In our dynamic, shifting, and often hybrid work environments, quality collaboration and motivation may require a more thoughtful and nuanced approach than ever before. To help leaders stay ahead, the best approaches will likely draw on universal concepts, but in a way that can be uniquely — and efficiently — crafted to meet the needs of every individual. This week on Your Brain at Work Live, join Dr. Emma Sarro and Facilitator Kyle Olsen as they explore updates to the NeuroLeadership Institute’s SCARF® Model and the latest data we’ve been collecting. This framework, which summarizes five psychological drivers humans seek out in social interactions, can provide powerful insights into workplace motivation and connection. Together, we'll explore how leading with heart might, paradoxically, be one of the best ways to lead with the brain in mind. More specifically, we’ll unpack: Updates surrounding NLI’s most popular and enduring model relevant to social engagement The neuroscientific relationship between socially uplifting connection and human motivation New strategies for more effectively unpacking your team members’ social motivators
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Evynn McFalls: Welcome back to another week of your brain at work. Live! I'm your host, Evan Mcfalls.
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Evynn McFalls: for our regulars. We're happy to have you back. And for our newcomers, we're excited to have you here with us today. For the 1st time
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Evynn McFalls: in this episode we'll explore updates to the Neural Leadership Institute's scarf model, the latest data we've been collecting, and how this framework can provide powerful insights into workplace motivation and connection.
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Evynn McFalls: Now, as I quickly share some housekeeping notes drop in the chat or the comments box on Social, and let us know where you're joining us from today. I'll let you know that I'm joining from beautiful Brooklyn.
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Evynn McFalls: We are recording today's session. So if you're interested in the replay, be on the lookout for an email later today.
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Evynn McFalls: that email will also include a survey for feedback and a number of resources that are aligned with today's conversation.
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Evynn McFalls: We suggest you put your phone on. Do not disturb and quit your email and messaging app. So you can get the most out of the show today. And it helps the quality of the audio and video.
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Evynn McFalls: We love interaction, so feel free to share your thoughts and comments in the chat. If you're on Zoom, just make sure to update your settings so that you're speaking to everyone rather than hosts and panelists. Only
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Evynn McFalls: now to get the show underway, I'm going to introduce our speakers for today.
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Evynn McFalls: Today's guest is dedicated to helping organizations drive positive change with the brain friendly approach he specializes in partnering with large scale global organizations on the development and delivery of custom learning programs designed from the ground up to attain their most pressing culture, leadership, performance, and diversity and inclusion goals.
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Evynn McFalls: Since 2,016, he's focused extensively on implementing strategic and strategic initiatives across a broad range of industries, including technology, pharmaceuticals, healthcare law, manufacturing and finance. He has his juris doctor from Seton Hall, University of law. After studying political science at Rutgers University.
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Evynn McFalls: Please join me in welcoming facilitator and insight designer at the Neuro Leadership Institute, Kyle San Hi Kyle. Thanks so much for being here today.
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Kyle Olsen: Hey, Evan? Great to be here? Thanks so much.
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Evynn McFalls: And our moderator for today leads the research function at the Neuro Leadership Institute, where she focuses on translating cognitive and social neuroscience into actionable solutions for organizations
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Evynn McFalls: as well as helps to communicate relevant research in an accessible manner for the public.
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Evynn McFalls: Previously she was a professor at Dominican College and New York University and a research at the Nathan Klein Institute. She holds a bachelor's degree from Brown University and a Phd. In neuroscience from Nyu.
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Evynn McFalls: Please join me in welcoming warmly our senior director of research, Dr. Emma Sorrow. Thank you so much for being here today, Emma.
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Dr. Emma Sarro: Thanks, Evan Kyle, this is our 1st live call together.
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Dr. Emma Sarro: Right?
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Dr. Emma Sarro: Yeah.
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Dr. Emma Sarro: Oh, I think you're still on mute.
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Kyle Olsen: I am my zoom button stuck, and you know what I promise. I am a professional facilitator. I know where this I know where the mute button is okay. I use that thing all day. And yet here on our 1st live your brain at work episode together. It wasn't working in any event. Yes, so great to be here, Emma. I've I've had the privilege of facilitating some of our foundation series. Webinars, so folks may have seen you there
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Kyle Olsen: as well as presenting to oh, just an array of clients across those industry areas that Evan shared at the beginning. And I'm thrilled that we've got some time to together today to unpack.
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Kyle Olsen: Probably one of our most I want to say popular and and enduring models, although I love them all. This is like, you know you. You can never say which child's your favorite. I can't say which model is my favorite, but the scarf model is one I, and a lot of my clients hold near and dear.
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Dr. Emma Sarro: Absolutely. I think this. I'm incredibly excited to have you. I'm so happy. You decided. I know that we do have a bit of your recent written work that we'll be sharing later. So this is kind of inspiration for this session. And also we've been working on this model. We continue to work on this model and continue to research it. So it's definitely one of those that we we want to keep bringing out and showing you how we're updating it? And really, just so for any of our
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Dr. Emma Sarro: viewers who, you know, are regulars. Who've seen or heard us talk about this. We are talking about our scarf model today. And we have been doing research on this and writing about this for probably 2 decades doing research on it, and more than 15 years writing about it, we have a number of journal articles that touch on it, and one of the reasons that we talk about it so much is because
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Dr. Emma Sarro: it's really all based on our brains organizing principle to avoid danger and approach reward, and actually to more generally, really just stay safe and be able to quickly and rapidly respond to threats. So that is our like domineering, basic response to the environment and so all of the research that goes into this is really based on that.
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Dr. Emma Sarro: And and so obviously because it's a really basic driving principle of our behavior, it's involved in all parts of our life. And it's not just physical threats and rewards. It's it's also social, which is what we're approaching and enter. And you know, facing every day and I could go on and on. But I actually love to hear Kyle's perspective, because Kyle is, as he as he described himself as one of our
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Dr. Emma Sarro: master facilitators here, and and anyone who is and you. You've heard some of the other individuals from his team here speaking on y ball and really know the material inside and out, and have presented this in many different ways to many different audiences. So I'd love to hear how you tend to introduce this model for those who know it, or even those who have never heard it before.
