogating them. It trades a scripted pitch flow for a slower, question-led exchange. Compared to reframing above, this is a narrower conversational tactic — one specific question type — rather than the broader reframing mindset it feeds into.

## 9. Active Acknowledgment

Ninth because Ury treats acknowledging the other side's point, without necessarily agreeing with it, as a low-cost de-escalation tool distinct from full agreement: paraphrasing their position back to them signals they've been heard, which he notes lowers defensiveness before any substantive counterpoint is offered.

This suits sales leaders and reps in early-stage discovery calls where a prospect is skeptical or defensive. It trades a faster path to pitching for extra time spent confirming understanding first. It ranks below Step to Their Side because it's a component technique within that broader step rather than a standalone strategy of its own.

## 10. Five Barriers Framework

Tenth because this is the book's organizing structure rather than an individual tactic: Ury names five barriers to agreement — your own reaction, their emotion, their position, their dissatisfaction, and their power — and maps each of the five steps above directly onto overcoming one barrier, giving the whole book its sequence.

This is most useful for sales leaders building internal training curricula who need the full model rather than one isolated technique. It trades the immediacy of a single tactic for the effort of learning all five barriers together. It ranks last here only because, as the scaffolding, it's less directly actionable in a single live negotiation than the specific steps above.

## How we ranked these

Each takeaway was weighted by three factors: fidelity to Ury's five-step breakthrough strategy (don't react, disarm, reframe, build a golden bridge, use power to educate), evidence of adoption in enterprise sales-training curricula since the book's 1991 release, and direct applicability to 2027 buying-committee dynamics, where procurement, legal, and AI-assisted vendor scoring routinely stall deals. Takeaways that translated into usable call language outranked abstract theory.

Deliberately excluded: Ury's non-sales case studies (hostage negotiations, labor strikes, international diplomacy), which illustrate the framework but don't map to quota-carrying reps; overlap with Getting to Yes, the earlier Fisher-Ury book covering principled negotiation basics already well-known to sales leaders; and dated 1990s references the current edition retains. The goal was ten ideas a sales leader can apply this quarter, not a full literature review of Ury's career.

```mermaid
flowchart TD
  S["Best getting past no by william ury"]
  S --> R0["1. Go to the Balcony"]
  S --> R1["2. The Golden Bridge"]
  S --> R2["3. Reframing Technique"]
  S --> R3["4. Power to Educate"]
  S --> R4["5. Step to Their Side"]
```

## Related questions

### What is the breakthrough strategy from Getting Past No?

Ury's breakthrough strategy is five sequential moves for negotiating with a resistant counterpart: control your own reaction, disarm the other side's emotion, reframe positions as underlying interests, build a face-saving golden bridge to agreement, and use power only to educate, never to punish. Sales leaders apply it when a prospect stonewalls, forcing genuine listening instead of standard pitch tactics.

### How does going to the balcony apply to a sales call?

Going to the balcony means mentally stepping back from a tense negotiation to observe it objectively before reacting. On a sales call, that means pausing before countering an objection with a discount or rebuttal, and asking a clarifying question instead. Reps who practice this avoid reactive concessions and keep control of pacing, which wins more deals than fast rebuttals do.

### What does building a golden bridge mean for closing deals?

Building a golden bridge means designing an easy, face-saving path for the buyer to say yes, rather than demanding they accept your terms outright. In sales, this looks like offering a pilot, a phased rollout, or a clause the buyer can present internally as their own win. Ury frames concessions as bridges the other side walks across, not surrenders they're forced into.

### How is Getting Past No different from Getting to Yes?

Getting to Yes, Ury's earlier book with Roger Fisher, teaches principled negotiation for cooperative counterparts. Getting Past No addresses the harder case: a counterpart who is hostile, entrenched, or refuses to negotiate at all. That distinction matters because enterprise procurement teams and gatekeepers often behave like the resistant negotiators Ury describes, not the cooperative partners assumed in the first book.

### Why do sales leaders still teach a 1991 negotiation book in 2027?

The tactics Ury describes address human resistance patterns that don't change with technology: stalling, blame, fixed positions, and emotional reactivity. In 2027, longer buying committees and AI-driven procurement scoring have made stalling more common, so reps still need a repeatable way to disarm objections and reframe stuck negotiations rather than escalating discounts or pressure tactics that erode margin.

### What is use power to educate and how do reps use it?

Ury's fifth step says power should demonstrate the cost of no agreement, not threaten or punish the other side. A rep might share a competitor's case study showing what delay actually cost them, letting the prospect draw their own conclusion. This contrasts with pressure closes; the goal is the buyer choosing to move forward because the alternative now looks clearly worse.

### How does Ury's method handle a prospect who won't return calls?

Ury treats silence as a form of no that reflects unaddressed interests, not rejection of the deal itself. Instead of repeated follow-ups, his method suggests reframing outreach around the prospect's likely underlying concern, such as budget timing or internal risk, and offering a low-commitment next step. That reframe often reopens a stalled conversation faster than persistence alone.

### Can this negotiation framework work in a one-call-close sales motion?

Partially. Ury's framework assumes some back-and-forth, so it fits multi-touch B2B sales better than a single transactional call. Reps in fast-cycle motions can still borrow individual pieces, like disarming an objection before countering it, but the full five-step sequence needs enough time for reframing and bridge-building, which a one-call close often doesn't allow.

