It has been 20 years since NLI identified the five domains in humans' social experience: status, certainty, autonomy, relatedness, and fairness. Join Dr. Emma Sarro (Head of Scientific Research) and Evynn McFalls (Global VP of Marketing and Brand) in this week's discussion on the evolution of The SCARF Model.
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Shelby Wilburn: Welcome back to another week of your brain at work. Live! I'm your host, Shelby Wilburn, for our regulars. We're happy to have you back. And for our newcomers, we're excited to have you here with us for the first time today in this episode, we're going to unpack our scarf model, and how it has evolved over the past nearly 20 years. Now, as I quickly share some housekeeping notes, drop in the chat, or the comments box on our social channels and let us know where you're joining in from today.
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Shelby Wilburn: We are recording today's session. So if you're interested in a replay, be on the lookout for an email later today, that email is also going to include a survey for feedback and a number of resources aligned with today's conversation, we suggest putting your phone on, do not disturb, quit out of your email and messaging apps for the hour. So you can really get the most out of today's show. It's also gonna help with your audio and video quality. And we love interactions. So feel free to share your thoughts and comments with us in the chat as always.
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Shelby Wilburn: Now, to get this started, I'm going to introduce our speakers for today.
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Shelby Wilburn: Our guest for today is director of research at the Neuro Leadership Institute, where she focuses on translating cognitive and social neuroscience into actionable solutions for organizations as well as helps to communicate relevant research in an accessible manner for the public.
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Shelby Wilburn: Previously. She was a professor at Dominican College and New York University, and a researcher at the Nathan Klein Institute. She holds a bachelors degree from Brown University and a Phd. In neuroscience from New York University. A warm welcome to the Director of Research at Nla. Doctor Msaro. Thanks for being here today. Emma. Hi, Shelby, thank you.
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Shelby Wilburn: And our moderator, for today is a passionate explorer of the intersecting lines of narrative communication and culture. He steers strategic communications and public and private research partnerships for some of the most impactful companies in the world. This was the foundation of his academic research. Today he puts his brain to work at the Neural Leadership Institute, where he leads our marketing and communication efforts to strengthen and grow the Nli community around the world.
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Shelby Wilburn: You might even recognize him from the Linkedin Comments section on our weekly show. Please join me in welcoming Global Vice President of marketing and brand at the Neuro Leadership Institute. Evan Mcfaules. Evan, it's great to have you here today, and I am passing it over to you.
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Evynn McFalls: Thanks so much, Shelby, and Hi, amid so good to connect with you. Today, I'm really, really excited. We have so much to discuss today. And it's really, really exciting to dig into what I like to think of as our old faithful scarf which so many people, so many people adore, and and I adore it to. It really was one of those things that when I first learned about it, really transformed the way I thought about basically everything. And I think I see that a lot. I see that same sentiment expressed by much of our community.
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Evynn McFalls: So really, looking forward to today's discussion, how are you doing today?
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Dr. Emma Sarro: I'm great. I feel exactly the same way it was, it was definitely transformative. When I learned about the scarf model. II didn't study it. In my any of my years in research and I use it daily. Absolutely, I love it.
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Evynn McFalls: Yeah, definitely. And so I know that there are quite a few people on the line today who are very very familiar with this scarf model, but there are several Newbies as well, and I want to make sure that we are being as inclusive as possible, so to kick things off. I want to ask them a very, very foundational question, which is, What is the scarf model? And how does it relate to how we work.
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Dr. Emma Sarro: Yeah, absolutely. I mean, and absolutely, we talk about it all the time. We put it in so many of our solutions and in understanding ourselves and understanding how we work better together. But starting at the very beginning, what scarf is is, it helps us define the 5 domains of experience that activate either a strong threat or a strong reward in the brain. So because of that, it impacts so many of our behavior.
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Dr. Emma Sarro: And starting from the very beginning you can see some of the integral publications that we put out, or that and a live put out. David Rock and his first team of researchers started thinking about how to best understand our intrinsic motivational drivers in the early 2 thousands, putting out our first general article and introducing the model. Not until 2,008, and then dove back in again in 2,012
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Dr. Emma Sarro: to kind of better understand? Update the research, make sure it's still as solid as it is. Get an understanding of maybe the you know the variation in in, you know, the scarf drivers across the population. And what what we've essentially done is we pulled from years of work in the social, cognitive, and effective neurosciences, really putting together an underlying idea
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Dr. Emma Sarro: how we interact in the world, whether it's our personal lives or professional lives.
