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The “Call” of Coaching: Making an Impact

Episode #1024: Explore the “call” of coaching with new insights shared by Lane Monson, an executive impact coach, personal strategist, founder of Platinum Circle Coaching and CEO of ETX-Med, who also formerly served as the Vice President of Oracle, Global Senior Vice President of Infor Global Solutions, and CEO of Aviacode. Topics discussed include the influence previous experiences have on executives today, the context behind The Leadership Circle, and asking questions using instinct.

About Lane Monson

Lane Monson is an executive impact coach, personal strategist, founder of Platinum Circle Coaching and CEO of ETX-Med, who also formerly served as the Vice President of Oracle, Global Senior Vice President of Infor Global Solutions, and CEO of Aviacode. Through these leadership positions, Lane developed an interest in the Leadership Circle and Habit Finder Group. The years of experience and success as a CEO and vice president, along with the knowledge of the Leadership Circle and the Habit Finder Group have made Lane a highly impactful executive impact coach today.

Lane’s core values are leadership, prosperity, and compassion. In his work, Lane strives to help others maximize the use of their gifts and skills by helping people overcome their limiting beliefs through connection, influence, encouragement, and healing.

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Key highlights

Golf, life, and leadership

Timestamp 01:09

Lane Monson shares his love for golf and the parallels that he sees between golf, life, and leadership. He compares the moment that golfers hit the golf ball off the tee to the risk of starting businesses and making decisions. He states that “you’re not quite sure where it’s going to go, but wherever it lands, that’s where you have to play it… You start down the path… but it rarely turns out exactly…” how you would predict. He also shares the etiquette of golf and the aspect of respect that is shared within the golfing community with an example of Hideki Matsuyama’s respect for the course he just played. Severin relates to Lane’s perspective and shares a story of how he learned more about a candidate that he had for a client’s company. In his example, the behavior of the candidate gave Severin additional insight to his habits and behavior, which directly affected the decisions of both the client and Severin.

Lane’s first executive coach

Timestamp 07:11

Lane shares that his parents were direct influences on his career as an executive coach. He states that “a lot of people have heard me call my mother, my first executive coach.” He shares how his mother was “always working on improving herself” by reading books and “becoming stronger.” In the same way his father was a successful “leader at IBM Corporation.” Lane learned from his parents that his reason for being on earth “is to maximize our impact and ultimately to magnify our influence.” Lane lives out this mantra through his executive coaching practice as he impacts the lives of those around him and inspires others to achieve their goals.

The impact of experience

Timestamp 15:14

Lane’s success in the corporate industry as a CEO and vice president greatly influenced his coaching practice today. From his experience, he instills in the business leaders that he coaches the importance of understanding that they are “in the people business.” He also is able to relate to those he coaches because he has experienced “the level of responsibility” for employees within the companies he has worked for. He states that “just feeling that weight of that responsibility…that you’re responsible for their paycheck… and more customers are dependent upon your services…” takes a unique toll on business leaders. Being able to understand what the individuals he coaches carry from his own experience, greater enables him to relate to them and offer personalized coaching. He also uses his own experiences as a CEO and vice president to develop the questions that he asks. He states that without his experience he “wouldn’t even know to ask the question” had he not been there before.

Leadership, prosperity, and compassion

Timestamp 23:59

When asked what his “why” is, Lane shares his three core values: leadership, prosperity, and compassion. Lane has the desire to lead others to success, teach others how to “foster intellectual, emotional, spiritual, social, and even financial prosperity,” and to treat others how they would like to be treated. He uses these core values to notice the “needs of others” and “serve them” so that they can reach their best selves. Lane also has a purpose statement which he shares. His purpose statement consists of four words; connect, influence, encourage, and heal. He desires to connect, influence, encourage, and heal those he coaches, supporting them to reach their best self and highest goals.

Limiting beliefs

Timestamp 26:46

When coaching executives and CEOs, executive coaches often encounter limiting beliefs. Lane describes limiting beliefs as something that hold people from reaching the “potential that we all have.” He believes that limiting beliefs are made of three things: inaccurate beliefs, patterns of thinking, and emotional wounds. Severin comments on this topic and states that coaching is often a future focused career, but there are times when the past needs to be addressed. He shares an example of a CEO he coached that had emotional wounds from his past that needed to be healed. In this process, Severin was able to help this client “unpack” and discover that they could think “in a different way.” Severin and Lane also discuss the importance of being able to refer business leaders to counselors and outside sources for the betterment of their clients.

The Leadership Circle

Timestamp 36:53

Lane shares his takeaways and the history of the Leadership Circle. The Leadership Circle is based off the books Mastering Leadership and Scaling Leadership. The Leadership Circle “references top leadership development” and uses mathematical and scientific “charts and graphs” to demonstrate information. Lane shares that in the model, there are two types of tendencies: “reactive” and “creative.” When using this model with CEOs and executives, individuals can see how their competencies match up with everyone else’s. Lane states that in some cases, he has business leaders who match up with their peers and others who are very different.

Questions and instinct

Timestamp 40:51

When discussing powerful questions, Lane shares that in the beginning of his coaching career, he would have “intuitive impressions” of questions that would just come to him. Over time, he has “learned to trust that instinct” and asks questions that come to mind. In his experience asking these questions, those he works with have been greatly impacted and inspired. Lane also likes to ask, “if there was one thing… that if you could change it or improve it, that would make the biggest difference, what would that be?” and “what do you want most in life or what do you want most in your business?” These questions give Lane great insight to the goals of his clients as well as the areas that need improvement for their success.

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