## FAQ

**Who wrote Getting Past No and when was it published?**

William Ury, co-founder of Harvard's Program on Negotiation, wrote Getting Past No: Negotiating in Difficult Situations, first published in 1991 by Bantam Books. Ury co-authored the earlier bestseller Getting to Yes with Roger Fisher. Getting Past No expanded on that work by focusing specifically on negotiating with people who are hostile, entrenched, or refuse to negotiate cooperatively at all.

**What is the main idea of Getting Past No?**

The book argues that when a counterpart says no, refuses to engage, or acts hostile, the negotiator's job is to change the game rather than fight harder or give in. Ury's five-step breakthrough strategy, controlling your reaction, disarming emotion, reframing positions, building an easy path to yes, and using power to educate, turns resistance into cooperation without confrontation.

**Is Getting Past No still relevant for modern sales teams?**

Yes. The interpersonal patterns Ury describes, stalling, blame-shifting, fixed positions, emotional reactivity, appear constantly in enterprise sales cycles, especially with longer buying committees and risk-averse procurement common in 2027. Sales trainers continue to cite the book because its tactics address human behavior rather than a specific selling technology, keeping them applicable regardless of how deals are sourced or scored.

**What is the difference between positions and interests in Ury's framework?**

A position is what someone says they want, like a specific price or contract term. An interest is the underlying need driving that position, such as budget constraints, internal risk, or a need to look good to their boss. Ury argues negotiators get stuck when they argue over positions; breakthroughs happen when they uncover and address the interests underneath instead.

**How long is Getting Past No and is it an easy read?**

The book runs roughly 200 pages and is written in plain, example-driven language rather than academic negotiation theory. It's structured around the five-step breakthrough strategy, with short chapters and real dialogue examples illustrating each step. Most readers, including sales professionals without a negotiation background, can finish it in a few sittings and start applying individual tactics immediately.

**Does Getting Past No require both sides to want to negotiate?**

No, that's the book's core premise. Ury designed the framework specifically for situations where the other side refuses to negotiate, attacks, or stonewalls. Unlike cooperative negotiation models that assume goodwill on both sides, his approach gives the reader unilateral moves, disarming emotion, reframing, building bridges, that work even when the counterpart has no interest in a fair process.

**What industries or professions cite Getting Past No most often?**

Beyond sales, the book is widely cited in labor relations, legal mediation, diplomacy, and management training, since its five-step strategy was built from Ury's international conflict-resolution work rather than a single industry. Sales leaders adopted it because objection handling and stalled procurement negotiations closely resemble the entrenched, low-trust scenarios the book was originally written to address.

**What is a common misapplication of Getting Past No in sales?**

A common mistake is skipping straight to building a golden bridge, offering concessions before disarming the other side's underlying resistance or reframing the actual interests at stake. Ury's steps are sequential for a reason; concessions offered before trust is rebuilt often get pocketed without moving the deal forward, reinforcing the exact stalling pattern the rep was trying to break.

**How does the book define a breakthrough in negotiation?**

Ury defines a breakthrough not as winning or forcing capitulation, but as changing the negotiation from confrontation to joint problem-solving without the other side even realizing the shift occurred. It happens gradually through the five steps rather than a single dramatic concession. For sales leaders, that reframes a stalled deal's goal from closing harder to methodically removing the resistance blocking agreement.

```mermaid
flowchart LR
  A["Choosing getting past no by william ury"] --> B{"Budget first?"}
  B -->|"No"| C["Go to the Balcony"]
  B -->|"Yes"| D{"Need every feature?"}
  D -->|"Yes"| E["Power to Educate"]
  D -->|"No"| F["Five Barriers Framework"]
```

## Sources

- https://en.wikipedia.org/wiki/William_Ury
- https://en.wikipedia.org/wiki/Getting_to_Yes
- https://www.pon.harvard.edu/tag/william-ury/
- https://www.goodreads.com/book/show/13611.Getting_Past_No
- https://www.mindtools.com/pages/article/negotiation-skills.htm
- https://hbr.org/topic/negotiating

## Related on PULSE

- [More getting past no by william ury rankings and buying guides](/knowledge)
- [PULSE Tools and calculators](/tools)
- [Everything on PULSE RevOps](/)

Was this helpful?

⌬ Apply this in PULSE

Pulse CheckScore reps on the metrics that matter

Kory White

Getting Past No by William Ury — Top 10 Key Takeaways for Sales Leaders in 2027

1. Go to the Balcony

2. The Golden Bridge

3. Reframing Technique

4. Power to Educate

5. Step to Their Side

6. The BATNA Concept

7. Negotiation Jujitsu

8. The Why-Not Technique

9. Active Acknowledgment

10. Five Barriers Framework

How we ranked these

Related questions

What is the breakthrough strategy from Getting Past No?

How does going to the balcony apply to a sales call?

What does building a golden bridge mean for closing deals?

How is Getting Past No different from Getting to Yes?

Why do sales leaders still teach a 1991 negotiation book in 2027?

What is use power to educate and how do reps use it?

How does Ury's method handle a prospect who won't return calls?

Can this negotiation framework work in a one-call-close sales motion?

FAQ

Sources

Related on PULSE

Two scores — Gate vs IQ