Executive coaching (EC) outcome studies generally return positive findings. Effects include better work performance, greater self-efficacy and improved well-being. Most primary studies address only short-term effects of EC. Reliance on short-term outcome measures, however, neglects effects emergent after a latency period as well as long-term effects. The present study used the experience of 40 managers who received EC at different times in their careers, ranging from 2-15 years prior to data collection. Participants were told that the research concerned all aspects of their development as managers; the specific interest in EC was not divulged in order to minimise potential bias for or against coaching. Data were analysed using the methods of grounded theory, with the aim of generating theory to explain ‘what’s happening in the data’.