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Evynn McFalls: Nice. Thank you so much. And
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Evynn McFalls: I've heard our founder, David Rock, described the scarf model, almost like a skeleton key for unlocking a more meaningful understanding of human interactions. It's kind of a neo in the matrix moment, because the implications and applications of the model are pretty far reaching. Or wh what do you think we? Why do you think it's such a huge insight for people when they encounter scarf.
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Dr. Emma Sarro: Yeah, absolutely. And we have integrated it throughout our work. And you can see some other publications that we've. We've integrated the understanding of scarf, and I think generally it's because it forms kind of the core of our behavior. This is this is what drives, whether we are engaged, whether we'll be open minded whether we will understand another. Take another's perspective.
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or whether we'll avoid it altogether. And it really forms the basis for how we feel as we approach and come out of different interactions. And you know, we often talk about like how we can use scarf. But scarf is
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Dr. Emma Sarro: something you can use to better understand yourself. It's an also an amazing tool to help you better understand how to work better with others. So it's it's hugely impactful in the workplace. And this is why it's often a starting point, or like one of the basic core principles that we use to help others better understand any of the processes that you're trying to improve or
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Dr. Emma Sarro: to just work better together in the workplace.
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Evynn McFalls: Thank you. Thank you. And I see. So I see some a lot of love for scarf in the chat about the audience, and please do share your questions or comments throughout the session. We'll definitely be paying attention to that chat.
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Evynn McFalls: Emma, I want to dig into this a little bit as II love that Donna in in the chat mentioned that scarf is a true anchor, and I kind of want to make this a little bit more tangible both for those who are new to scarf and for those who have been using it for some time. So could you maybe tell us a little bit more about, you know, perhaps one workplace application where scarf is especially useful
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Dr. Emma Sarro: absolutely. I mean, if if I were to think about just myself, as I was beginning to understand scarf just the idea of, you know, entering a meeting and leaving a meeting, feeling like really disengaged or unhappy, and not really sure why that was. You know what happened in that meeting to cause me to leave it feeling just like kind of icky, and and like unhappy about it.
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Dr. Emma Sarro: One of the things that scarf can do is help you to understand what exactly in that interaction that last 50 min. Let's say that caused you to feel that way. And and with scarf you can better kind of label that. So now I know that this was because, you know, I wasn't given enough. Let's say choice or autonomy in what my next step would be, or you know, I wasn't given enough certainty or clarity around what exactly is expected
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Dr. Emma Sarro: of me. So it can. And and it allows you to almost. And we talk about labeling as one of our emotional regulation strategies. But it allows us to do that really well, and and then turn down that threat response that we often talk about. So that's just that's just thinking about myself. But then, I mean, I would, I guess, turn the question back around to you. In, in your interactions with your team.
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Evynn McFalls: How does scarf come up? Yeah, I it's something that I take into consideration every day. I mean one thing, and I know that we'll cover this a little bit more. And later in the session. But one thing that I try to keep in mind as I'm interacting with my team, as I'm operating cross functionally, is that
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Evynn McFalls: our scarf profiles? I'll call it that, although I don't know if that's necessarily sufficient to describe what's going on. But our scarf profiles being dynamic as they are, you really want to be thinking about the things that trigger that threat response, or, you know, cause kind of a a glimmer, and, you know, motivate people rather than rather than threaten them. And so, as as I think about this from a managerial and just like from an overall. Interpersonal perspective, is really really mindful about what
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Evynn McFalls: fundamentally matters to people on that at the at the cognitive level, and really making sure that we are taking advantage of that knowledge to help us get the job done. And you know, at least in my, in my team environment. What's especially important for me is making sure that we get the job done, that we do well, that we communicate effectively, and and that we.