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Kyle Olsen: Yeah, thanks, Emma. And you know, I think one of the things that helps us do that well is the great partnership with the research team. But in any event, one of the things I and and really the entire Nli faculty are constantly striving to do is make the research really relatable. And dare I say, even a little bit fun? So this isn't unique to me. But we strive to do that, I think, with a blend of storytelling
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Kyle Olsen: concrete examples, reflection, questions, analogies, and so forth. So we're looking here at the organizing principle slide right? So the brain generally wants to move away from threat and towards reward. Well, one of the ways I introduced this is by telling a relatively embarrassing story. I won't work through the whole story today, but I'll preview just elements of it. So I live in a fairly fairly rural
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Kyle Olsen: area. Not too long ago I was bringing my garbage out, and I come around the corner of my house, and a massive black bear is also taking my garbage out all across the lawn right? And so here's the thing right. I'm a bearded, outdoorsy guy. I know what I'm supposed to do. I've read the pamphlets right? I consider myself educated in terms of what you're supposed to do in an encounter with
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Kyle Olsen: Black Bear in my area. I hike a lot, so on, and so forth. Folks on the line. Do you think that I did what I was supposed to do when I actually came face to snout with a massive black bear. Any wild guesses? Did I follow through what the literature said, or did I do something else? Right? So you know I told my wife. Look! I defended our home with honor and courage, and she responded by showing me doorbell, camera footage of some guy screaming and scrambling for the safety of our front door.
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Kyle Olsen: That guy, of course, was me. Okay, you know. So yes, Carolyn, probably not not even close. Okay. So here's the thing, right? What was happening.
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Kyle Olsen: Limbic hijack threat state. Okay? I know in a calm, reflective moment, I know what I'm supposed to do. But when the pressure was on
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Kyle Olsen: right, those critical resources, glucose oxygen. They move from my prefrontal cortex to that limbic system that amygdala and literally put me literally in fight, flight, or freeze. I chose flight. Okay, I chose flight folks, what are you gonna do? But so then the thing becomes okay. So that's really relatable. I think most of us could relate to this idea. If I saw a bear or other fearsome creature in the woods. It's gonna be, you know, frightening.
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Kyle Olsen: But what does that have to do with the workplace. All this talk about lions and tigers and bears. Oh, my right. So here's where we can start to introduce, like, look, some of the research also suggests that the way we respond in social situations to social threat can be very similar to the reaction we experience in the face of a physical threat.
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Kyle Olsen: Right? One of our other facilitators likes to use the idea of, you know. Have you ever been watching a game show a TV game show, and you're sitting there, and you're getting all the answers so quickly. And you're like, how could these people on the show not be getting that answer
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Kyle Olsen: right. But then you have to remember those people are in front of bright lights, hundreds of cameras. They're speaking in a public forum. They're experiencing some level of threat of a social distraction, and what we know from that, and you can probably speak to this more eloquently than I can is that as threat goes up, right. Cognition, intellect, creativity tends to go
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Kyle Olsen: down. So that's 1 way. We might introduce this general concept to try and and make it relatable.
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Kyle Olsen: And then the same could be said for some of the domains which I'd be happy to chat a little bit more about in a moment. Unless you wanted to layer something else on regarding you know what's happening in the brain what was happening in my brain when I did encounter that bear. Because the metaphor here, then, is, you know, folks on the line. What are the bears in your workplace? What are the bears in your life. Metaphorically speaking, right? Is it that message that comes through that says we need to chat.
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Kyle Olsen: but no other context is it whispers or rumors of an organizational shift. But there's not a lot of detail. So we all encounter bears in our lives, literally or metaphorically. And I think that's a great way to start thinking about this threat versus reward paradigm.
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Dr. Emma Sarro: I'm I'm not really sure if I could match any of that with any kind of introduction that was so well said, and I just wanna know more about the model, honestly, but I mean, but everything you said was right on. But we can't essentially have all of our cognitive resources in the same place at all times, and we use very specific ones to make good decisions, to think collaboratively, to to focus on our work and
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Dr. Emma Sarro: all of the details. And we can almost sense when that's being pulled away. You're in a situation and you start to lose your ability to focus on writing an email. And it might take an hour as opposed to just 2 min. Because you're thinking about that weird interaction that you had before jumping into the email, or I'm not really sure what this my teammate thinks about what I said, and I and you might ruminate on it, for you know.
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Dr. Emma Sarro: you know, 20 min before even getting started on the the thing you have to finish by the end of the day. So we can see this getting in the way of everything we're doing and all of the work that we have to get done. So you can imagine how difficult it can be to get any work done when we're in an environment surrounded by individuals and having these social interactions, when some of them are just unclear, they might not even be bad, but
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Dr. Emma Sarro: because of the way that our our brain is organized and we tend to sense, things are worse than they are. If we don't have any of the details. We just assume that maybe an interaction. If we're not sure about it, it must be bad, or you know, if if the if the communication wasn't so clear, then they must not think that my work is great, or maybe I wasn't included, or this is doesn't seem fair.
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Dr. Emma Sarro: So all of those things just get in the way and so driven to think socially that even though the the bear story is so easy to understand. And we can see ourselves there and feel that fear. It's basically the same exact kind of response when you're in a social situation. So you feel that same level of threat, you might not drop the garbage and run or, you know, run out of the office. But you feel it inside, and you feel frozen.
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Kyle Olsen: Yeah, you you feel frozen. You. You know that your creative faculties are are not as great as they'd like to be. I'm pretty sure that like a phrase like Dunkin donuts, America runs on. Duncan was not created while that person was actually running from a bear. Right? It was probably a brainstorming session. We were calm. We were Co collected right? So. Well, I think a calm brain is a creative brain. I think that if we can introduce more heart
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Kyle Olsen: into our interactions in the workplace, we can also sort of paradoxically improve the mind that there's a sort of a relationship between the 2. How do we show up for ourselves and for others in a way that is heartfelt and authentic and meaningful?
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Kyle Olsen: So much so that it actually allows our brains, our neurobiology, to do some of its best work. And that's what happens when we move from the threat side to the reward side. But to your point, Emma, you know the threat, or the distraction, or the social frustration. It's easier to happen than we might imagine right in the face of ambiguity. What do we do? We fill in the gaps? And what happens when we fill in the gaps? We don't always go with the most positive interpretation
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Kyle Olsen: right? And that actually might be a nice way to start looking at and thinking about the model itself. Right? So if we were to ground ourselves and like, well, what domain are we talking about here? Probably the certainty domain? Right? So in the absence of certainty, in the absence of information. This is where the rumor mill turns. What was a fender? Bender into a 3 car pile up right when we don't know our mind starts. Can start to assume, you know, the the worst. So
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Kyle Olsen: Just to hang on certainty for a moment. Right? Who here loves receiving the message in the workplace? You know we need to chat immediately.
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Kyle Olsen: No further context.
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Kyle Olsen: Let me know you love that that messaging in the workplace. Conversely, let me know if something like that would distract you a little bit. It would distract me, I know, personally or professionally, if I get a message that says we need to chat asap no other, no other context. I my brain is not jumping to. I'm finally getting that promotion.
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Kyle Olsen: honey. We're putting in a second pool. I don't even have a 1st pool. But leaving that aside right, what do I do? I must have messed something up.
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Kyle Olsen: I'm in trouble. I have no information to go on, and so what my brain does is it says you've got to prepare in case this is a risk or a threat. So let's go with that interpretation. I think psychologists sometimes call this negativity bias right? That sounds terrible. But actually, it serves a really important purpose. In the face of an unknown. We can kind of understand how. It's better
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Kyle Olsen: safer to assume the presence of a risk, because then we can take precaution.
