LOVE Leadership
Leadership expert Katherine Farnworth explores the SCARF model that can enhance communication in the workplace
The work of neuroscience is slowly being incorporated into leadership thinking. A key figure behind this is David Rock, author of The Quiet Leader and founder of the NeuroLeadership Institute (www.neuroleadership.com). What is interesting about neuroscience in this context, is that as a result of brain scans, there is not such a need to ‘persuade’ participants to follow a principle, because the principles are based on evidence.
Rock has been able to establish ‘brain friendly’ environments at work and has created the SCARF model, representing Status, Certainty, Autonomy, Relatedness and Fairness. This model allows the leader to be mindful of each one when having, for example, a conversation with a team member, in a way that reduces stress and enhances communication.
Status is about feeling valued at work, to know we are making a difference or fulfilling an organisational purpose. It is not necessarily about having reserved parking, but more that we are appreciated. Talking with your team with an ‘adult to adult’ approach, acknowledging successful performance and noticing what the individual has achieved, can reinforce Status.
Certainty, or lack of it, is next. Most people don’t seem to like change because it can represent uncertainty and our brains do not like uncertainty. Faced with it, we can fill it, with rumour or assumption. People who really do not like change usually readily admit it. And you will no doubt know the people in your team who resist change. What the leader can do here is, rather than focus on what is not known, always focus on what is known. This is a little reminiscent of Stephen Covey’s Circle of Influence. He suggests not to worry about what you can’t control. Instead, focus your energy on what you can control or influence.
Autonomy is about giving a person choice. Most people don’t like to be told what to do (although we seem to be ok telling others what to do). Whenever possible involve people by coaching them. Coaching is asking open questions to engage and involve others, to allow others to identify a solution. This can be a win-win because if a team member has identified a solution, they are much more likely to buy into it and own it. Coaching through change can also help.
Relatedness is all about relationships. It is feeling part of a group, not feeling isolated. Bringing people together, especially when a task requires a team member to work alone, is important. Opening communication between team members, team building, creating opportunities to work together, or even ‘socialising’ together within the working day, and appreciating each other, can all help.
Fairness. Depending on which sector you work for, this can be a huge one for employees. I recently worked with a cruise line company. Cruise ships already have different ranks, based on historical tradition, and don’t even eat together. Each ‘mess’ (canteen) caters for different ranks – the crew mess, the staff mess and the officers’ mess.
Occasionally, the officers might pop into the crew mess if they see something tasty on offer. This does not go down at all well. ‘We, as crew, can’t go into the officers’ mess. It’s just not fair!’
An activity you can do is ask what irritates your team. Sounds a little negative, but when you consider the responses, you will most likely notice each complaint correlates to one, or more, of the SCARF elements. A great opportunity to then coach through, and together, find solutions to enhance team morale.