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Evynn McFalls: we are better for having worked together, have have better for having communicated with one another. So scarf really allows me to understand to a meaningful degree and to have more productive conversations. The
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Evynn McFalls: the interpersonal environment that I'm operating in and make decisions that allow me to be more effective and allow my team to be more effective as well.
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Dr. Emma Sarro: Yeah, absolutely. I mean, if you think about how, as a leader, you want your employees to be motivated and engaged. If you can even just use this as a way to increase their motivation, increase their their engagement. Then why wouldn't you try to leverage those tools
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Evynn McFalls: absolutely absolutely well. And you know we're we touched on motivation and engagement quite a bit. I think it might be good for us to dig into the science of here. We have the slide up here, threat and reward. I think that these are super important dimensions, so why don't you tell us a little bit more about the science. Emma.
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Dr. Emma Sarro: yeah, absolutely. So. I did say, this was scarf stems from a very core organizational principle of our brain, and and something that evolutionarily or as an evolutionary result of of us, basically needing to survive in a world of threats, let's say, is our ability to sense potential threats in our environment. So you could, you could, you know, bring this all the way back to us, being
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Dr. Emma Sarro: able to sense physical threats in our environment. But in fact, we're also just as sensitive to potential social threats. And also sensitive to potential social rewards or or actual physical rewards. One of the like primary frameworks, for this, though, is that our sensitivity for threat is, is much more, is, much higher, so we are more likely to be triggered by potential threats in our environment
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Dr. Emma Sarro: environment than we are rewards. And so it's really critical to understand where those could come up. You know one of the like. Some of the the like really profound research in this area has shown that, the the network, the saliency network that responds to potential physical threats is generally the same as it does for social threats. And so you still feel you know
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the need to avoid something that is potentially threatening and and how we behaviorally respond in social situations are things like we, you know, don't want to get involved collaboratively with someone. We won't share information with someone will act defensive. And in in the case of feeling a potential threat, or you know, a lack of you know, recognition, or some of these domains that will touch on and that's how we respond
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respond behaviorally in these kinds of situations. So you can kind of bring that back to the workplace and think well, when you're in a social situation, let's think about the times that you've seen defensive behavior. You've seen, you know, information being held back. Or you've you've observed. You know, people like not collaborating well or not even being creative. It can even impact impact an individual's ability to innovate and
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Dr. Emma Sarro: solve problems. Everything is impeded by the fact that our threat network just becomes engaged and kind of like takes over control of our ability to do the things we need to do at work. So it's really it's worth it to understand when these threats come up, what they are and what causes them, and how to kind of balance that out with a set of rewards. Kind of along the same same domains.
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Dr. Emma Sarro: So that's kind of. You know, we often say this is like the brains organizing principle, but it is the the like stepping stone, for how we choose to act. Because ultimately we have evolved to survive. So this unfortunately, in some cases, this is what drives our behavior
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Evynn McFalls: really interesting. II think about yeah, of course, who we want to survive. We ultimately want to be happy. We want to. I mean, there are so many different things that drive us. But ultimately I think that.
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Evynn McFalls: Yes, we have evolved to survive. And really, if we think about it, social threats can have devastating consequences for for us. You know, historically. And even today. So
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Evynn McFalls: it makes sense to me. That's that's how our brain works. And II really enjoy the the subtle implication of this graphic here, where? Yeah, threat seems to be stronger than reward, or at least more broad here. In this representation I did want to take a moment to draw attention to some of the questions that have come up in the chat, and one of them being and let me know if you feel comfortable addressing this one. But somebody is asking about the connections between scarf and
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Evynn McFalls: psychological safety. It's always exciting for that phrase to come up. But what are your thoughts on that.
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Dr. Emma Sarro: Yeah, that's a. It's a great question. Because we have. We've also been talking a bunch about psychological safety. We've explored it scientifically. We built a framework with Amy Edmondson that, you know, addresses the underlying neuroscience of how, like what happens in a lack of psychological safety and how to create it, and I know in a few weeks Amy Edmondson will be back on our webinar to talk about it in relation to other aspects of the workplace.
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Dr. Emma Sarro: But but scarf is absolutely intertwined with both. Why, what happens in a lack of psychological safety? So we are, you know. You know, sensing those those and observing those like interactional threats in the workplace. And one of the one of the key pieces of psychological safety is, it is part of an observed behavior.
