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Trust is woven like fabric through the relationships of a strong team. Watch this video on the SCARF Model from the NeuroLeadership Institute as it relates to workplace trust as a catalyst for engagement, acceptance and collaboration.
Transcript:
One of the most interesting things about teamwork is that it seems like it should be easy. But trust makes working with others more complicated then it looks.
Our brains are constantly trying to decide if others are a ‘friend or foe’. And the bucket we put someone into determines how open we are to trusting them. The SCARF model is a helpful way to understand how trust is won or lost between humans.
SCARF is an acronym. S stands for status, or how we feel in relation to others. When we feel lesser then others it affects our ability to build trust.
It's natural to try to make ourselves look good in relation to others in an effort to prove our value to the group, but this can inadvertently make others feel small.
In a team, it's important to make sure that no one person is positioned as more valuable than another.
What can you do to make sure everyone feels valued?
C stands for Certainty.
The brain REALLY loves certainty because when things are certain, our brains can relax.
Conversely, uncertainty is scary. Think about it: in monster movies… you almost never see the entire monster. They’re always lurking in the shadows keeping your brain on guard and alert.
Because the brain doesn’t like unknowns, it is constantly trying to predict what will happen next. But without enough information, the brain will fill in the blanks…usually with worst case scenario possibilities.
This leads to people feeling unsettled and vulnerable. You can combat this problem by communicating often.
Information leads to certainty, and that builds trust.
A stands for Autonomy.
When we’re given autonomy to make decisions, it signals that others believe in our abilities and that builds trust. But when we’re not given a choice, it makes us feel like our opinions are not valued or wanted.
Here’s a teamwork tip. The next time you’re updating a group on next steps, try giving them a choice. Even a tiny choice is rewarding for the brain.
For example, if you were trying to determine what time to start the meeting, it would be more effective to say, « Would you like to start at 8 or 8:15?» than simply declaring, « The meeting will start at 8. »
R stands for Relatedness.
Humans are hardwired to connect with other humans because we know we are stronger together. When we feel like we are accepted for who we are, we feel safe to be ourselves, which is the conduit to thinking, creativity and collaboration.
But when we feel like we're not accepted, our threat response is activated and we keep our talents all locked up.
Within any team, creating a feeling of belonging for all is the key to trust.
F stands for Fairness.
The brain has a fundamental need for things to be equitable. When we perceive that something isn't fair, a threat response is triggered, and trust is compromised.
From now on, put yourself in other people’s shoes and consider how fair they might perceive a situation. And if you’re not sure, don’t be afraid to ask, « Does this sound fair to you? »
Trust is crucial for teams and collaboration. With the SCARF model, you have a powerful framework to build trust within your teams.
Try it on and see how it works for you!
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