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Kyle Olsen: But anyway, to maybe jump up. I I don't know if it would be helpful, Emma. I could offer maybe, a quick example of how we might introduce some of these domains in some of our our standard solutions like, include, you know, neuroscience of smarter teams. We've got connect neuroscience of quality conversation scarf model shows up in other places as well, because it's so universal.
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Kyle Olsen: This is gonna sound like I'm making things up. But I I was in a session the other day which was led by Brett Freeman, another one of our facilitators here. And that also included some references to the scarf model and one of the participants literally said, and I wrote it down. Scarf is one of the most useful concepts in leadership today. I know that sounds a little bit like self aggrandizing. But I thought it was really fascinating.
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Kyle Olsen: So you know, folks on the line, you may be familiar with it. you may be newer to it either way. I think one of the things that can help us quickly get a sense of it
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Kyle Olsen: is by making each of these 5 domains or drivers feel really relatable. So I think, as a as a foundational context, as Emma shared. It's sort of this idea. If we can create more rewarding environments, then there might be benefits on our intellectual capacity, our collaboration, our creativity scarf ultimately is a way to think about. Well, how do I actually create that sense of reward.
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Kyle Olsen: You could think of it as like 5 categories which, if you can positively activate them in your interactions with others.
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Kyle Olsen: you're helping shift the needle towards the reward side of of that of that scale, right? So in terms of making it relatable, you know, like any good facilitator, I think it's things like storytelling analogies, narrative, embarrassing stories. Right? So status, for example.
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Kyle Olsen: right? One way to understand what these domains are is to understand what it's like to not
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Kyle Olsen: have them. So, if you've ever been unceremoniously interrupted, glossed over, made to feel small or silly, you may have experienced what we would call a status trigger
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Kyle Olsen: or threat
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Kyle Olsen: on the flip side. If your team makes you feel really valued, included, they look for your perspective right? That might be a status reward. So it's tempting to think of status as referring to hierarchy or seniority.
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Kyle Olsen: But on a deeper level, it's about feeling respected, heard, and valued
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Kyle Olsen: right certainty. Okay, who here has ever been stuck on the tarmac at an airport for a good long while, while the captain provides precisely 0 Updates about why you're you're still grounded right? And 5 min go by. And 20 and 30, no updates plane is still stuck. You start looking around what's going on here right? Potentially a certainty, Trigger. There's not enough information. You don't know what's going on?
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Kyle Olsen: A certainty, answers the question. You know, am I in the loop. Do I know what to expect? I remember the very 1st day I brought my son to preschool 1st time we had to, you know. Depart! It was a very emotional moment, and we dropped him off at the door. And that's it. You don't know what's going on. I was so distracted at work that day. I I didn't have certainty about what was going on in my son's life. About halfway through the day the school sends me a couple of pictures of him, and a short description of how his day is going.
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Kyle Olsen: He's smiling. He's playing with blocks. Certainty. Need was met. A complete unknown became a more full picture, and I could literally feel myself calm down
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Kyle Olsen: right? So when we think about this in the workplace, you know, folks on the line. Yeah, Lisa, I'm worried about that. We got some time, but everybody says it goes real fast. Just wait until you drop them off at college, she says in the chat, right? So what's the analog in the workplace? And how can we help others
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Kyle Olsen: better understand what's going on, even if we can't provide them all of the information some of the clients I work with they share with me that you know our organization has this tendency.
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Kyle Olsen: Whenever there's important information. They wait and wait and wait, and then they only share something once it reaches this big critical mass.
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Kyle Olsen: In the meantime the rumors start. People are filling in the gaps. What it seems like is there would be a preference for let's have more updates, smaller though they may be more regularly right. Help me increase that certainty, even if I can't maximize it, I'll run through the others a little bit more quickly, so we can get back to our dialogue, Emma. But
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Kyle Olsen: you know autonomy.
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Kyle Olsen: quick show of hands. Who here loves being micromanaged?
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Kyle Olsen: Right?
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Kyle Olsen: I'll I'll wait virtual virtual hands up if you love being micromanaged. Right? So autonomy relates to our need for choices and control. And we cannot do that. In the workplace. If other people are are sort of
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Kyle Olsen: holding the pen typing on the keyboard for us, so to speak. Right relatedness. Right? If you've ever felt like you were on the outside of an inside joke, or worse off the butt of it. You may have experienced a relatedness. Trigger. Conversely, okay. Anybody been a at a wedding recently?
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Kyle Olsen: My wife and I often wind up at the leftovers table, as she calls it. You know the one you're you're only so close to the couple getting married, and so you don't really know all the other people at the table, and for a while you sit there, and it's kind of uncomfortable.
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Kyle Olsen: Maybe everybody's a little quiet, reserved to themselves. But suddenly you realize that the person next to you went to the same college the gentleman across the table also really loves jazz you know, someone is grew up on the same street you did. And then suddenly the table starts buzzing with connection.
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Kyle Olsen: We've got these things in common, we found shared interest, common ground. That's relatedness, right? It creates a sense of social bonding brings us together. Of course it speaks to the very human desire to be part of the tribe, or to use more modern language in group, and when we experience it, it can really drive a meaningful sense of of interpersonal belonging, and then fairness. I don't know if we have any board game fans on the line today, right? If you've ever been winning a board game by a really great margin.
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Kyle Olsen: and then out of nowhere. Suddenly and very conveniently.
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Kyle Olsen: a competitor starts to interpret a rule such that it sets you back 27 spaces out of nowhere. You may have experienced a fairness. Trigger right? The rules of the game changed mid game with little to no context. Right fairness answers the question, do I enjoy a level playing field, an equitable environment? Right? And so it reminds us to ensure equitable recognition and opportunities
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Kyle Olsen: for others. And I think just to bring this this section to a close. One of the best ways to understand these domains is to think about. What does it mean for you when you, experiencing something meaningful within those 5 domains?
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Kyle Olsen: Right? So if status is feeling heard, certainty is knowing what to expect. Autonomy is having choice. Relatedness is a sense of belonging, and in group and fairness is a sense of a level playing field. What helps you experience those things, and you know what if they're rewarding to you? Good chance, they're really rewarding to others as well.
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Kyle Olsen: So yeah, those are some of the ways. We might think about it in a longer session, where we really get to unwind on this, each one of these domains could be a 10 min conversation folks on the line. If you haven't guessed yet, I love talking, it's probably why I'm a presenter. But in any event and I think I think I'll pause there. Anything else you wanted to dig in to regarded to the domains.
