Understanding the social threats your teams are facing

Have you noticed at times when you give feedback, people become defensive or aren’t taking the feedback onboard? Or perhaps when your managing people through change, each team member seems to react and respond in a different way.

There have been numerous times where a client has come to me stressed because they can’t understand why their employee is reacting emotionally to feedback or change. I love giving them the SCARF model to understand the threat that their team member may be experiencing and why they are reacting defensively or withdrawing.

Here is the SCARF model for you, so you can see the tangible way you can use it.

The SCARF Model

Developed by David Rock in 2008, the SCARF model is based on neuroscience and helps leaders understand how people react to social interactions, particularly in situations that may trigger threat or reward responses.

Our brains experience social threats in the same way they experience physical threats. We are hardwired to protect ourselves and seek out reward responses. It’s not just intuition at play; it’s our brains reacting instinctively to social cues or perceived social threats.

The SCARF model highlights how our brains respond to social threats and rewards as strongly as physical ones. When leaders minimise threats and maximise rewards in these domains, it can transform team dynamics.

SCARF Model

SCARF stands for Status, Certainty, Autonomy, Relatedness & Fairness. 

• Minimising Threats: Offer feedback constructively, break down uncertainty, give team members a sense of control, connect meaningfully, and be fair in your actions. 

• Maximising Rewards: Recognise achievements, create clarity, delegate responsibilities, foster a sense of belonging, and ensure everyone is treated equitably. 

The SCARF model isn’t just a framework—it’s a tool for creating environments where people feel safe, valued, and motivated. By focusing on status, certainty, autonomy, relatedness, and fairness, leaders can foster a culture that enhances collaboration, reduces stress, and drives performance. 

 

The Five Pillars of the SCARF Model 

The SCARF model revolves around five key social domains that trigger our brain's threat and reward responses. 

Status: We’re constantly evaluating our importance compared to others. When status is under threat we may feel like someone is speaking down to us, we are being undermined or patronised.  

• Feedback: If status is under threat, taking a coaching approach so the individual gives themselves feedback can be helpful. Give regular praise. 

• Change: Ensure people feel valued, provide positive feedback, and involve them in decisions where you can. Asking people to adopt a new system can threaten their status—they are no longer the experts. Find ways to highlight how their transferable skills can help in these times and provide opportunities to develop new skills.

Certainty: Our brains crave predictability. Uncertainty can feel like a threat, impacting focus and performance. This could appear as fear that someone is going to be performance-managed, made redundant, or reassigned to another team. Leaders can reduce anxiety by communicating clearly, breaking down complex tasks, and providing a roadmap to navigate change. 

• Feedback: Set clear expectations. Be specific about what needs to be improved. Show them what success looks like. 

• Change: Be comfortable with not always having the answers. Be transparent, open, and honest. Let the team know when you don’t have the answer and when you will get back to them with next steps. Manage the narrative—when there are gaps, people make assumptions, and rumours can start. 

Autonomy: The sense of control over our choices directly affects our well-being. Micromanagement stifles autonomy, while empowering team members with decision-making opportunities boosts engagement and creativity. 

• Feedback: Give people choice where you can. Just ensure you are happy with either outcome. 

• Change: The circle of influence can be useful—what’s in their control, what can they influence, and what is outside their control. Give them freedom where you can. For example, if a new way of working needs to be adopted, get team members to determine how that applies to your team. 

Relatedness: This is how safe we feel with others, we are tribal and want to belong. Feeling like we belong is critical for trust and psychological safety. Leaders can nurture connection through regular check-ins, team-building activities, and fostering a welcoming, inclusive culture. 

• Feedback: Ensure people feel psychologically safe when receiving feedback. Build trust before diving into improvement areas. 

• Change: Ensure your team members don’t feel isolated. Share where you have felt similarly in other circumstances so they don’t feel alone. Keep the team connected through regular meetings, one-on-ones, and buddy systems. Be aware that some team members may feel left out if others are working on more high-profile or interesting projects. 

Fairness: We all have a strong sense of justice. When people perceive unfair treatment, it triggers a threat response. Being transparent, setting clear expectations, and treating everyone equitably helps foster trust and commitment. 

• Feedback: People need to trust that feedback is fair and consistent across the team. If someone sees another team member being rewarded differently for the same level of work, it can create resentment. 

• Change: Get team members involved in setting ground rules or guiding principles as a team. Be clear and consistent with any precedents set. A common example is when a new team member is recruited externally and is paid more than an experienced team member. Transparency is key in maintaining fairness perceptions. 

Applying SCARF for Thriving Teams 

Change, especially when it’s unclear, creates real anxiety. Your team might feel unsure about their status, disconnected from each other, or just uneasy about the future. The first step is recognising those fears. What’s under the surface that might be stopping them from fully embracing the change? 

People need to feel secure, even when everything around them is shifting. That’s where the SCARF model comes in: 

• Status: Remind them they’re still valued. 

• Certainty: Share what you know and what’s coming. 

• Autonomy: Let them own what they can. 

• Relatedness: Keep them connected. 

• Fairness: Be transparent and fair in your decisions. 

Consider which parts of the SCARF model trigger you the most. Don’t assume that because you react in a certain way, your team members feel the same. Have conversations, listen to learn, and stay curious. We all experience challenging situations differently, so adapt your style to your team members. It is also likely that more than one element could be triggered at the same time. 

When used well, the SCARF model helps leaders navigate feedback and change with clarity, empathy, and influence—allowing their teams to thrive, even in uncertainty. 

If this feels overwhelming and you'd like some support to build your confidence as a leader please get in touch. Here are some ways we could work together. 

• Create a Feedback culture with leaders or your whole team to increase engagement, retention, productivity and motivation.   

• Build change and leading through ambiguity capability with your leaders.

• Register for our next Thriving Leaders Program, that kicks off on the 15th of May.

• Read Thriving Leaders: Learn the Skills to Lead Confidently, you can purchase it here.

• Check out our podcast Episodes 7, 8, & 9 – Feedback (part 1), (part 2), and Feedback Cultures and Receiving Feedback.

  
  

If you’d like to chat, please book some time in my calendar.