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Dr. Emma Sarro: and so one of the insights I had is as we were researching. This is that our saliency network, our threat network is engaged when we observe those interactions that you know might have caused us to feel threat, but actually observing them and others is also just as impactful. So and then we can use scarf
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Dr. Emma Sarro: as a tool to create psychological safety. And that's one of the things that we built into our into our solution, too, is, how can we scarf in this way to create that that environment of psychological safety
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Evynn McFalls: really fascinating. And and you know that actually causes me to think about another comment that came up in the chat, which is that somebody mentioned. All roads lead to scarf, and sometimes I find myself feeling that way, because honestly, the applications of scarf can be far reaching. And it's like, yes, it can help with interpersonal. II mean interpersonal, I think is foundational to it. We have interpersonal relationships that work that really impact impact performance and organizational effectiveness. We have our personal.
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Evynn McFalls: our personal connections in life outside of that, and somebody even mentioned. Oh, I use scarf in my marriage, and it's like that's probably pretty pretty. Why, so? Thanks for sharing that insight to the audience member on that chat.
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Evynn McFalls: I want to back up a little bit, because, as I mentioned, there are some folks who for whom the scarf concept is entirely new. Could you help us dig in a little bit deeper and maybe provide us with an overview of absolutely
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Dr. Emma Sarro: yeah. So yeah, we we. I think we are planning to dive a bit into each of the domains and talk about some of the updated work, because we are always working to update and make sure these domains still are, you know, exist as we believe them to exist. But one thing to understand, and that goes into kind of how we use it is that we're not only sensing these domains and us, we're also sending them to others. These these experiences that
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Dr. Emma Sarro: others have can come from the signals that we send individuals, whether it's verbal signals or behavioral signals or things like that. So that's something that's important to remember, especially if you're interacting with others. But this would be how we some kind of like introduce the scarf model as a whole. There are 5 domains
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Dr. Emma Sarro: each of these physi, psychological domains kind of describe a physiological experience that we have in these interactions. So the 5 domains are status certainty, autonomy, relatedness and fairness. Each of which can trigger, or in each of these kinds of interactions, can trigger a physiological response in our brain that can lead us to feel or
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Dr. Emma Sarro: driven to certain kinds of behavior. And that is at its core what leads to our motivation? So somebody asked in the chat about motivation. This is what engages us or disengages us, causes us. A lack of motivation. A lot of the areas that are engaged are those that are part of the motivational network
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Evynn McFalls: fascinating. And II do wanna, dig into each of the each of the domains of scarf because II really wanna ensure that everybody is able to get into a deeper understanding. So why don't we? Why don't we start with status? Yeah, absolutely. Yeah. So status sometimes gets a bit of a bad connotation, given the name, and it does relate often to how we compare ourselves with others. So we are very sensitive as humans to
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Dr. Emma Sarro: to individuals that are in different hierarchies around us. I mean, one of the things that we do automatically when we walk into a room is, we assess the hierarchy, and we alter our behavior, and how how likely we are to interact in different ways with individuals based on their hierarchy. But it's also related to whether we feel valued whether we get a sense of how our work is valued, how we're valued as an individual so whether we
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Dr. Emma Sarro: feel a sense of status in the room or recognition for our work that can lead to a set of activity in reward areas of the brain. So the area that's pointed out here is eventual strain, and which is one of the areas that releases dopamine in response to a sense of reward. So when we are recognized, even given like, send a letter of gratitude. Let's say that that engages that
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Dr. Emma Sarro: area of the brain and and allows us to feel engaged in the interaction. It feels good. So this is super related to recognition in the workplace. This is one of the one of the areas that the domains as like specifically targeted when we recognize others
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Evynn McFalls: that makes a lot of sense. And II imagine that this will come up quite a lot as we go through each of the domains of Scar. But this is something. When I'm thinking about this from a management leadership perspective, it's.
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Evynn McFalls: you know, when you're thinking about total rewards, employee compensation and talent engagement. It's really thinking about dimensions such as status that need to be factored into that that package you're creating. Of course you want to be thinking about compensation and things like that. But you also want to be thinking about what is the experience that my employees are having on a day to day basis. And what am I doing that motivates them to return, or to.