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Dr. Emma Sarro: No, this is fantastic. I'm learning so much about you, which is great and and it's incredibly engaging. I mean, you're you're tapping into all of the all of the things, the relatedness, the you know you're giving all the certainty. But the only thing that was coming up for me, and you know, my little piece here is just that every single one of these domains is is built
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Dr. Emma Sarro: on top of years of neuroscience research that supports, that these are actually a thing that we didn't just make these up. And you can absolutely feel each of the experiences that you described, which is amazing. We can place ourselves in all of those experiences and understand what each of the domains feels like when you have it, and you don't. But it's all built on the fact that we know what actually happens in the brain when you either gain these experiences or you lose them.
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Dr. Emma Sarro: So, for instance, knowing that you have a sense of value on your team, actually engages all of the reward areas of your brain. So the ventral striatum and all of those networks that release things like dopamine. Those neurochemicals that make us feel rewarded. You know every time that you get a letter of gratitude for your work, or or even at the same time get
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Dr. Emma Sarro: a reward like an extrinsic reward like money. Those things all engage in the same areas.
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Dr. Emma Sarro: So it's all that same sense of reward. And on the opposite side, when you, when you lose that sense of certainty, or you or you sense that something isn't fair. You know, either with yourself, or even just watching it around you, which is a really like kind of another discussion, right? When you're actually watching others being treated unfairly. You have the same engagement of these like discussed areas.
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Dr. Emma Sarro: threat areas like the insula and other limbic areas that are engaged. So all of those feelings you have when you see it happening. That sense of I don't need. I don't know what happened, or when you leave a meeting, and you you didn't leave with a good sense of certainty, or that you were passed over for something. Your idea wasn't listened to. You're, you know, overspoken, and
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Dr. Emma Sarro: not even really sure what happened. But you just feel gross or unhappy. And I think one of the ways that this works really well for me is sometimes I can.
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Dr. Emma Sarro: If I'm leaving an environment where I don't feel good about it, I can kind of tap into which one of those things did I not get enough of? And that's 1 of the things I use the the model for even if it's just for myself, just to better understand my environment and to move on beyond whatever that feeling was that held me back.
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Kyle Olsen: Yeah, thanks. And I'm I'm glad you mentioned that, because I think one of the things you know, our our folks on the line would be curious about. And and certainly, you know I'm I'm excited to talk about is, how are we actually using it? Right? So scarf as a concept seems very theoretical, but you know, how do we bring it down off the shelf and start to actually apply it in our days? And I've got some thoughts I'd be happy to share on that as as well as I'd love to turn to Stuart's question in just a moment about speaking to personal expression in
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Kyle Olsen: in terms of of the domains and what we might do with that. So so, yeah. And any any other ways that you might think about like applying the model, and I know we've got some more insights to share on that. Later in the in the session.
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Dr. Emma Sarro: Yeah, yeah, I definitely. And I think you're going to speak really well, to Stuart's question as well. Later on. But I know that
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Dr. Emma Sarro: you know, in addition to how I use it for myself. So just to better understand my environment. I also use it as I'm talking to others. So, knowing that each of these domains are really important, for you know, enabling collaboration clear communication, you know, getting individuals to lean in. If you're trying to motivate your team. And I and I have a team of individuals who are amazing.
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Dr. Emma Sarro: But I think about those things as I'm you know, trying to get them to engage in in something that I think could be useful for us.
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Dr. Emma Sarro: you know, providing them with the details that they need, and maybe trying to make sure they feel valued in the decisions, or that the work is being divided up fairly. Do you? And and asking for their input there, too. So I can maybe provide those those what we call buffers or or reward signals. Now to to engage. Yeah.
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Kyle Olsen: Yeah, absolutely. I do something. Similarly, and I was trying to think, you know, how could I break it down? And I think I've maybe come up with, like 3 3 different ways that I'll use the model, much of which are similar to what you shared. But you know, first, st it's really helped me better understand my own needs, sort of personally and professionally, and to do a better job communicating them and advoc even advocating for them right feeling like, you know, I should feel empowered to add
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Kyle Olsen: advocate for more autonomy, because I know it's important to me, and I know when I have it. I'm literally a more engaged person. I I feel more agency over the work. So I'm more passionate about it. And as we know from psychology and social neuroscience. Right autonomy is a very strong driver of intrinsic motivation, and, in fact, in in their own way.
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Kyle Olsen: each of these 5 domains can be a driver of intrinsic motivation. If you're experiencing rewarding interactions within them, we're gonna want to lean in that towards state. Right? We literally want to lean in versus if they get taken away right away. State, we're leaning out. So I think you know better understanding my own needs. I know that autonomy is really important to me. Relatedness is really high as well, I think, on a on a fundamental level. We all care about status or fairness to some extent, but you know, autonomy
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Kyle Olsen: relatedness. Those are 2 that I'm thinking about a lot. And so it helps me stay engaged and motivated. And and because I know that I can also use it as a bit of a diagnostic tool. If I'm having a tough week
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Kyle Olsen: I might look at it through the lens of the scarf model and go. Are any of these needs not being met or being triggered for some reason, and even just doing that exercise? Okay, I'm over capacity, and I've got a new project that doesn't have much room for autonomy on it. That's probably why I'm frustrated. So even just running that exercise helps me reduce the stress a bit. It's sort of like a a labeling exercise, right? And because what I've what I've I've labeled what's going on
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Kyle Olsen: from a scarf perspective, you might say I've created some more certainty around it. I've created certainty around what's bothering me and put otherwise, scarf is sort of like a name it to tame it type of approach.
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Kyle Olsen: And then, finally, and I think, really importantly, for those who lead teams formally or informally, because we're all leaders in our own way.
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Kyle Olsen: using it as a tool to understand others needs what drives them, what motivates them? And after sharing my own preferences, I'll ask it often. Ask about my my team members, preferences. You know what is important to you and why. And then can we work together to try and make sure we're honoring those those preferences might even be a really nice way to create a balanced team. I'm really strong on autonomy.
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Kyle Olsen: I, partner, really well with folks who are high on autonomy because we balance each other's skill set. I just wanna brainstorm and be pie in the sky. And you know, bounce ideas around. And someone who's high on certainty would be like, that's great. We actually need to execute. Now, can we please move? Can we? Can we move from ideation to action. Right? So I briefly mentioned labeling there, Emma, I was wondering if you could maybe share with the participants a little bit more about like
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Kyle Olsen: the value of that, and how scarf might be applicable.
