Better Leadership Through Neuroscience

Why People Behave the Way They Do at Work: How the SCARF Model Helps Leaders Bring Out the Best in Their Team

If you’ve ever found yourself thinking, “Why on earth is this person reacting like that?”—you’re not alone.

I’ve been there too.

Back in one of my last leadership roles, I was doing my absolute best to create a positive environment. I genuinely cared about my team, I worked hard, I made space for their ideas. And still—people would sometimes shut down, get defensive, or push back in ways I just couldn’t make sense of. It was frustrating, to say the least. I remember one day thinking, “I’m doing all the right things—why is this still so hard?”

It turns out, I was missing one very important piece of the puzzle: the neuroscience of social behaviour.

When I came across the SCARF model by David Rock, it was like a lightbulb went on. Suddenly, I had a framework that explained those ‘irrational’ moments, those confusing reactions, and most importantly—what to do about them. It helped me understand that most of us are operating from a brain that’s scanning for threat or reward, not consciously deciding to be difficult.

So in this article, I want to share what the SCARF model is, why it’s so powerful in the workplace, and how you, as a leader, can use it to create a safer, more motivating environment for your people. The kind where they can think clearly, collaborate more openly, and do their best work—even under pressure.

What is the SCARF model?

SCARF is a brain-based model for understanding social behaviour. It helps explain why people react strongly (and often unconsciously) to situations that feel unfair, uncertain, or threatening.

The acronym stands for five domains that influence our behaviour:

S – Status (our relative importance to others)

C – Certainty (our ability to predict the future)

A – Autonomy (our sense of control over events)

R – Relatedness (our sense of safety with others)

F – Fairness (our perception of fair exchanges between people)

Here’s the kicker: the brain processes social threats (like being excluded from a meeting) in a similar way to physical threats (like stepping in front of a moving car). We can’t always rationalise our way out of these reactions—because they happen fast and below conscious awareness.

When you understand SCARF, you start to see how easily we can accidentally trigger a threat response in others, even when we have the best intentions.

 

The workplace is a social brain experiment

Think about your workplace. Every day, people are navigating conversations, deadlines, emails, feedback, and group decisions—all of which activate different parts of the SCARF model.

Here’s what that can look like:

• You give someone well-intentioned feedback, but they go quiet and withdraw. (Status threatened.)
• You announce an exciting new change, but your team gets anxious and resistant. (Certainty and autonomy threatened.)
• A new person joins the team, and others seem cold or reserved. (Relatedness not yet established.)
• Someone feels like their workload is heavier than others’. (Fairness triggered.)

These are not signs that your people are difficult or unmotivated. They are signs that the social brain is doing what it does best: scanning for threats, trying to protect itself.

Once I understood this, I stopped taking these behaviours so personally—and started focusing on how to reduce the threat and increase the sense of reward across those five SCARF domains.

 

How leaders can use SCARF to bring out the best in people

Here’s how each element of the SCARF model plays out in the workplace—and how you can use it to lift performance, reduce stress, and build trust.

1. Status – “Am I valued here?”
People are acutely sensitive to where they sit in the pecking order—even if they don’t show it. Being talked over in a meeting or receiving critical feedback without acknowledgment of strengths can trigger a threat to status.

What leaders can do:

• Recognise and celebrate individual contributions.
• Provide positive feedback alongside areas for growth.
• Involve people in decisions and acknowledge their expertise.

💡 Tip: Status isn’t about ego—it’s about dignity. Make sure people feel seen and respected for what they bring.

2. Certainty – “What’s going to happen next?”
The brain craves predictability. Uncertainty makes us feel unsafe and can impair our ability to think clearly or make good decisions.

What leaders can do:

• Communicate clearly and regularly—even when you don’t have all the answers.
• Set clear expectations for roles, projects, and timelines.
• Reduce ambiguity by outlining the steps ahead.

💡 Tip: In times of change, don’t wait until you have a perfect plan—share what you do know. A little clarity goes a long way.

3. Autonomy – “How much control do I have?”
When people feel micromanaged or boxed in, it can trigger a threat response. On the flip side, having choice and control boosts motivation and engagement.

What leaders can do:

• Offer options whenever possible (“Would you prefer to lead or support this?”).
• Encourage decision-making and problem-solving at all levels.
• Avoid controlling language—try “What do you need to move forward?” instead of “Here’s what you need to do.”

💡 Tip: Small choices matter. Even the ability to choose when to take a break can restore a sense of autonomy.

4. Relatedness – “Do I belong?”
Our brains are wired for connection. Feeling excluded or isolated is processed like pain. Strong social bonds help us feel safe and supported.

What leaders can do:

• Foster moments of connection—start meetings with a check-in or casual chat.
• Watch out for cliques or unspoken exclusions.
• Be human—share a bit about yourself and encourage others to do the same.

💡 Tip: Psychological safety starts with relationships. People are more likely to take risks and speak up when they feel like they belong.

5. Fairness – “Is this fair?”
Perceived unfairness creates strong threat responses—even if everything else is going well. We have an innate need to feel like rules and decisions are consistent and just.

What leaders can do:

• Be transparent about how decisions are made.
• Explain the “why” behind policies and changes.
• Ensure recognition, rewards, and responsibilities are distributed fairly.

💡 Tip: Don’t just be fair—be seen to be fair. If someone feels overlooked, clarify your rationale and invite feedback.

The ripple effect of SCARF-aware leadership

Since weaving SCARF into my own work, I’ve watched teams become more open, more resilient, and more willing to lean into tough conversations. Leaders stop assuming the worst about their people. People stop assuming their leaders don’t care. Communication improves. Trust grows.

It’s not about being perfect—it’s about being aware.

And for me, that awareness has been a game-changer. I no longer expect everyone to behave like I do, or react in ways I’d find logical. Instead, I tune into what might be going on in their social brain: Do they feel respected? Do they feel safe? Do they feel in control?

That shift alone can change the whole tone of a conversation.

 

People first, performance follows

Leadership isn’t just about driving results. It’s about creating an environment where people can bring their full selves to the work without fear. That’s when the magic happens.

The SCARF model isn’t a silver bullet—but it is a practical, science-backed way to understand human behaviour at work. And once you see it, you can’t unsee it.

So next time someone reacts in a way that seems out of proportion, pause and ask yourself: Which SCARF domain might be under threat here? And what small shift could I make to help this person feel safer, more valued, or more in control?

That question has changed the way I lead, the way I coach, and the way I build culture. And I hope it does the same for you.

If you or your team would like to learn more about SCARF and how to use it in your workplace, let’s talk!

Book a free Discovery Call through my online calendar – click here.