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Leading with the brain in mind

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Every leader has felt it. That moment when a team suddenly goes quiet after feedback, or energy in the room dips without clear reason. Neuroscience helps explain why. 

Neuroscientist Evian Gordon describes the brain’s organising principle as a drive to minimise danger and maximise reward. At work, this means that even subtle signals; criticism, exclusion, or uncertainty, can register as social threats, narrowing thinking and reducing engagement. Conversely, experiences of clarity, fairness, and belonging activate the brain’s reward systems, creating the safety needed for creativity and collaboration. 

Dr David Rock’s SCARF model builds on this insight, identifying five social domains that shape how we respond to others: Status, Certainty, Autonomy, Relatedness, and Fairness. Each leader and team member has different sensitivities across these domains. When these needs are met, people feel secure and motivated; when they’re undermined, performance and connection suffer. 

Understanding your own SCARF profile helps you notice what drives and unsettles you as a leader. Do you value autonomy so highly that you risk under-communicating with others? Do you lean into fairness but overlook status cues that matter to your team? 

Leaders who recognise these patterns are better equipped to manage reactions, build trust, and create the psychological safety that drives performance. They don’t suppress emotion, they use awareness and empathy to shape how people feel and respond. 

Exploring your SCARF profile and your team’s can reveal the unseen emotional dynamics that influence engagement every day. It’s a practical way to strengthen relationships, deepen self-awareness, and lead with intention. 

www.icecreates.com 

https://icecreates.typeform.com/to/If0GZVvw 

https://neuroleadership.fi/wp/blog/understand-your-social-brain-the-scarf-model/   

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