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Evynn McFalls: you know, engage and and
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Evynn McFalls: sufficient level of effort as well as discretionary effort. So thank you for sharing that. Let's move on to certainty. Why don't we?
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Dr. Emma Sarro: Yeah. So certainty is something I think. A lot of us have experience the lack of. And we've talked a bunch about this in the last 4 years. Let's say, is what happens when you lose that sense of control or being able to predict, let's say, not control, but predict an outcome. We as humans need to set or understand expectations, whether it's I know what to what to expect when I walk in the door of my apartment.
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Dr. Emma Sarro: or I know what to expect when I walk into work or what to expect when I'm given a task at work. Those expectations create a sense of not just reward, but it satisfies this expectation. When you lose that, you you kind of like lose that feeling. It's an instant feeling of threat, generally engaging this area, the anterior insulate cortex which is usually engage when we feel lack of certainty. So
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Dr. Emma Sarro: this is where in the workplace, providing that sense of certainty, everyone is sensitive to this, for sure. We all know what happens when you don't have that that expectation. What is going to happen when I walk into this meeting. You know a meeting that's that's placed on your calendar, for instance, without any explanation with your manager, for instance, is instantly going to give you that feeling that happens when this area of the brain is engaged
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Evynn McFalls: that makes a lot of sense. And I imagine that people are feeling a great deal of a certainty triggers at this moment. I know that we touched on this a little bit. Last, or quite a lot actually, in last week's session on the 2024 leadership trends to watch. You know it. It also made me think a little bit about a question that was asked by one of our viewers. About how scarf or how
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Evynn McFalls: how we could might use scarf to explain our initial first impressions about other people, and certainty came to mind for me here, because I mean, I imagine, that there's some meaningful and our other acronym model seeds which is addresses bias. But perhaps you could tell us a little bit more. Do you wanna respond to that? No, that's I mean I this is the first time I've ever thought about this, but I could imagine I love this question. I could imagine that.
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Dr. Emma Sarro: if you're meeting someone for the first time, and there isn't a necessary understanding of where they are, let's say, like what level of who they are to you, and what they could provide you, whether they're you know, someone that might be like, have more power than you in the workplace or not, or like what what is expected of you in this interaction that could be unnerving, and that could like produce a a bit of a lack
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Dr. Emma Sarro: lack of certainty. And until you you better understand the motivation behind the interaction or what their their goals are in the interaction. Then then you could. I could see you being triggered a bit by a lack of certainty
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Evynn McFalls: that makes a lot of sense. And of course I know I I've mentioned the seeds model. And I'm thinking about, you know, bias, mitigation strategy in this case is that perhaps you know, even acknowled, I think even the act of acknowledging that perhaps your lack of certainty is triggering a little bit. May you know better equip you to enter that conversation with, you know, into that interaction that first impression without so much, but definitely something, perhaps, to investigate a little bit more and thank you to the audience. Ask that question.
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Evynn McFalls: I did see another question in the chat. II do wanna make sure that we move on to autonomy, but just wanted to address this somebody was asking about if we would be sharing any examples of how we've used this to help teams or groups. Yes, that will be coming up. So I just wanted to make sure that audience member know that. In the meantime, however.
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Dr. Emma Sarro: I think we're on to some people's favorite, which is autonomy, autonomy. Tell us a little bit more about this one. Yeah. And I and I kind of touched on this a little bit with certainty and sometimes certainty and autonomy. We use together, as we're kind of talking about work processes, but just being able to have the ability to control what you do with your day, you know. Make that decision. You know. How do you reach the goal?
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Whatever is given to you are. You given, you know, exact instructions, and you have to do it this way, or can you get there any way you want? That feeling of autonomy in some individuals is incredibly strong. And now we will touch on this a little bit. How we we vary a bit, and maybe how how much we. We need to feel each of these domains and and have rewards in each of these domains. But
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Dr. Emma Sarro: we all need to have a bit of autonomy, and if you feel like you've lost that control then you won't get the engagement again of this reward area. This ventral stratum area having providing your employees, let's say, with a bit of control. Let's say, if we bring back the idea of compensation, they can control and and choose. Let's say what what benefit package they want? Did they want an extra day off, or do they want something else?
