Action Selling open enrollment sales training workshops run four more times in 2026: September 1-2, October 6-7, November 3-4, and December 1-2. Each runs two days and books seat by seat, so there is no minimum team size. Reserve a seat below, and bring a colleague on the same booking at a reduced rate.
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Four open enrollment workshops remain on the 2026 calendar. Each is a two-day session, and each takes individual bookings, so you can send one person or six without waiting to fill a private cohort.
These are explicit dates rather than a monthly rule: one 2026 session moved into the second week, so plan a quarter around the date on this list and not around a pattern.
Most sales training is graded on whether people enjoyed it. This one is graded on whether five specific skills move.
Action Selling scores selling on five skills: Relationship, Call Objective, Questioning, Presentation, and Commitment. They are sequential, and they are load-bearing in that order. A rep with a weak Call Objective cannot question well, because there is nothing to question toward. A rep who never earned the Relationship cannot ask the questions that would have made the Presentation land. Which is why a team that is losing at Commitment is very rarely losing at Commitment.
The two days work each skill in turn, in that sequence, and the practice is live rather than theoretical. Attendees bring real, currently open opportunities into the room and rebuild their approach to them. The output is not a certificate and a binder. It is a rewritten call plan for the deals a rep is actually going to work the week after.
That structure is also why the workshop pairs naturally with the Selling Skills Assessment. The assessment gives a rep a benchmark score on the same five skills in about twenty minutes, before they walk in. Arriving knowing which of the five is the weak one turns two days of general improvement into two days aimed at one thing.
Each block of the workshop maps to a skill and to a concrete, observable behavior change. This is the map, module to skill to what a manager should be able to see afterwards.
All five skills sit on top of the Five Buying Decisions: a buyer decides on the salesperson, the company, the product, the price, and the timing, in that order. Price is the fourth decision, not the first, and reps who work the decisions in sequence spend far less of their year negotiating.
| Skill | What the block works on | What a manager should see afterwards |
|---|---|---|
| Relationship | Earning the right to a real conversation rather than a tolerated one | Reps stop opening with their own agenda; buyers volunteer context they did not before |
| Call Objective | Deciding, before the call, which commitment the call is for | Every forecast meeting has a stated next commitment attached to it |
| Questioning | Getting the buyer to state the cost of the problem in their own numbers | Discovery notes carry the buyer's figures, not the rep's assumptions |
| Presentation | Differentiating at three levels: yourself, your company, your solution | Fewer price objections, because the buyer can name the difference |
| Commitment | Asking for and confirming the advance, then closing the loop | Objections resolve in the room instead of resurfacing at contract time |
The open workshop exists for the teams a private cohort does not fit.
If you have three sellers, you are not going to fill a private session, and you should not have to wait until you can. One booking, one seat.
This is the most common open-workshop booking we see. The veterans went through the system; the new starter did not, and is now quietly working a different process to everyone else. A seat closes that gap in two days rather than over two years of osmosis.
Sending yourself first is the cheapest possible due diligence on a training decision. You see the content, the room, and the practice format before you put a budget behind it.
A manager who has not been through the workshop cannot reinforce it afterwards, and reinforcement is the whole difference between a trained team and a team that was trained once.
A seat covers the full two days of instruction, the practice and coaching blocks, and the participant materials used in the room. Pricing, the colleague rate, and the cancellation and transfer terms are confirmed on the booking form, because they can differ between cohorts and we would rather they be right than be prose.
What we will say plainly is how to think about the number. A workshop seat is priced per person, which means it is the only way to buy Action Selling that does not require a team-sized commitment. Compare it against the two real alternatives. One is doing nothing, which has a cost you can calculate: take the deals your team lost last quarter on price alone and ask what a single recovered one is worth. The other is a private team workshop, which is better value per head once you have enough heads, and worse value if you do not.
If the finance conversation is the blocker rather than the fit, say so on the booking form. There is usually a path, and it is a shorter conversation than most people expect.
Booking a seat is four steps, and the whole thing is designed to take a few minutes rather than a procurement cycle.
Choose one of the published sessions. Attendee name and email are needed, not just the buyer's, because pre-workshop materials go to the attendee.
Attendee details, plus any colleague on the same booking so the colleague rate applies once rather than twice.
Written confirmation naming the attendee and the date.
Take the Selling Skills Assessment for a benchmark on the five skills, and bring three genuinely open opportunities.
If you need an invoice, a purchase order, or a specific billing arrangement, note it on the booking form and we will handle it.
Send two people instead of one. It costs less per seat, and it works better.
