ABSTRACT
The head of diversity, equity, inclusion, and Belonging (DEIB) for a large construction company ended up coaching a white man who blamed DEIB metrics for a recent failure to be promoted. The coach's understanding of the coaching client's white fragility, “a state in which even a minimum amount of racial stress becomes intolerable” (DiAngelo, 2011), made the situation challenging, leading to a decision to firmly stick with a coaching approach in an attempt to resolve the issue.
