Executive coaching is an intervention that organizations often use to enhance managers' opportunities, develop skills, promote knowledge and reflectivity, as well as improve overall performance. An effective working relationship has been considered a necessary condition for the success of executive coaching. Thus, the present study aimed to explore the coaching relationship formulated among five coach–coachee dyads using the 3+1Cs (closeness, commitment, complementarity and co-orientation) relationship model. Qualitative data obtained via semistructured interviews were content analyzed. Analysis revealed the importance of closeness as defined in terms of mutual trust and respect, commitment in terms of developing a partnership that is thought to be close and lasting, as well as willing and motivating, and complementarity in terms of working well together while understanding the specific roles each has to take. Moreover, the analysis highlighted that open channels of communication forged a degree of feeling and being cooriented in terms of viewing the relationship and the broader issues associated with it. The findings highlighted the central role of the coaching relationship while its quality and nature was effectively discerned using the 3+1Cs model.