This article explores the difference between executive coaching and mentoring. It argues that the boundary between the two is more blurred than is sometimes suggested. I n order to do this the article draws on a range of literature in order to examine aspects of coaching and mentoring behaviour. The paper goes on to argue that coachees value behaviours which are more often associated with mentoring than coaching, such as sector knowledge and an understanding of leadership dilemmas. It is often claimed that the mentor brings career and business knowledge, while the coach is free from this clutter and brings a more independent perspective. This article challenges this view.