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Dr. Emma Sarro: Yeah, no, I love it. And I and I just want to point out that what Kyle just shared about his, his love of autonomy he actually brought into our brainstorming session about this session, and he shared it as we were going into it. So he actually did exactly what he said he he shared his his you know this is important for me, and and I work really well on this and that just prepared me so if I was in high need of certainty, and I need a little
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Dr. Emma Sarro: bit of certainty. But I also appreciate autonomy, especially in these sessions, because the conversation can just about go anywhere, and we I think we enjoy it. I think. You all might enjoy that, too. But that just prepared me for what to expect. So I guess that gave me a bit of certainty, even if I you know at least about the the next steps. Right? But
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Dr. Emma Sarro: yeah, I think the that the labeling. I'm so glad you brought that up, because it was exactly what I was thinking, too, that we're in fact, doing a bit of a labeling exercise, and that that essentially you know, almost immediately brings your cognitive resources back to an area that allows you to kind of think about the situation and and use your executive function. All those executive reasons that allows you to
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Dr. Emma Sarro: focus and make good decisions and and not be kind of like hindered by that. That threat of uncertainty, or whatever it is that's causing the causing the threat. So labeling. It just allows you to take that next step forward and move forward. A bit.
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Kyle Olsen: Yeah, absolutely. I love that and then in terms of application. And then maybe we'll turn to some of our exciting new data. But if there, if there are folks on the line who are presenters who are are learning designers, and I mean not speakers, we all present, and a lot of us present as part of our workplace role one of the ways I I use scarf. Probably the most is when I'm interacting with my audiences in our standard solutions. Right? Whatever the solution is, scarf is on my mind.
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Kyle Olsen: Right? So how do I help my participants experience this? A sense of status. Right? Usually I'll I'll find something. Their organization has done successfully recently, and I'll bring that into the conversation, or I'll be sure to let them know. I'm just one guy with some slides. This is a room full of brilliant people. You've got expertise. I've got expertise. Let's make the space for that, because if we can cross pollinate ideas now, the magic happens
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Kyle Olsen: right? Certainty constantly signposting where we're going next in the learning experience. Sometimes I know that there's a breakout exercise 5 slides away, but I'll share it 5 min early, and I'll say something like, Look, this is what we'll be doing with this, and I'm going to show you how to do it. But I want you to be aware of it now. So that we can feel some some
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Kyle Olsen: sense of relaxation. We know where we're going. We don't have to be on edge. Also, it happens to work as a really nice way to drive attention when you go here. I'm gonna share something now, and in 5 min here's what I expect you to be able to do with it. Folks kind of lean in a little bit, and they go, oh, okay, better pay attention. I'm gonna be asked to interact with this right relatedness. You're trying to create that real sense of human connection, particularly in virtual experiences, right? And maybe we can do one for now, just for fun. And then maybe we'll move into some data stuff. So
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Kyle Olsen: look. Sometimes
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Kyle Olsen: the the best way to bring these domains to life is to find the simplest way possible to do it make it easy. Fans of James Clear's work on atomic habits right? The easier we make it to do, the more likely we are to follow through one real, quick way to generate relatedness, make a little space to connect to the people behind the professional right connection before content. A warm up question I like to use in a lot of my sessions. And let's do this together today, folks in the chat.
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Kyle Olsen: What is one favorite childhood TV show book or activity.
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Kyle Olsen: We're gonna we're gonna pause on all the sciencey stuff for a moment. Sorry, Emma. We'll come back to it soon. Alright. But a moment of human connection right in the chat folks. What's 1 favorite TV show book or activity from your childhood? What's something you really enjoyed? Full house is coming in Knight Rider. I love Lucy. Facts of life. Bionic woman.
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Kyle Olsen: Alf. Oh, my gosh! I had one of the 1st Christmas videos is me opening a set of Alf pajamas. I was obsessed with Alf when I was young.
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Kyle Olsen: and I'd be curious while these are coming up. What was one of yours?
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Dr. Emma Sarro: Don't even know. I mean, I guess Full House is definitely one of them. This is great. I've never never been asked this in a webinar. So this is fantastic. Yeah, I mean, full house. Probably. Yeah.
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Kyle Olsen: I love it. I see Star Trek coming in. Thanks, Craig. I see Sailor Moon. Thanks, Casey. Three's company, says amethyst. Right rin tin tin holly folks. I'm gonna go with teenage mutant ninja turtles for me. So that was a that was a big one, and it's funny the franchise is still growing strong. Right? It's still around. They're putting out new movies. And now I'm sharing it with my own son
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Kyle Olsen: decades later. Batman. Thanks, David, right? So, okay, so there's a warm up question. Ha! If this were a real like one of our solutions here at Nli, this becomes an introduction into the content itself like, imagine now, and folks, you could probably make a real strong guess at this. Now, which of the 5 domains does an activity like this
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Kyle Olsen: help us bring to life. What does it help us? Mobilize? And I know I sort of already gave you the answer right? But in other sessions. It was like, how can we make our icebreakers our warm up question moments relate to what we're going to talk about later in the day? Right? So we're building inclusion and efficiency. We're building collaboration.
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Kyle Olsen: you know, nostalgia is often a really powerful driver of positive emotion. And when we think about that threat versus reward continuum. Anything we can do to make it fun, you know, to bring a little levity into people's days, I think. I think it cuts across the relatedness domain specifically. But just the idea of reward in general, you know your brain on fun, I think, is a is a is a mantra we could start to think about bringing into the work
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Kyle Olsen: place a little bit more recently. Having said that, I know we've been taking a deeper dive into the data around scarf around what it's meaning for our participants. What's important to them, and so, you know, wondering if you could chat through us. You know what's what's new? What's exciting? What are we learning about the scarf model in in 2024 since we 1st established it almost 2 decades ago, now.
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Dr. Emma Sarro: Yeah, great segue back into the data which I love. But yeah, we've been we continue to look at the scarf model. We continue to make sure that the research still supports these 5 domains, and it truly does. Every new piece of research that comes out really continues to support. These are these are, the, you know, critical domains to work within. But the other amazing thing is all of you
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Dr. Emma Sarro: that take scarf assessment. We're able to kind of take a look at the distribution across all individuals across the globe that take it. And I think you know we all have those, those critical most important domains especially, let's say, in the workplace. They might be different at home. And maybe for a different discussion. But when we look at all of those that we've
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Dr. Emma Sarro: that we've collected since January this year, and there have been almost 1,600 responses. So far, we continuously get more participants. So this is a massive data set. Love data. If you love data, this isn't, this is amazing. Our measurement team has been through this, and they're synthesizing and analyzing the data in different ways. But this is just an overview of everything. All of the domains distribution across the globe.
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Dr. Emma Sarro: and I mean, there are some things that that I think are really interesting about this, you know. Maybe for some looking at this. They're like, Oh, well, it's somewhat evenly distributed. And I think that's incredibly interesting. That means that in any group of individuals you could even take a subset, let's say and we do have some of those that we can look at but a subset, and it's still generally evenly distributed.
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Dr. Emma Sarro: And that means that in any team you might have someone that's that needs a bit more certainty. But then the next person needs a lot of relatedness, and then another who just wants to have all of the autonomy and then maybe another person who's just evenly distributed in general. But but yeah, it it is. I think it's exciting, especially those that love to look at the actual, the data that supports anything. And what are your thoughts? Kyle?
