The SCARF model was developed by neuroscientists to frame and address the responses of threat and reward.

Research and findings in social neuroscience, and the potential negative response in challenging situations, has resulted in practical, impactful and sustainable solutions. These are more relevant now than ever before.

These studies reveal that the body’s neurological, physical and emotional responses when facing a life or death situation, or when under other forms of physical threat, are similarly experienced when our personal or professional lives are under sudden, heightened and/or extended degrees of change or stress.

This model comprises of 5 domains which are listed below indicating how they specifically relate to the COVID-19 threat that we are currently experiencing.

Status

This is our perceived position in relation to others in terms of importance. This can be impacted in various ways during COVID-19:

  • losing our position of influence
  • being unable to assert our status when working remotely
  • by not having all the aspects and representations of status present as we would have in our normal work scenario.

Certainty

This is defined as our ability to predict our immediate future. This is impacted by various factors, such as uncertainty about our jobs, the economy and how the well-being and that of our families will be affected by this.

There is little or no clarity of how long this will carry on for and what our world will be like when this eventually passes.

Autonomy

Autonomy is our ability to make our own choices and to be in control. This is severally felt by the lockdown and associated restrictions that were not of our to choosing.

  • How are our choices and freedom reduced due to these restrictions?
  • What can we do to improve each of our situations?
  • Having not chosen this we can easily feel like victims.

Relatedness

This reflects how we value the acceptance of ourselves by others as well as our sense of connection with and being part of one or more groups. Being socially distant can lead to being isolated. However, every person can potentially be a threat of infection for us and us in turn for them.

  • Will we be accepted by others if we become sick?
  • What can we do to keep our sense of connection with others – particularly if we are remote from some of our loved ones during this time?

Fairness

Each one of us is affected differently by this. Some businesses have increased sales due to the epidemic. Some will not survive and many will struggle.

  • Is this fair?
  • Am I losing my livelihood because of anything that I have done or mistakes made by me?
  • How can something that started on the other side of the planet so negatively and profoundly affect my life?

In the future, successful and significant leaders will be highly aware of how they are influencing the brain function and chemistry of others. We share this framework of future leadership which gives stakeholders a heightened sense of awareness of how they act and the influence this has on others, which in turn will increase the social awareness of the group.

Providing insight and understanding of the effects of stress on the brain and how best to introduce and manage change is needed now more than ever.

LAST month, Harvey Weinstein cut a sorry figure in a New York courtroom, dishevelled, handcuffed and in a wheelchair. The once-powerful Hollywood producer was sentenced to 23 years in prison for sexual misdemeanours that fuelled the global #MeToo movement.

He once again drew attention to the dangers of toxic masculinity.

Consider this, HR refers to workforce requirements as “manpower”. A courageous leader is one having the “balls” to stand alone. Being combatant is often an admired trait. A display of weakness reduces your chances of vertical ascent.

Underlying masculinity breeds a type of a leader that excels in command and control.

Research shows women are set up to lose in this scenario. Many women who do attempt to compete in the masculinity test, putting work ahead of home are often hamstrung since they are also responsible for a disproportionate amount of caregiving and emotional labour, at work and home.

If they wear the proverbial pants and demonstrate the “maleness of power”, it will probably be viewed negatively. A woman who demonstrates decisiveness and is seen as bold often endures perceptions that she is overly ambitious and curt.

Only the ability to lead and motivate others positively should matter.

What does it take to lead?

A tough work ethic, the ability to forgo work-life balance, willingness to put in long hours, dedication to one’s career as well as the ability to motivate by fear characterised by “old school” leaders. However, research shows that the small number of women who occupy corner offices, often possess leadership traits different from those associated with successful men.

A study conducted by Harvard Business Review found that women outscored men on 17 of 19 capabilities that differentiate excellent leaders from average or poor ones. The ability to balance assertiveness and ambition, lead with empathy, inclusiveness and a willingness to share power and spotlight make women better leaders.

Successful women executives often downplay their contributions to the success and focus more on the contributions of others.

Female executives influence others through empathy. Most successful executives take a collaborative approach to work, leading from behind and helping everyone feel they are relevant and valued stakeholders.

Female executives often take a holistic view of planning. They may be suited to seeing new problems and challenges coming before others do.

Women understand exclusion from experience and can position their interactions to best connect with others. Women who lead successfully also pay attention to how they show up – relateable. They work to make others comfortable.

By sharing power with others, female executives create a results-driven environment without being emotionally draining. Power-sharing also flattens corporate hierarchies, fostering trust, and creating networks of collaboration and communication between teams.

Many aspirant and resident male leaders would do well to reflect on and internalise the distinguishing attributes.

(Published in The Star early edition, 3 April 2020)

How do you detoxify the workplace?

Changing a toxic culture often takes intervention and external perspectives from a qualified leadership coaching company. This does not mean you, in your capacity, can’t make an impact.

Small, meaningful actions done with the right intention can bring about change, even if that change only occurs initially within your immediate circle of influence.

It is important to remember that leadership does not work in isolation. Any positive (or negative) influence will have a ripple effect throughout the organisation and beyond, including the customer experience, supplier relationships and the greater community.

Take positive action!

Here are 4 small and meaningful actions you can take to improve the quality of your leadership influence:

  1. Be the leader you wish you had.
  2. Focus on simple things like politeness, kindness and courtesy.
  3. Constantly check-in with your emotional and mental state so you can recognise the effect you have on others. 
  4. Learn to adapt to what each moment or opportunity needs from you so you can perform at your best.

Leadership, after all, is about serving others.

How do you know if you are a toxic leader?

If you are worried you might be a toxic leader, chances are, you are not one.

Toxic leaders would not question their actions and words, nor would they care about the effect they have on others. They tend to be very inwardly focused because they operate from a place of ego and fear. Neither allows a person to be discerning and reflective.

Detoxing does not happen overnight.

But with compassion, understanding and tolerance, you can shape business and society into something much more sustainable and inclusive.

It all starts with the small things.

Companies eager to please the workforce have ‘templatised’ this vexing question of work-life into a set of deliverable actions – flexible working hours, working from home, Friday bars, generous paternity leave etc.  All of these mask the core issue, isolating work and life as two opposing states of being.  This separation is rather unrealistic when you are plugged in 24/7. 

If you turn one of the deliverable actions on its head, then the flexible working model is essentially designed for the company, you are simply trying to fit in.  What it has achieved is getting people to choose what time to come to work and not balance life in the true sense. 

It is important to understand what your needs are for work-life balance.  Remember, you are paid to work, not to give up your family and life.  The work-life equation is more personal and should not be left to businesses to solve.  Only you know best about the kind of life you want to lead.

The fulcrum of work-life balance is a priority and not conflict. Generally, those who are happier are those who are accepting and pursuing a blended idea of work and life. 

 If one of your priorities is to spend more time with your family, then you need to balance it with engaging in deep work when you are at work or running your business. Learning to prioritise is knowing your path and empowers you to decide what you say yes to and what you say no to. This self-actualisation is a vital part of the work-life balance that keeps you more productive and healthier. 

When you are involved in deep work that is aligned to your priorities, any stress or distractions play second fiddle to the enthusiasm and energy you bring. Moreover focus and flow from knowing your priorities promotes excellence both at work and in life.