Agile Coaching and Facilitation Workshop

Effective Agile coaching is actually very difficult. The good news is that it can be learned by receiving some competent teaching, combined with some substantial direct experience.

This is a 1-day workshop where you learn by doing, by observing, by discussing, by listening, and by actively participating. This is not an authoritative presentation of the work and/or research of others. It’s not a survey of the literature. It’s not a book report. It’s not a curation of what’s currently out there.

This is not coaching material that appears in any book. It’s not a rehash of what the instructor learned from a workshop, or from reading those books last month. The lessons you learn in this workshop are from 8 years of direct experience searching for, discovering and confirming what actually works. Your facilitator has over 10,000 hours of Agile coaching and facilitation experience. RECENT experience. In this 1-day workshop, you are the direct beneficiary of this work.

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Here is a partial list of Agile consulting & coaching engagements, from which this material was gleaned over a period of 8++ years:

  • 3M
  • Aetna Life & Casualty
  • CIDC- Boston MA
  • DentaQuest- Boston MA
  • Grass Valley Video
  • Inovalon
  • Kronos Corporation
  • MasterCam
  • MetraTech
  • Oxford Corporation
  • PlatformQ
  • QPID Health
  • Sealed Air
  • SIKORSKY Aircraft
  • Stanley Associates
  • State of Wisconsin- Dept of Workforce Development
  • Streambase
  • SUNGARD Financial
  • The Hartford Insurance Company- Farmington CT
  • Tymetrix
  • Zappos Insights


The Class

The class consists of 60 essential, important lessons. When these lessons are  integrated into your coaching work, they can and will help you be far more effective than you currently think you can be. This workshop moves the needle for you.

Who Benefits Most from Attendance?

  • In-house Agile leads, team-level Scrum Masters and facilitators
  • People coming into Agile coaching from related disciplines such as sociology, organizational development, life-coaching, and the facilitation arts
  • Those considering a career in independent, “solo-preneur” Agile coaching
  • Open Space facilitators
  • Software professionals who have some experience working inside Agile teams, and want to consider a career-pivot into Agile coaching fulltime
  • Anyone who wants to understand the dynamics, concepts and facilities of the Agile coaching profession



Seating is limited to 16 participants and this workshop includes lunch, several books, and the experience itself. It also includes 30 days of support by email and membership in an online group of alumni.

Regarding pricing: The first 3 “early bird” tickets are priced lower to encourage your early commitment to this course.

Most of the lessons are focused on how you interact with teams and executives. The language and approach is very different for these two audiences, and in this course you will learn how to be more effective doing both.

Techniques used in this class for facilitating learning include:

  • Role play (as coach, as executive, as team members)
  • Writing
  • Listening
  • Group-experiential exercises
  • Videos
  • Individual-experiential exercises

Each student receives a student kit and several books. This is NOT a Powerpoint slide presentation and you can absolutely, positively expect a very full day of learning




I coach executives and teams in how to get rapid, effective and lasting improvement. I coach agile, Scrum, sociocracy, the Core Protocols. Open Space. If you are looking for excellent agile/Scrum training programs, you just found them.

I also do a lot of public speaking about teams, teamwork and how to create lasting Agile adoptions. If you are looking for a keynote speaker on teamwork and collaboration, I can help you.

My book The Culture Game is a tutorial and reference guide for encouraging team learning, built upon my experiences teaching and coaching over 100 agile software teams since 2007. I am a management consultant. I do practical research and write about about the relationship between team learning, game mechanics and culture.

Quick 100-word Bio:

DANIEL MEZICK is an author, executive and Agile coach,and  keynote speaker. He is the formulator of OpenSpace Agility, a technique for creating rapid and lasting enterprise agility. He is the author of THE CULTURE GAME, a book describing sixteen patterns of group behavior that help make any team smarter. The book is based on five years of experience coaching 119 Agile teams across 25 different organizations. Daniel’s client list includes CapitalOne, INTUIT, Zappos Insights, CIGNA, SEIMENS Healthcare, Harvard University and many smaller enterprises. Learn more and contact Daniel at


You might want to watch this 20-minute video to get a sense of my style and expertise:

Effective Agile Adoption with Open Space: An interview on INFOQ.COM:

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Length: 20 minutes.  video link



  • Software development- what if you are new to it?
  • Marketing and sales of your services- how to do it
  • In-house Agile champions- how far can they go?
  • Tools of the trade



Lesson 01: Signal That You Have No Authority

Lesson 02: Positioning Is Signaling

Lesson 03: Use Your Body When Facilitating

Lesson 04: Self-Organization Is Self-Management

Lesson 05: Self-Management is Authority-Distribution-By-Consent

Lesson 06: Your Authoritative Style Kills Self-Organization

Lesson 07: Invite Facilitation

Lesson 08: Practices Change, Principles Don’t

Lesson 09: Start in Open Space

Lesson 10: Open Space Tells The Story

Lesson 11: Encourage Executives to Encourage Experimentation

Lesson 12: I Want To Write The Story (and be IN the story…)

Lesson 13: When They Say No, Reduce the Ask By Half

Lesson 20: End in Open Space

Lesson 21: Most (Group) Behavior is Unconscious

Lesson 22: Read SPIRIT by Harrison Own. ALL of it

Lesson 23: All Learning is Change. Most Change is Grief

Lesson 24: Without a Coherent Story, Liminality Reigns

Lesson 25: Human Culture Abhors a Storytelling Vacuum

Lesson 26: Most Problems Are Problems with Authorization

Lesson 27: Only the Engaged Can Actively Self-Manage

Lesson 28: Forget Everything They Tell You on the Phone

Lesson 29: If It Works Small, It Might Work Big

Lesson 30: Use Invitation To Create Engagement

Lesson 31: Every KPI You Are Measuring Depends on Engaged Human Beings Who Actually Give a Damn

Lesson 32: The Authoritative Mandate of Specific Agile Practices Routinely Switches Them Off

Lesson 33: Don’t Say “Self Organization” to Executives, Say “High Performance” Instead

Lesson 34: Don’t Say “Play” to Executives, Say “Experimentation” Instead

Lesson 35: Nurture an Emerging Culture of “Committed Experimentation”

Lesson 36: Announce The Date You Are LEAVING

Lesson 37: Make the Cultural Advantages of Facilitation Blatantly Obvious

Lesson 38: Never Facilitate An Open Space Meeting

Lesson 39: Sharpen Your Rhetoric

Lesson 40: Teach Them Everything You Currently Know, But Be Discerning In Terms Of When, What and Who

Lesson 41: Embody The Spirit of Open Space

Lesson 42: Agile Adoption Is Very Triggering For Participants- Gird Your Loins

Lesson 43: Pay Attention to the Anxiety Iceberg

Lesson 44: Worried People Can’t Learn

Lesson 45: Be Predictable and Reliable

Lesson 46: Deliver Control, Progress, and Belonging

Lesson 47: Facilitators Must Be Authorized

Lesson 48: Let The Lessons from Open Space Guide You

Lesson 49: Attend a Group Relations Conference

Lesson 50: What No One Wants To Admit… About Open Space

Lesson 51: Never Win an Argument

Lesson 52: Reduce the Coaching Days

Lesson 53: Shut The Door

Lesson 54: Your Presence Cannot Trigger The Transformation, Only Your ABSENCE Can Do That

Lesson 55: Teach Them To Sit With It

Lesson 56: Let The Culture Take Care of It

Lesson 57: Everybody Knows

Lesson 58: Effective Use of The Silent Treatment

Lesson 59: Less is More

Lesson 60: Vacate the Circle