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Kyle Olsen: Yeah, no, this this to me is really interesting. I'm I may be more of a narrative guy than a numbers guy, but I think that when woven together the 2 work really nicely right? Of course they do. So this idea that look, we're looking at a a distribution that has some ups and downs, but it's relatively equal across all 5 domains, across almost 1,600 individuals and a sort of hunch I've always had is that look?
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Kyle Olsen: All 5 domains, we know, are universally important, but we all prioritize them to a different extent. And here the data supports that that sort of that that you know, hypothesis and I recently did something similar. We did a session on include a neuroscience of smarter teams, with a with an organizational client, and we tried something new. And the new thing was we had all the participants take the scarp assessment
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Kyle Olsen: before the program started, and then on day one, I was able to share their unique results back with them in terms of a pie chart. And what's so interesting to me is that pie chart looks very close to the distribution we're seeing here. Roughly, an even breakdown across all 5 domains, and it just highlights to me. Yes.
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Kyle Olsen: they're all important. Some of us will prioritize, some more than others. Some of us will have a really equal distribution across all of them, and then what that leaves us with is thinking about.
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Kyle Olsen: how can I lean into the domains that matter most in my interactions with individual folks? And I think, Stuart, that will be a great way to come back to your question in just a little bit. You know, as we dive into the session.
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Kyle Olsen: And then I did notice. Someone it was Brandon, perhaps graciously shared a scarf preference in the chat, and mentioned that status and fairness are are ranking higher. So, folks in the chat, whether you've taken the assessment, or you just want to think about it intuitively. If you had to rank scarf in order of priority of importance, and I can go back a couple of slides so you can see all the domains again.
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Kyle Olsen: Right? Which do you suppose is most important to you which one or 2
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Kyle Olsen: do you know, you know, I I really derive a lot of satisfaction when I have a sense of relatedness in the workplace.
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Kyle Olsen: I'm really frustrated when I don't. If you had to. If you had to take a guess
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Kyle Olsen: what domain is really important to you.
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Kyle Olsen: So see autonomy and fairness for Christy.
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Kyle Olsen: See? Same thing for Danny.
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Kyle Olsen: autonomy for Cynthia, fairness and certainty for Martha.
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Kyle Olsen: Yeah, autonomy and status for Leanne. Emma, I'm I'm not sure I've ever actually asked you. We've had plenty of passing conversation around the model. What's 1 of the domains or 2 that you most highly value. And and yeah, why do you think that is.
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Dr. Emma Sarro: I think you know, I think relatedness is pretty important to me. And
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Dr. Emma Sarro: and I would say, maybe maybe autonomy as well, and I definitely get both of those and I. For sure we have such a great group of individuals, and we do have. We do value our autonomy for sure. But you know, I think what's interesting, because we did have a comment in the chat around
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Dr. Emma Sarro: certainty and relatedness being, you know, changing in the last few years. And that was something that we talked about, too, when we looked at this data. Is, there is a bit of a dip in certainty. And that's so fascinating. And this is
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Dr. Emma Sarro: I should say this is really specific to the workplace. So we asked specifically, like in the workplace. Do you feel these things, and do you need these things? But, you know it's it.
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Dr. Emma Sarro: I would. I would love to see what it looked like 3 years ago, and if if certainty was a bit higher, I mean, I wonder, in my 1st thought was, maybe we lost so much certainty, and the workplace still doesn't necessarily the workplace
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Dr. Emma Sarro: like environment in general as a whole, doesn't seem to have a ton of certainty. So I wonder if we've shifted our priorities a bit to get what we are not really getting to maybe increase our need for status, increase our need for relatedness. And that's just an idea. But what are your thoughts on that.
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Kyle Olsen: Yeah, I. I have a similar perspective on this. I think, yeah, to to Hannah's point in the chat. Interesting that certainty is ranking lower. I had this. I had the same thought when I 1st saw this data. And I thought, Wow, I wonder what it would said if we were to splice the data. Say, circa 2020, right? What was going on with the certainty domain, then? So one of my facilitator colleagues has this idea that sometimes scarf is a little bit like a toothache.
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Kyle Olsen: and what she means is that sometimes we don't know how important a domain is to us until it starts to bother us a little bit, and still we, until we start to experience sort of its absence, or something frustrating within one of the 5 categories. So I know we don't have formal research on this, but a kind of a working theory I have is that scarf kind of exists on 2 levels. There is our default, baseline
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Kyle Olsen: preference when things are going relatively well in our life. And then there is the circumstantial level where it changes, based on what's happening in our environment. So generally, certainty is not too important to me. But if I were to catch a rumor about a potential organizational restructuring, but there's no other context. You can bet that for that period of time my certainty needs are gonna Spike, because they've been rattled a little
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Kyle Olsen: bit. And so I suspect you know, in an organization where data moves really fast, and there's not yet as much transparency as we would love. Maybe certainty ranks a little bit higher within that organization because you could think about scarp through the lens of organizational culture.
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Kyle Olsen: Right? You can think about scarf through the lens of global culture. But I think you know, to to Hannah's point in the chat, I think it does flex based on what's happening
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Kyle Olsen: in our environment a little bit.
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Kyle Olsen: Yeah, yeah.
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Dr. Emma Sarro: Absolutely absolutely. Yeah. And and we've actually been able to do a bit more of a a dive. We pulled the data apart just a bit more. So if you were to go to the next slide, we we have looked at those individuals who did report. Let's say what what gender they wanted to report as. And we see a very similar distribution, which is interesting. It's just another way to look at it. Here. You're looking at those are reported male versus female. And then the last
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Dr. Emma Sarro: bit of data that we just pulled out just for this time was whether your organization was a global organization or one that wasn't and that's interesting because we do get
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Dr. Emma Sarro: a ton of questions on on the cross cultural differences. And I think that's really important for us to think about as we're working more globally, globalization is something that organizations are facing. It's a challenge, you know? How do we make sure that we're satisfying all of these needs and and also understanding that your experience and in your culture, absolutely your your the culture that you were.
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Dr. Emma Sarro: you grew up in absolutely impacts what you need and what each of these domains means to you, whether status is something that means the same thing or fairness. Does that mean the same thing? Is it more or less important? So just being aware of? That is one step closer, I would say.
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Kyle Olsen: Yeah, yeah, no, absolutely. And I think you know also interesting about the data that we happen to be looking at here, you know, though it's broken down in global versus, not global. And we looked previously at sort of domains by gender. It is somewhat relatively consistent with the aggregate, like the themes that you see here a little bit of a dip in certainty. Maybe a little bit more of autonomy is they're seeing them come through.
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Kyle Olsen: no matter how you break the data down, which I thought was kind of interesting. Is there some general? You know theme there? So I'm seeing questions come up to also about like, what about, you know level in the organization? What about you know the the environment in my organization. And I think that that maybe provides an interesting way to start thinking about like.
