Global Leadership Hub

The secret ingredient of human-centred leadership is fostering a safe, inclusive and supportive culture, where people can build strong relationship and not only feel valued, but furthermore VALUABLE. Where individuals and teams can see clear outcomes and know what they're working towards. Where they can be at their best, feeling confident and capable. And where they can have robust success stories and celebrate their achievements.

 

“Culture is the rules of belonging.” 
Fiona Robertson

 

As leaders, our job is to make everyone feel like they matter, belong, and can contribute to their maximum abilities. One fantastic tool that assists us in understanding what people need, is the ‘SCARF Model’. 

 

Nurturing the ‘social brain at work’ with a ‘SCARF’

The SCARF Model, developed by David Rock, is a neuroscience-based framework that comprises five key domains (Status, Certainty, Autonomy, Relatedness, and Fairness). It describes the ‘social brain at work’ and how people assess stimuli as threats or rewards. By recognising and addressing these factors, we can foster positive interactions and enhance collaboration among team members.

The five domains of the SCARF Model

The SCARF Model is based on the understanding that our brain's response to workplace threats and rewards influences how we engage with others in various situations. By applying effective practical strategies, we can create a human-centred culture where individuals can thrive and collaborate effectively.

Following are the five domains of the SCARF Model, along with some insights.

Status refers to our perception of our relative importance compared to others. It can be influenced by factors like job titles, recognition, or even body language. People are sensitive to their status in the workplace, and threats to status can lead to disengagement and conflict.

 

Certainty relates to our need for predictability and a sense of control over our environment. Uncertainty and ambiguity can trigger stress and reduce motivation. Providing clarity and direction can help employees feel more secure and confident in their roles.

 

Autonomy is the degree of control we have over our work and decisions. Empowering employees with a sense of autonomy can increase motivation and creativity. Micromanagement can be demotivating and lead to decreased collaboration.

 

Relatedness describes our sense of belonging and connection with others. Building positive relationships in the workplace fosters trust, cooperation, and a sense of support. Isolation and interpersonal conflicts can be detrimental to collaboration.

 

Fairness involves perceptions of equitable treatment and just distribution of resources and rewards. When people feel unfairly treated, it can lead to resentment and reduced cooperation. Creating a fair and inclusive environment is crucial for fostering collaboration.

Threat versus Rewards response

The SCARF Model considers rewards that encourage a Towards response and threats that lead to an Away response, as motivated by the five domains / stimuli.

When individuals experience a threat state (potentially triggered by any of these domains) their brain shifts into a ‘limbic’ mode, incapable of critical thinking or social interaction. By positively addressing the needs for status, certainty, autonomy, relatedness, and fairness, we can create an environment that enhances interactions, promotes collaboration, and fosters psychological safety. And this in turn empowers individuals to thrive and contribute their best to the organisation.

 

Deep dive into the five domains of SCARF

Let’s have a closer look at the five domains, and what activities and strategies we can apply to create a towards (reward) response to foster a safe environment and empower others to perform and excel.

“If everyone is moving forward together, then success takes care of itself.” 
Henry Ford

 

1. Status

Status dynamics play a crucial role in shaping workplace interactions, and hierarchies and power structures can create a sense of superiority or inferiority among employees. 

To ensure that people feel valued and as part of the team, we should be:

• Focusing on and rewarding actions, growth and achievements.
• Using open and transparent communication.
• Fostering an inclusive environment where people can share their insights.

 

2. Certainty

To enhance certainty in the workplace, we must provide clarity and direction, promote clear communication and offer transparency. In particular, times of change are often a significant source of uncertainty for employees which leaders can effectively manage by providing context, involving employees, and celebrating success.

To provide people with certainty, clarity and direction, we should be:

• Ensuring people know that their job is safe.
• Providing ongoing personal development to enhance confidence.
• Offering mentoring & coaching opportunities.