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Push n Pull

The Callender Inc. Safety Strategy - Push n' Pull for Safety - 2011

Upon studying "developing discussions" we found that emotions activate areas of the brain that can direct our focus or motivate a behavior and help direct a calculated/educated response.

So in our opinion, PUSHing something that creates a reaction, and having a place where people feel free to discuss concerns, ask questions and create open-ended discussions(PULL). Should eventually lead to a more thought out and educated response.


Push- Engaging of emotions and Initiating conversation.

Pull- Open-ended discussions, which generate critical thinking.

We plan on PUSHING you to ENGAGE.

Each month this year we will explore different behaviors of PUSH n' PULL

Written By: Andrew Sobel

Leonardo Da Vinci was arguably the first management consultant in history, and we can learn a lot from his story.

Developing into a "deep generalist" is a fundamental part of the journey to becoming a trusted advisor to senior executives. One of the most accomplished deep generalists in history was Leonardo Da Vinci. Arguably, he was history's first management consultant. In this newsletter, I want to share with you some of the details about Leonardo' s life and career that make him such an exemplar for modern professionals. Checklists of tactics and techniques are useful, but once in a while it's rewarding to look at some of the great minds in history.

By the way, it's proper to call him "Leonardo" not "Da Vinci." Da Vinci means "from Vinci"—it is not a name, it is a prepositional phrase. It would be like calling William of Orange "of Orange" or listing Lawrence of Arabia in the phone book as "of Arabia, Mr. L." We also refer to other renaissance artists by their first names—Raphael, Michelangelo, and so on. If you are at a cocktail party with a tenured professor of Renaissance art, I want you to cut a "bella figura" (literally, "beautiful figure," meaning to look good or to look sharp in public) not a "brutta figura."

In 1481, at the age of thirty, the Italian artist Leonardo Da Vinci left Florence and moved to Milan in search of a client. While living in Florence, he had completed his apprenticeship to Andrea Verrocchio and established his early reputation as a brilliant and original painter. Florence had an abundance of artistic talent, however, and the competition for clients—wealthy rulers or noblemen who could afford to give out commissions for works of art—was intense. Milan lacked Florence's artistic resources, so Leonardo headed to a city where he had a greater chance of establishing his own base of loyal patrons.

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Push n Pull - Company Blog

Written By: Bruno Martinuzzi

There is a well-known Chinese proverb that says that the wise adapt themselves to circumstances, discount as water molds itself to the pitcher. Perhaps at no other time in recent history has adaptability been more important than it is now. Adaptability – the ability to change (or be changed) to fit new circumstances – is a crucial skill for leaders, and an important competency in emotional intelligence.

A 2008 study conducted by the Economist Intelligent Unit, entitled Growing Global Executive Talent, showed that the top three leadership qualities that will be important over the next five years include: the ability to motivate staff (35%); the ability to work well across cultures (34%); and the ability to facilitate change (32%). The least important were technical expertise (11%) and "bringing in the numbers" (10%).

As a leader, it is therefore crucial to make a concerted effort to understand people of different cultures, and cultural adaptability has become a leadership imperative. As an example, a leader I am currently working with has 22 different cultures represented in his team!

An example of a leader who epitomizes this prized quality is Robert McDonald, chief operating officer of the Procter & Gamble Company, who has spent much of the past two decades in various overseas postings. In a recent interview, he said: "I did not expect to live outside the United States for 15 years; the world has changed, so I have had to change, too. When you look at my bio, foreign languages are not my best subjects. But, when you move out of your culture, you have to learn foreign languages."

To continue reading select the link: The Agile Leader: Adaptability - Leadership Training from

Push n Pull - Company Blog


Becoming a leader in your organization is not always an easy task. Many times, we need to modify certain personality traits and much of the time, we need to abandon certain ones altogether. NEVER make excuses for your negative personality traits just because" that's the way I am." We must constantly examine ourselves to insure that we're connecting with our co-workers, bosses, subordinates, and customers in a positive meaningful way.

I'm not saying you need to be your boss's best friend. I am saying that the relationships you have should be respectful and results oriented. Most people understand respectful, it's the results oriented part that causes confusion.