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So giving a bit of control provides that little bit of of reward, but taking that away can elicit like a a stress inducing response
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Evynn McFalls: that makes a lot of sense. And to me, when I see when I see this particular domain, for for the scarf model, I find myself thinking about the ongoing debate that's been raging for many years, but of with regard to hybrid work and how it's it's one of those things I know that I just summit. We describe. That conflict is being one of those things that is seen as an irreconcilable difference. But perhaps, you know, understanding the autonomy dimension of scarf helps us to better tackle those conversations effectively.
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Dr. Emma Sarro: No, it's such a great point. And and I just you know, you bring up such a great point, because I think we've seen like manifestation of what happens when you provide a bit of autonomy. So all of a sudden, we're able to work from home and have a bit of control, much more control with what we do. But then asking individuals to then come back to the office, even if it's just for a few days.
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Dr. Emma Sarro: while before everything happened, having an extra day at home would have been, would have felt so rewarding. But having just one day to work from home now doesn't feel like a reward because we're comparing it to what we've had before. So we've lost that autonomy just a little bit of it. And and so I think we've seen what happens when you play around with how much control individuals have and how much autonomous
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Dr. Emma Sarro: you give them, that there really needs to be a very thoughtful way of making sure that there still is a sense of autonomy. So what day of the week do you want to work from home as opposed to always having to be. This is the Friday thing that we do. So I think, providing a balance between making sure that autonomy still exists for employees is critical.
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Dr. Emma Sarro: To, then you reduce that that anxiety and threat response, and you provide the reward. Enough that engages them.
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Evynn McFalls: That makes a lot of sense. And I think that what I've seen us publish, or you know, with regard to the hybrid work question, and I think this kind of applied to a number of other. You know.
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Evynn McFalls: decisions that work that relates to autonomy, as I know that we said solve for autonomy, but manage for fairness. I know that fairness is a little bit further down the line. But that's an interesting thing to keep in mind that I do wanna make sure that we we talk about relatedness, which is personally one of my favorites. But
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Dr. Emma Sarro: yeah, yeah, and you know it. II thought about it a bit when we were talking about, you know, meeting another individual, and I think it. It, you know, relates a bit to our seats. Model a bit which which you know we are. We we talk about to. It's another one of our big, you know, cognitive bias and decision making models. But relatedness is related to that in a way, because it is
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Dr. Emma Sarro: our sense of belonging or connectedness with others. And we. We feel that sense very easily. So we want to feel it is. It is what it is more our drive, as like our human nature, to feel connected to others. You know, we are group humans are like grouped by nature. But when we are in that group, when we feel like we're part of a team, let's say you, you have this like increased sense of
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Dr. Emma Sarro: wanting to learn more about these individuals, you perceive them positively. It's much easier to feel a sense and develop empathy for them. To be motivated to help them and show this pro social behavior. But what's really interesting about this is, if then, you don't feel that sense of belonging or relatedness, the opposite of all of these things happen. So just think about one of the my favorite examples
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Dr. Emma Sarro: of this, and, like clear cut examples is what happens when you have like? If you're a sports fan in any way, you have a rival team. You feel some joy from watching them. Fail. And and that is like, it's an amazing human reaction that we actually want this other team because they are not they're not part of our in group.
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Dr. Emma Sarro: and so that in an out group drives huge changes in our brain. So we are not. You know, we're less empathetic towards them. We're not motivated to help them. My cat is here again. We and so it's just it is and it involves many areas, the brain. So there's not just one area that really drives. This reaction is a whole network, because it is like a very important
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Dr. Emma Sarro: and important behavior for us to be with a group
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Evynn McFalls: that makes a lot of sense. And again, I'm seeing so many meaningful connections between this and our bias mitigation, so so interesting. This may be something that we want to revisit on. Episode. Finally, I think we arrive at the last the last letter in our acronym here. And that's fairness. Let's let's explore that.