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Kyle Olsen: okay, scarf for the individual. And specifically the individuals around you. You know those you report to those who might report to you right. And and how do we learn more about what drives others? And and do so in a in an informed way, in a way that's maybe a little bit more, you know, you know, based on some essential concepts rather than just sort of winging it. I think historically, one of the best ways to do that has been our scarf assessment.
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Kyle Olsen: Emma.
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Dr. Emma Sarro: Yeah, yeah, absolutely. And I, I love all these questions. I think, any of the measurement team that's watching is gonna get really excited by this because we do have that data. And we are pulling apart that data because what one of the things that we've changed about our assessment is, we're starting to ask those kinds of questions. You know, if you want to answer, what level are you at in the organization? You know what what type of organization are you? Are you coming from? Because all of those things might
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Dr. Emma Sarro: might give us a bit more information? And all of this to just better understand the teams that we're working with. And you know, if it seems that, you know, depending on seniority, you might need more or less autonomy or status might be different. Or maybe it isn't. And in, even if both of those answers are interesting and they allow us to, you know, better. Prepare to drive engagement, and and, you know.
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Dr. Emma Sarro: help your team perform at their best.
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Kyle Olsen: Yeah, yeah, absolutely. And thank you, Evan, for dropping the assessment link into the chat. Folks, if you haven't yet taken it, it might be really fun to take it kind of reminds me of like a a research based. Cosmo quiz, you know, answer a few questions about yourself, but the the. It just so happens that the engine behind it is based on our our research here at Nli. And it'll give you, you know a a real good sense of what your drivers are, and it might
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Kyle Olsen: be interesting to see how do they stack up against what you intuitively thought they were. If you if you didn't take the assessment, you made a guess, you know. Now, what is, what does the what does the assessment seem to say, does that reflect that back to you?
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Kyle Olsen: As well? So a few questions about seniority, about level in the organization, I think it's tempting to think of status when that conversation starts to arise, but I often try to bring status down to something that is hopefully a little bit more universal, and that is, if you think of it through the lens of we all want to feel valued, heard, and understood right. Sometimes I think that folks are a little bit hesitant to say status as an
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Kyle Olsen: important to me. So I'm just gonna do it. I'm gonna rip the bandaid off right now. Folks status is important to me, because when you look at it through the lens of I feel respected, valued, heard, meaningfully included. I think when you run it through that
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Kyle Olsen: kind of paradigm. We can all see the significance of it, and also authentic, genuine. Listening as much as I love talking. I think, is is
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Kyle Olsen: a thing we've all been hearing about for years, but I sometimes think we confuse how easy something is to understand with how well we're doing it, actually applying it.
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Kyle Olsen: And if we could really lean into the power of presence in our interactions with others, be truly, you know, there with them, avoiding multitasking signal. What we appreciate about them, how and why, you know, celebrate progress with them. I think it can go a really long way.
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Kyle Olsen: And in fact, there there is a study I came across, and if I could find the name of the author, I'll share it. But essentially
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Kyle Olsen: active, authentic, listening to others not only helps them feel more sort of calm, cool, and collected but it tends to lead them to rate us to evaluate us more positively. So basically translation as we give our true authentic attention to others, they tend to like us more, they tend to evaluate us more highly. So look, a lot of us are tuned to radio station wii FM, what's in it for me? Right?
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Kyle Olsen: Here's a suggestion that if we're able to honor status domains for others. It may foster a sense of deeper appreciation. Maybe that's related to empathy, so on and so forth. So I think I'll leave that there, and maybe we can start to use some of the questions in the chat as a way to highlight some of our our new articles and and thoughts on the model.
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Dr. Emma Sarro: Yeah, absolutely. And I just, you know, one thing I just wanna say here, because Evan did drop in. The assessment is that we're you're going to get a bit more information out of the assessment when you take it now, because we're and I know anyone who's been with us a few weeks. You've heard that we're also starting to just ask more questions about it in terms of how does it relate to maybe your personality, the traits that you that are a bit more stable over time.
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Dr. Emma Sarro: You know the Big 5 specifically. And if you take it now, you do have the opportunity to learn a bit more about your personality. All the different facets that are that are kind of found within each of those personality traits. And it'll help us answer that question, too, because just as much as we're getting these questions on, you know, cultural differences and level differences, seniority differences and things like that. We're also getting
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Dr. Emma Sarro: questions about personality. And so you know, I could talk about. You know a bit of what what I what I think might might happen. But I but I just I'm excited to see the results, and I know we're going to be presenting them at our at our summit event in October. But we are. We are getting a number of people to take it. If you take it taken it already, then let us know. But you do
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Dr. Emma Sarro: have you do get your results for both of them. You get your your scarf assessment results. You get your personality assessment results. So you get just a better understanding of of yourself whether or not you already have that and as and as you know, our team said in the chat. You can also see how it's evolved over time. Does it evolve over time?
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Dr. Emma Sarro: and yeah, get more information about yourself.
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Kyle Olsen: Yeah, absolutely. I think it's a really exciting new advancement that we're now bringing the assessment to bring together scarf analysis and big 5 personality, trait analysis, and it'll be so fascinating to see what that data reveals. So we're really excited about that. As Emma Emma mentioned, we'll be sharing more about it during our summit upcoming summits. And so as you know, we continue to evolve as a working society. So, too, does our understanding of the new
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Kyle Olsen: behind such models, and how we can apply them to the workplace. And a more expansive data set allows us to do that more accurately and with a greater degree, I think of of competence in the value of the model.
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Kyle Olsen: So yeah, really excited about that.
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Dr. Emma Sarro: Well, I actually just wanna I wanna turn it back to you a little bit because there was a recent article that you wrote on really better understanding individual preferences, especially those. And this has come up a bit in the questions, too. How? How do you really understand? The preferences of your team. If you don't know them like we don't, we don't always take the assessment. Maybe you didn't have it on hand, and you just want to better understand someone. And how can you kind of like pick up their cues to better understand how to send the right signals.
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Kyle Olsen: Yeah, I I really appreciate this topic in general. And you know, taking the assessment and having an open, honest, transparent conversation with your team members about their scarf preferences, you know. Probably the most authentic and ideal way to do it. But we understand that's not always practical. Right. So I was delivering a session one time about basically the connections between inclusion and creativity in the
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Kyle Olsen: workplace. And afterwards one of the participants was like love, the scarf model. Love what you're doing, Nli, but I think there needs to be. I would love to see more information about how I can make more informed inferences about the domains that the people I work with prioritize. And specifically, what about if you manage really large shifting teams? Or if you're on new project teams all the time, what about external stakeholders and clients
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Kyle Olsen: like we're not going to be able to ask our clients, hey? Could you sit down and take this 5 min assessment before we interact? Right? So I think what that led to is a real deep reflection exercise on yeah, how can I make more informed inferences about others? Scarf domains? Right? Because what we've been discussing Emma and and what others know is like, look, all 5 drivers are important.
