Do you “push” your team to complete a task or do you “pull” them in, giving them a say in how they complete it and using inspiration and motivation to get them started? These are two quite different methods of achieving a goal, and while the latter is frequently the best, knowing how to blend the two is a crucial talent for managers and leaders.
Leaders who are willing to put in a lot of effort with pulling but then resort to a powerful push are a fantastic example of the value of combining these two tactics. Pushing too hard might lead to dissatisfaction, yet it is sometimes necessary, especially when pulling isn’t working.
Defining Pushing and Pulling
When a leader decides on a goal to achieve, they can take one of two paths to get there. Giving guidance, telling people what to do, setting a deadline, and generally holding others accountable are all examples of pushing. It belongs to the “authoritarian” leadership style category.
Pulling, on the other hand, entails articulating a needed work to a direct report, explaining the underlying reason for it, seeking their input on how to best do it, and asking whether they are willing to take it on. The leader might increase the pull by explaining how this endeavor will benefit the employee’s development. The leader’s excitement and zeal for the goal should be contagious.
Bringing the Opposites Together
You may ask yourself tough questions as you try to figure out how to keep your employees from joining the Great Resignation. How do you persuade folks to stick around? How can you motivate them to put forth more effort? What do they truly desire and require from their workplaces?
There has been a call for CEOs to be less demanding and more compassionate toward individual employees in recent years. To keep talented employees, more pull and less push seem to be required. While I agree with this sentiment, the market also provides an important cautionary note. Your efforts to improve empathy should not limit your ability to push when necessary.
Results
The team’s confidence and satisfaction are poor when both push and pull do not happen. When the push is strong and the pull is weak confidence and contentment rise. When the pull is strong, satisfaction rises to a degree well above confidence. When both are high, the most significant increase occurs.
Your influence as a leader comes from your ability to know when to use which approach, depending on the task, the timing, and the people. So next time you’re trying to accomplish a significant goal, consider whether your team really needs a good push, a big pull, or perhaps both.
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