Values sensitive coaching: The DELTA approach to coaching culturally diverse executives.

What Does an Executive Coaching Intervention Add Beyond Facilitated Multisource Feedback? Effects on Leader Self‐Ratings and Perceived Effectiveness

“…For example, future research should test the combination of feedback workshops and executive coaching in cross-cultural contexts (e.g., with leaders in multinational corporations). Based on recent developments in this domain (e.g., see Coultas, Bedwell, Burke, & Salas, 2011), we would predict stronger incremental effects of executive coaching when coaching affords a unique opportunity to enhance the cultural sensitivity of leader development activities. Alternatively, group-based interventions are less easily tailored in this manner and therefore may be less effective when used with a culturally diverse group of leaders.…”

Leading Global Teams

“…Referring to feedback intervention theory, Coultas, Bedwell, Burke, and Salas ( 2011 ) suggested that the most effective way to deliver feedback in feedback-averse cultures would be to place a positive focus on what skills might be further developed rather than weaknesses: "This suggests that the tenets of feedback intervention theory are likely even more salient in these cultures since inappropriate feedback is more likely to be perceived as personally offensive rather than generally instructive" (p. 155). When working with Japanese professionals, both Hoppe and Peterson mention the tried and true method of more direct feedback through tsuikiai , the after work drinking ritual in Japan where employees can give more direct feedback after several drinks, and apologize the next day.…”

“…While recognizing that cultural differences are important, DeLay and Dalton ( 2006 ), Coultas et al ( 2011 ), Rosinski and Abbott ( 2006 ) all cautioned that a coach must be careful not to overgeneralize based on culture. Coultas et al ( 2011 ) urged coaches to avoid the ecological fallacy of making the assumption that everyone from a country will act in a specifi c way.…”

“…Coultas et al ( 2011 ) urged coaches to avoid the ecological fallacy of making the assumption that everyone from a country will act in a specifi c way. In coaching across cultures, it is important to respect the person's individuality, regardless of whether he or she is from a more individualistic or collectivistic culture: individuals are not national cultures.…”

Global Leadership to Transform the World

“…After our focal article was written, the DELTA model was introduced as an approach for coaches to work with, motivate, and develop culturally diverse executives (Coultas, Bedwell, Burke, & Salas, 2011). DELTA is an acronym for determining cultural values, employing typical coaching techniques, looking and listening for motivational needs and deficiencies, tailoring coaching techniques to motivational needs and cultural values, and assessing the effectiveness of the approaches used.…”