The less obvious half of that is the reason we push it. A skill learned alone decays. A rep who comes back to a team that does not share the vocabulary has to translate everything they learned into the language of a process nobody else changed, and within a quarter they have quietly reverted. Two people from the same team come back with a shared vocabulary, a shared call-plan format, and someone to practice against. The second seat is not a discount on training. It is the thing that makes the first seat survive contact with the calendar.
| Pairing | Why it works |
|---|---|
| A rep and their manager | The rep learns the skill, the manager learns what good looks like well enough to coach it, which is what stops the ninety-day decay. |
| Two reps sharing a territory or segment | They will run the same plays against the same buyer type and can practice against each other. |
The colleague rate is applied on the booking, and the invitation is transferable within your company if the person you had in mind cannot make the date.
Seats are limited by the practice work rather than by policy, because rehearsing against your own open deals needs a room small enough for everyone to get coached.
Reserve your seatBoth teach the same system. They are not interchangeable, and picking wrong is the most common way this decision goes badly.
Take the open workshop when you are sending one to a handful of people, when you want to evaluate the system before committing a budget, when a new hire needs to catch up to a team that is already trained, or when the date matters more than the customization. You book against a published date and you go.
Commission a private workshop when you are training a whole team, when the practice work needs to run against your actual product and your actual buyer, or when you want the manager coaching cadence built around your existing pipeline reviews. A private cohort can be shaped around your sales process in a way an open room cannot, and per head it gets cheaper the more people you send.
The honest rule of thumb: below a handful of people, the open workshop wins on both cost and speed. Above a team's worth, the private workshop wins on both fit and cost per head. If you are in between, book one open seat, see it, then decide. That is a better use of two days than a discovery call.
Here is the failure mode we would rather warn you about than sell around. A team does a workshop. Everyone nods at the framework. Ninety days later they are selling exactly as they did before.
That is not a content failure. It is a reinforcement failure. Selling is a skill, not knowledge, and skills decay without practice and coaching. A two-day workshop with nothing after it produces a temporary lift and a permanent belief that training does not work.
So the two days are the start of the system, not the whole of it. What follows matters more: manager coaching cadences, a repeat of the skills assessment to see which of the five actually moved, and practice that continues after the room empties. If you take one thing off this page other than a date, take this: decide who is going to coach it before you book the seat. If the answer is nobody, book the manager into the same session and make it someone.
This is also the strongest argument for the colleague rate. Two people from one team is the minimum viable reinforcement unit.
Four open enrollment workshops remain in 2026: September 1 to 2, October 6 to 7, November 3 to 4, and December 1 to 2. Each runs two days and accepts individual bookings, so there is no minimum team size. The open workshop usually falls early in the month, but dates have shifted before, so book against the published date.
Open workshop seats are priced per person, which makes them the only way to buy Action Selling without a team-sized commitment. The current seat price, the reduced colleague rate, and the cancellation and transfer terms are confirmed on the booking form, because they can differ between cohorts. Private team workshops are quoted separately and get cheaper per head as headcount rises.
Two days. Every remaining open enrollment session in 2026 runs across two consecutive days. The time is split between instruction on the five selling skills and live practice, where attendees rebuild their approach to deals that are currently open in their own pipeline rather than to case studies.
Same system, different fit. An open workshop runs on a published date, takes individual bookings, and suits one to a handful of people. A private workshop trains a whole team, and the practice work is built around your actual product, buyers, and sales process. Below a handful of people the open workshop wins on cost and speed; above a team's worth, the private one does.
Yes. That is what open enrollment is for. Seats are sold individually, so you do not need to fill a cohort or commit a team budget. The most common single booking is a new hire joining a team that is already trained and is quietly working a different process to everyone around them.
Five things, one per skill: earn a real conversation rather than a tolerated one, set a specific commitment as the objective of every call, get the buyer to state the cost of the problem in their own numbers, differentiate at three levels so price is not the only comparison left, and ask for and confirm the advance before it resurfaces at contract time.
Yes. A colleague can be added to the same booking at a reduced rate, and the invitation is transferable within your company if your first choice cannot make the date. The reason to use it is not only cost. A rep who trains alone reverts to the team's existing habits within a quarter, so two people from one team is the minimum that actually sticks.
The scheduled 2026 open workshops are Action Selling, and we are not going to attach a version number we cannot stand behind. If the version matters to your decision, for example because you are recertifying a team that trained on an earlier release, ask on the booking form and you will get a straight answer about the specific cohort you are looking at.
You get a written confirmation naming the attendee and the date. Before the workshop, take the Selling Skills Assessment for a benchmark on the five skills and bring three genuinely open opportunities with you. Attendees who arrive with live deals and a score get materially more out of the two days than attendees who arrive with a notebook.