Executive coaching is popular among high-performing top executives. Receiving executive coaching has become a status symbol, and is no longer considered to stigmatize the executive as having problems. However, high-performing executives derail at a high rate, and a major cause is the derailer’s flaws and weaknesses. Feedback seems to help executives prevent derailment, however; being lonely at the top, they rarely receive honest feedback. Executive coaching assumes feedback as part of its process, and yet not much discussion occurs regarding the feedback itself in the coaching literature. This paper investigates feedback by reviewing selected literature, and proposes a four-way nexus perspective on feedback in executive coaching that enhances and strengthens coaching effectiveness to the benefit of executives, executive coaches and organizations.