Objectives:There is a lack of research on the coaching relationship (O’Broin & Palmer, 2006a). The current paper will present the findings from a qualitativstudy that explored experiences of workplace coaching including the coaching relationship.Design:The study adopted a qualitative design and the data was analysed by Interpretative Phenomenological Analysis (Smith, Jaraman, & Osborn, 1999).Methods:Nine participants, from two large organisations, were interviewed about their experiences of coaching.Results:‘The coaching relationship’ was identified as a main theme which, in turn, comprised of three sub-themes; valuable coaching relationship; trust; and transparency. These themes highlighted that the coaching relationship was very valuablefor the participants and that this relationship was dependent on trust and improved by transparency.Conclusions:It was concluded that it is important that coaches are aware of, and are working with, the coaching relationship. Nevertheless, the participants also highlighted that the relationship was not the only factor that made coaching useful. Working towards goals and improving performance were also valuable components of the coaching. It was, therefore, suggested that coaching may be most beneficial if it incorporates a number of components, including a focus on the relationship.