Neuroscience study after study continues to reveal the emerging new knowledge that the human brain is a social organ.  Its physiological and neurological reactions are directly and profoundly shaped by social interaction. The challenge this presents for leaders is that instead of the “job” being regarded as an exchange for financial compensation, we now know that the brain experiences the workplace first and foremost as a social system.  If people feel betrayed or unrecognized at work, if they are reprimanded, if they are given an assignment that seems unworthy – they experience it as a neural impulse, as powerful and painful as a blow to the head.   21^st Century leaders who understand this dynamic can more effectively engage their employee’s best talents and support their learning teams while creating a work environment that fosters productive change and growth.  A distinguishing leadership capability for the 21^st century will be the leader’s ability to intentionally address the social brain in the service of optimal performance.

Research into the social nature of the brain has uncovered five particular qualities that enable the governance of a great deal of human behavior starting with the “threat and reward” response.  A shadow, an unexpected noise, the new employee at the closest desk – all arouse the limbic system.  This radar to “minimize danger and maximize reward” is a fundamental organizing principle of the brain.  Neurons are activated and hormones are released as you seek to learn what this new entry really is.  Recent studies show that the threat response is often triggered in social situations and tends to be more intense and longer-lasting than the reward response.  The same responses that would drive us toward food or away from predators are triggered by our perception of the way we are treated by other people. This new knowledge is rewriting Maslow’s hierarchy of needs theory………with social needs now sitting right smack in the middle – the brain is equating social needs with survival; that is – being hungry and being ostracized activate the same neural responses!

The five social qualities that enable employees and leaders to minimize the threat response and maximize the reward responses are: status, certainty, autonomy, relatedness, and fairness.  The acronym becomes SCARF.  Think of it as a kind of headgear that an organization can wear to prevent exposure to dysfunction.  Let’s briefly examine some characteristics of each.

When people are allowed to think for themselves and feel someone believes in them, the sense of STATUS increases — the brain’s sense of position and importance.  Chemicals are released in the brain from the sense of status.   How we give feedback will automatically alert status.  One way to support this is to allow people to give feedback to themselves based on rubrics or standards and getting them to ask questions.  Status is an extremely important driver of motivation and behavior.

It is critical that the sense of CERTAINTY is present in the brain. Uncertainty creates a lack of focus.  When we provide clear expectations about roles and responsibilities, about timelines, about levels of performance, etc. – all create certainty.  Just observe the chaos around and inside people when rumors begin about layoffs or company downsizing.

The brain loves choice or the perception of choice, – AUTONOMY.  When we give people advice or tell them what to do, they don’t feel choice.  More choices produce less stress and a sense of being in charge of one’s learning or one’s agenda. People need to feel they have choices even when it appears there are none.

The brain needs RELATEDNESS to support its survival.  The brain senses if another person is a friend or foe.  When we connect with people we get a shot of cortisol; when we meet people we don’t trust, the brain senses the threat.  Trusting environments and relationships are critical to safe learning and change. A smile, a hand shake, a conversation, sharing – all send a message to the brain to feel connected to another.

The brain also senses FAIRNESS — the feeling of equality.  The perception of fairness has the same effect to the brain as touch—it is intrinsically positive. Leaders must be clear about treating others fairly by being open and transparent.

Put on the SCARF: If you are a leader, every action you take and every decision you make either supports or undermines the perceived levels of status, certainty, autonomy, relatedness, and fairness in your system.  In fact this is why leading is so difficult.  Your every word and glance is freighted with social meaning.  Your sentences and gestures are noticed and interpreted, magnified and combed for meanings you may never have intended.   SCARF provides a means of bringing conscious awareness to interactions.  It alerts you to people’s core concerns and shows you how to calibrate your words and actions to better effect. Leaders can minimize and even prevent dysfunction because they are creating SCARF atmospheres….places of production, creation, thoughtfulness, and energy.

by Kathryn Kee, PCC
Coaching for Results Global

Reference: David Rock, Neuroleadership.org