🧣 Every Leader Needs S.C.A.R.F.
On the North Coast we are getting scarf-worthy weather as we launch into week 1 of 2025. This is a good time to set/reset/remind ourselves where we want to be by December 31, 2025. Here is one framework that I have found invaluable personally and priceless for my leaders… introducing 🧣.
What Is the SCARF Model?
For some years David Rock has been exploring the field of neuroscience and its implications for management, coaching, and organizational life. Much of Rock's thinking is distilled in "Managing with the Brain in Mind" and "SCARF: A brain-based model for collaborating with and influencing others." The SCARF model referenced in both pieces refers to Rock's framework for understanding the five primary social dimensions within which our brains respond to perceived threats and rewards. From Rock's "SCARF..." paper:
Two themes are emerging from social neuroscience.
Firstly, that much of our motivation driving social behavior is governed by an overarching organizing principle of minimizing threat and maximizing reward (Gordon, 2000).
Secondly, that several domains of social experience draw upon the same brain networks to maximize reward and minimize threat as the brain networks used for primary survival needs (Lieberman and Eisenberger, 2008).
In other words, social needs are treated in much the same way in the brain as the need for food and water.
As a leader, when you view an idea, opportunity, person— it comes down to two basic directions your brain will move based on social context: “Is this a THREAT or is this a REWARD?”
Whether you see a threat vs a reward, changes the way you LEAD.
SCARF stands for the five key "domains" that influence our behavior in social situations.
(S)tatus – our relative importance to others.
(C)ertainty – our ability to predict the future.
(A)utonomy – our sense of control over events.
(R)elatedness – how safe we feel with others.
(F)airness – how fair we perceive the exchanges between people to be.
The model is based on neuroscience research that implies that these five social domains activate the same threat and reward in our brain that we rely on for physical survival-- the Lizard Brain -or- Your Instinct.
This "primitive" reaction helps to explain the sometimes strong emotional reactions that we can have to social situations – and why it's often hard to control them. It's instinct, and unfortunately we can't just "turn off our fundamental human programming.”
Example: When we are left out of an activity, we might perceive it as a threat to our status and relatedness. Research shows that this response can stimulate the same region of the brain as physical pain. In other words, our brain is sending out the signal that we're in danger.
When we feel threatened – either physically or socially – the release of cortisol (the "stress hormone") affects our creativity and productivity. We literally can't think straight, and this increases the feeling of being threatened.
On the other hand, when we feel rewarded (for instance, when we receive praise for our work) our brains release dopamine – the "happy hormone." And we want more. We seek out ways to be rewarded again.
More to Read: This concept is closely related to Barbara Frederickson's Broaden and Build Theory, which states that, generally, the safer and happier we feel, the better we perform.
How Does the SCARF Model Apply in business?
Feeling threatened blocks our creativity, reduces our ability to solve problems, and makes it harder for us to communicate and collaborate with others. But, when we feel rewarded, our self-confidence increases, we feel empowered, and we want to do a good job.
The SCARF Model can help you to minimize perceived threats, and to maximize the positive feelings generated through reward when working with others. Doing this can help us to collaborate better, to bring coaching leadership to your teams, and to provide more effective feedback.
How to Use the SCARF Model
Use the following practical tips to maximize your teams' sense of reward and to minimize perceived threats, for each domain of the SCARF Model:
🎖️ STATUS
Eliminate Threats: mishandling feedback can threaten someone's sense of status, and can cause anger and defensiveness. A gentler approach offers them the chance to evaluate their performance first. Try to reframe the feedback in a more positive way. Or, perhaps you feel that your status as a leader is threatened by highly talented people on your own team. This may cause you to "lash out" or even downplay their ideas or focus on mistakes, even minor ones. You can avoid this kind of self-sabotaging behavior by facing your fears and challenging them. Learn to appreciate the positive aspects of your team – this will help you to get the best from them.
Maximize Reward: give your team regular praise when they perform well, and provide them with opportunities to develop.Give them more responsibility, involve them in new projects. However, avoid over-promoting, particularly if they aren't quite ready.
⏱️ CERTAINTY
Minimize Threats: when we're uncertain of something, the orbital frontal cortex of our brains starts to work overtime as it attempts to make sense of the unknown. This can cause us to feel threatened and to lose focus. Reduce the likelihood of this happening by breaking down complex processes into smaller, more understandable chunks. And, to help people to cope better with uncertainty, encourage them to develop flexibility and resilience.
Maximize Reward: the human brain prefers predictability. When we know what to expect, we feel safe. This safety is a reward in itself, and you can maximize it by being clear with what you expect from your team no matter how uncertain the wider environment is.
💪 AUTONOMY
Minimize Threats: micromanagement is the biggest threat to autonomy. Show that you trust your team/partner’s judgment by including them in decision-making processes and sharing responsibilities. Don’t hold on too tightly to things you do not need to do yourself.
Maximize Reward: encourage autonomy by rewarding initiative to take on more responsibility and initiative. Encourage freedom and innovations, failing fast, iteration.
💞 RELATEDNESS
Minimize Threats: a lack of relatedness can leave us feeling isolated and lonely. This can reduce creativity, commitment and collaboration. Combat this by introducing mentoring arrangements or pairing leaders in teams or triads. And take particular care to check in regularly with vulnerable team members and remote teammates.
Maximize Reward: when we connect with others, our brains release the hormone oxytocin (aka the "love hormone"). The more oxytocin that's released, the more connected we feel. So, work to build up strong team bonds by scheduling in regular one-on-ones, or team-building events to create this feeling of connectedness.
⚖️ FAIRNESS
Minimize Threats: if someone believes something to be unfair, it will activate her insular cortex – the region of the brain that is linked to disgust. This results in a powerful threat response. Minimize the impact of this by being open and honest in leading your team insofar as it is appropriate to do so. Encourage mutual acceptance, and be intentional about your language to help create a sense of inclusion and belonging.
Maximize Rewards: unfairness will more likely occur where there is a lack of rules, expectations or objectives. Setting up a Team Charter, which clarifies individual goals and roles, team hierarchy, and day-to-day operations, can remedy this. But remember to get your people's input and approval before you implement.
Using SCARF in your leadership is not rocket science-- it is, in fact, really just understanding our 'Lizard Brains' and having some compassion for our very human instincts.
CoachSK