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Push n Pull - Company Blog


Demonstrate Integrity at ALL Times

By Andrew Sobel

Integrity is a state of wholeness in which you act in accordance with a set of coherent values or principles. In other words, you know what's right, you're clear about what you believe in, and you consistently follow your beliefs.

Integrity has several main dimensions to it. The first is discernment between right and wrong. Just acting consistently with your beliefs is not enough—you have to have beliefs that are ethical and moral. You must, in short, be honest.

A second dimension of integrity, according to the top executives I have interviewed for my books, is discretion. A client or colleague who confides in you must know with utter certainty that you will keep confidences and not repeat what you have heard.

Finally, consistency and reliability are also important elements of integrity. The CEO of a $5 billion company told me "The person who is my trusted advisor is someone who, if they tell me they will meet me at exactly 2 pm on Wednesday at the corner of Euclid and Broadway, will be there no matter what happens. I know I can always depend on them to come through for me."

A client has to feel that when you say you'll do something, you'll follow through—always. Think about how you feel when a busy colleague says, "I'll get that name and address for you," and the next day he has left a voice mail or sent an email with the needed information. You sense immediately that you can depend on that person—he's reliable and he'll do what he says he'll do. In contrast, recall the times people have promised you things that they never followed through on. "Flakey" and "unreliable" are words that come to mind to describe them.

Consistency is also critical. It's hard to trust someone who seems to be like a different person each time you meet them! Inconsistent behavior makes it nearly impossible to develop long-term, trusting relationships.

In summary: Integrity=Honesty + Discretion + Consistency + Reliability

How to put this principle into practice

1. Examine your past experiences in the light of this definition of integrity. Have you experienced a lapse of integrity? What happened? Have you been dishonest in some way? Indiscrete? Inconsistent? Unreliable? Why do you think it happened? What circumstances led to the breach?

2. Discretion, consistency, and reliability are probably the most vulnerable areas of integrity for professionals. Think about an important client relationship you are trying to build. What steps could you take to enhance your integrity by improving your performance in each of these areas? For example—discretion: You might ask your client's permission or seek their counsel before repeating or using some specific information they give you, a way of clearly telegraphing your respect for their confidences. Reliability: You might pay careful attention to some upcoming deadlines or commitments, and demonstrate extra-fastidiousness in meeting them.

3. Go back to the definition of integrity at the beginning of this overview: "Integrity is a state of wholeness in which you act in accordance with a set of coherent values or principles." Make a list of the values and principles that define you. In other words, what are you being "integral" to in your professional and personal life?

Push n Pull - Company Blog


By Andrew Sobel

In our personal lives, we are drawn to others based on common interests, chemistry, likeability, and other intangible qualities. These factors are also very important in professional relationships, but there is more: In business we look for people who can help us solve our problems and achieve our goals. In other words, you don't build a professional network based solely on being a nice and interesting person—you have to have something to offer. The foundation of your relationship building efforts has to be a distinctive expertise or value that you provide.

This sounds simple, but the problem is that we often mistake what I would call "plain vanilla expertise" for being truly distinctive at something. You might think about this distinctiveness as your personal brand in the marketplace. If you want to pull others towards you as if you had a gravitational force, you need to stand for something. You need to be perceived as offering value to others.

In your case, what is that personal brand—that distinctive expertise or set of skills and capabilities?

How to put this principle into practice

1. Focus: In one or two sentences, describe the area(s) of expertise you are known for or want to be known for in the marketplace. This could include a focus on an industry, geographic area, service or product offering, function, practice area, and so on. (For example—here's what I say: "I help companies and individuals develop their clients for life.")

2. Proof: What is or would be proof that you've succeeded in this aspect of your personal brand? For example, "Sought after for press quotes about changes in the energy industry and asked to speak at major industry conferences"; "Working for 3 of the 4 leading companies in my sector"; etc.

3. Next Steps: What steps can you take, in the next 3-6 months, to build and strengthen your professional platform in the marketplace? Please list three specific actions. (For example: Publish an article; organize a breakfast series for potential clients; start a blog; write a monthly newsletter on rolling industry trends; etc.)

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