The SCARF model of neuroleadership

Evidence Based

Under review

The principles of the SCARF method of neuroleadership will surely be increasingly used by organizations. This model is based on science and focuses on the brain. Let’s look at other aspects it involves.

The SCARF model of neuroleadership It was designed to exercise team management and is supported by evidence from neuroscience and social psychology.. The objective is to strengthen leadership, thus achieving better group performance by optimizing the functioning of the nervous system.

Both the concept of neuroleadership and the SCARF model were first proposed by Dr. David Rock, founder of the Neuro-Leadership Institute. The premises of both were included in the article The neuroscience of leadership.

Since then, the perspective that unites neuroscience, leadership and productivity has been increasingly developed. And it has been found that Taking into account the functioning of the brain is essential to optimize work. Let’s see what neuroleadership is about and what the SCARF method consists of.

«In reality, it seeks to change the concept of employees to that of followers, leaving behind terms such as clients, subordinates or simply workers. People who are moved by convictions and also by personal values, with a strong and deep-rooted culture and, fundamentally, with a vision and a mission shared by all.”.

-Jesús Gómez-

Neuroleadership

Most leadership and teamwork models are based on the idea that the mind is rational. Neuroscience says that this idea is far from being exact, since a large percentage of brain activity is unconscious.

It is estimated that the human brain is capable of receiving up to 400 billion bits per minute, but it can only consciously process about 2,000 bits.

Data like this led David Rock to propose that team management would be much more effective if it is based on these neuroscience findings. He called this neuroleadership and proposed seven new objectives for personnel management:

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Get the team to lose the fear of failure. Get group members to develop an empathetic character. Promote skills such as creativity, self-control and self-criticism. Increase the ability to discover and channel the talent of collaborators. Cultivate the ability to Early detection of productive or business opportunities. Promote an attitude of greater capacity to take risks and less attachment to the comfort zone. Promote intelligence to find a match between individual, team and organizational objectives.

Through the neuroleadership model, the best performance of work groups is pursued.

The SCARF model

Based on the lines proposed by David Rock, a question gained prominence: how to make it possible for the objectives of neuroleadership to be achieved? In response, the SCARF model emerged. This is the acronym for five principles: status, certainty, autonomy, social relations and justice. Let’s investigate each of them.

S-status

It refers to the need to achieve greater respect or esteem from others.. This has been found to be valued more than money itself or property. Exercising neuroleadership in this aspect is equivalent to offering sustainable forms of recognition, beyond an award or promotion. People want to feel important, not receive a reward or punishment.

C-certainty

The model has to do with reducing uncertainty around orders, plans and the future within the organization. It is important for the brain to find predictable patterns. The unexpected generates states of alert that drain energy and can lead to stress.

A-autonomy

The motivation of a person and a team depends largely on the feeling of having control over the circumstances.. Likewise, the impossibility of making decisions regarding issues that directly affect one is a factor that demotivates and even depresses a person.

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R-social relations

In the SCARF model, the natural instinct that human beings have to belong to a group is taken into account. This leads a person to feel more secure, confident and willing to collaborate with others. Neuroleadership must create safe spaces, where people feel accepted and connected with others.

F-Justice

People They feel more committed to reciprocating with others when they are convinced that they treat them fairly.. This promotes co-responsibility and trust, two decisive factors in the well-being of a team.

The technique assists brain needs related to productivity and dialogue.

Conclusion

The SCARF model of neuroleadership aims to address some of the needs of the brain detected by neuroscience; more specifically, those related to dialogue and productivity. Therefore, it is more focused on the subjectivity of the individuals and not much on the objectivity of the organization.

The above means that the entire activity is structured based on how to make it possible for each individual to contribute the best of themselves to a team.. This is an interesting perspective that will surely be increasingly used in the business world.