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Kyle Olsen: but we don't all prioritize them in the same order. And we even saw that in our chat box today, right, we had different preferences. So if you understand what's important to you, great, you can better communicate your needs. If you can understand what drives others. You know we know that social reward can drive a sense of collaboration, connection, and even motivation
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Kyle Olsen: in the workplace. And so what that ultimately led to was our our new blog blog article here unpacking the ingredients of workplace motivation, and what it essentially contains is a set of sort of
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Kyle Olsen: social cues we can look to in order to make more informed inferences about what others we interact with may prioritize. And this goes maybe all the way back up to Stuart's generous question earlier in the session. What about, you know? Personal difference? And how might we, you know, make use of that
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Kyle Olsen: right? So understanding which drivers others value most, I think, can really help us maximize the example. Right? And so yeah, sure happy to go back a slide a bit. So some application insights.
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Kyle Olsen: And while I leave that up, maybe I can just share with you all a few of the things we can look to to make informed inferences about others needs. Now I want to caveat this right. No 2 brains are exactly alike.
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Kyle Olsen: There can and always will be exceptions. The best way to understand somebody's needs, have the conversation with them right? Having said that, how can we make more informed and responsible inferences? That blog article will walk you through a lot of it. But I'll give you a few examples. I think status is most relevant to one of the questions we had earlier. Right? Okay, does the person perk up
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Kyle Olsen: when asked for their ideas, or when given the floor during key meetings? Have they said something like, it's important that my work makes a real impact.
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Kyle Olsen: Do they seem clearly frustrated when being interrupted or having a contribution glossed over? Do they get really excited when their contribution is invited.
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Kyle Olsen: If so, you know, it may be that status is a key driver for them. So what do you do about it? Consider amplifying gratitude for their accomplishments, doubling down on efforts to make them feel heard. Include them on things, but don't include them for the sake of inclusion. Include them for the sake of a real clear in a purpose a purpose which can allow them to make an impact.
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Kyle Olsen: Right? Let's take the certainty domain. I won't work through all the domains, but just a few of them, right? So how could we know if somebody's maybe really values autonomy? Maybe I'll jump to that one
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Kyle Olsen: do they appear really energized when invited to shape the creative direction of a deliverable? I know I do that one gets me kind of jazzed have they mentioned interest in greater flexibility over their projects or schedules? Here's 1, you know, when presented with an idea.
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Kyle Olsen: Did they suggest ways to refine it. Experiment with it? Did they just take it and rubber, stamp it? Or do they want to build on it? Do they want to kind of have a tinker, if you will with it? If so, autonomy might be one of their key drivers, right? And so, in terms of helping that person feel motivated.
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Kyle Olsen: Consider where you can offer more choice in your workplace interactions, highlight areas where they can have some more influence over how to proceed things along that nature right? And for those interested in, you know, all the different social cues feel free to take a look at that blog article. Evan dropped in the chat there. It provides not only some of the ways we can look to social interactions to make those informed inferences, but also what we can do about it. Once we realize that
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Kyle Olsen: I think so. So. Those would be some of the some of the key elements of the domains there, and and how we can make those informed inferences. Emma.
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Dr. Emma Sarro: No, that's fantastic. It's such a great article, and it really and and honestly, I can't believe that we're only a few minutes from close we had talked when we were planning this that we probably have too much to talk about, and we did we had so much other stuff that we were going to cover. But this is fantastic, and I loved hearing your take on how you introduce it, how you how you you know, touch on each of the domains, how you understand
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Dr. Emma Sarro: them and use them in your personal life and and the workplace. And I think it's important for us to, you know. Think about like how we can use the scarf model in in both places, I know, even working with some of our clients. They bring in examples from, you know, at home and at work. And they're different. And you know what matters most to them in each of these environments. So, so, yeah, love diving back into the models that
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Dr. Emma Sarro: have been most impactful for us, and we'll be talking about it again at our summit event and hope you guys can all join us. And and I think I'm going to you know, pull Evan back in. But if there's anything else that he'd like to say before we log off for the
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Dr. Emma Sarro: for for the week. Kyle.
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Kyle Olsen: Yeah, you know. Here, here's a simple way to think about it. We've been talking about how understanding our own needs can benefit us, understanding others. Preferences can benefit them. I'd like to give the last word, I think, to Maya Angelo. I'm gonna borrow 2 quotes from her today. Nothing works. Unless you do. You can use scarf to help figure out what gets you to do your best work and then be a rainbow in someone else's cloud. If you can provide socially rewarding interactions with others, and scarf will give you 5
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Kyle Olsen: categories to make that real. I think we can all together elevate the working world. And it's not just about being nice. It's literally about setting our neurobiology up for success. So I think I'll I'll leave it there and I'll hand it over to others for concluding remarks.
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Dr. Emma Sarro: That was amazing. Thank you so much. I enjoyed every second of this. Thank you for joining us and Evan back to you. Thanks all.
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Evynn McFalls: Thank you so much for today's discussion, Kyle and Emma, we really appreciate your time and all the information that you shared folks. You may see that we have launched a poll. So you can share information with us about how you might like to follow up today's conversation. In addition to that, you did hear today that our neuro leadership summit, our 19, th is on its way. It will be taking place on October 29th and 30th of this year.
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Evynn McFalls: Please go ahead and take advantage of our your brain at work discount. I did post this in the chat, and I'll repost it again. We wanna make sure that you're able to enjoy that that that wonderful pricing for those of you who are joining us weekly on your brain at work live.
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Evynn McFalls: We also have our insiders program specifically for senior executives. If you enjoy your brain at work, live, you'll love our Nli insider program. We invite you to join this exclusive opportunity where you can enjoy benefits such as 1st looks at new research round table discussion with leading executives and researchers and helping us to craft new innovations at the in the world of work to apply, follow the link shared in the chat.
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Evynn McFalls: We are in the process of scheduling a number of events around the world. So if you're interested in hosting a learning event well, we would love to hear from you. Please, partner with us. We will drop a link in the chat. Just go ahead and apply, and we will be in touch with you to host an Nli event.
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Evynn McFalls: All neuro Leadership institute webinars, all your brain at work. Webinars are translated into a podcast format. You can learn more and listen on. If you would like a replay by visiting neuro leadership. Yeah, neuroleadership.com, forward, slash podcast or checking out any of the streaming services that you use each day
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Evynn McFalls: with that all said, this is where we officially say goodbye on behalf of today's guests, and then I time, and then all I team behind the scenes. Thank you so much for joining us, and we hope to see you again next week. Take care and have a beautiful, beautiful weekend.
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Evynn McFalls: Thank you. Bye-bye.