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Dr. Emma Sarro: Yeah, fairness is interesting because it is something that is especially something we sense for ourselves. But also it's it's something that we are very sensitive to in observation of others. We're very sensitive to what is equal around us. Equitable treatment. Now, in terms of like how we're treated individually. So there are some very interesting studies that have shown how sensitive we are. One of the areas that is specific.
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specifically engaged when we're feeling a lack like we're not being treated treated fair. We see others not being treated fairly is the insula, and the insula is often associated with feelings of kind of like like discussed and so it is like, it is like an icky kind of feeling when we feel like we're not being treated fairly. So even if you're just so like classic examples are the ones that we're showing here is.
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you know, you give a participant in the study. $5. And you say it's out of 10. Okay, so this is equal treatment for me and the person that I'm working with, or you are getting
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Dr. Emma Sarro: $5 out of a total of 20. So you know that you're not getting the equal amount, and that instantly triggers an engagement of that part of the brain. So it and what's interesting about this is yes, it. It feels like discussing and insulting to you. But if you see others being treated unfairly around you, especially if those others are on your team. They're part of your in group that is especially triggering for you as well.
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Evynn McFalls: That's really interesting. And I you know, that's lighting up part of my brain. That's thinking. Oh, that psychological safety question and and thinking about the environment
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Evynn McFalls: actors here. Just I see that relationship popping up again.
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Evynn McFalls: awesome. Thank you for walking us through that acronym. I think it was very, very important for those who are new to to understand what what each of those letters and scar is not just a. It's not just an accessory. It's also very powerful.
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Evynn McFalls: that said, Yeah, II see here that we have a slide up kind of thinking about what scarf is and what it is not, and I want to address a comment that I made earlier, which is when I said, You know, scarf profile, and I mentioned that it's not quite sufficient to describe what is happening with it. You know what is happening with these domains within our brain at any given time. So could you tell us a little bit more about that. I mean one way that I might frame this question is.
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Evynn McFalls: some people might perceive scarf as a personality test, and I suspect that that is not the correct. Yeah. So it's not quite a personality test. And there are many personality tests. That are great and they link to specific personality traits that we that we exhibit or display. But scarf is really a context dependent set of
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Dr. Emma Sarro: of ways that we are motivated or driven now it might be, and and I'll leave this open as something that will likely explore in the future. But it might be related in a bit to some of our personality traits, and maybe, as you know, certain personalities might have, like a bit more sensitivity to certain things like certain domains, like the autonomy and certainty versus relatedness, let's say.
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Dr. Emma Sarro: but but we are all sensitive to each of these domains, and that sensitivity is going to vary, depending on the context that you're in. So, for instance, if you in the workplace, let's say you might need a very high level of certainty. Whereas at home, with your personal relation relationships and your personal life, you might not need any certainty. So it it will vary, and it will probably
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Dr. Emma Sarro: also vary by day, depending on you know what might have happened the day before, or in an interaction before. So we should look at it as very dynamic, and it may change over time. So we never also, you know, studied. You know what happens over the core developmental cycle. For instance, you know that is incredibly interesting, and something that we're hoping to maybe explore in the future with some of the new ways that we're
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we're assessing this and something to talk about in a few minutes. But there are so many great questions about.
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Dr. Emma Sarro: You know, are like our scarf profiles, and what we're very sensitive to and not. And one thing that is for sure is that will vary and everyone is sensitive to all domains. So if you're working with your team. And you know someone, let's say, is very sensitive to status. It doesn't mean they're not sensitive to having certainty or having, you know, a sense of fairness. Those are all that we we need to think about.
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Evynn McFalls: That makes a lot of sense, and I'll just share, you know, I know that some of you who are here with us today have taken our scarf assessments, and I'm so excited to tell you about something related to that assessment soon, but not so fast. I know that with our with our scarf assessment, I've actually taken a various differing points in my journey, and you know, throughout life, and I'm always pleasantly surprised by how things change over time, and it always gives me something to reflect on as I make my way through my leadership and just life journey.
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Evynn McFalls: awesome. So I wanted to take a few or take a brief moment to
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Evynn McFalls: look through some of the questions that people were asking since we did just go through quite a bit of information. And one thing that popped up was
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Dr. Emma Sarro: somebody was asking what part of the brain is affected by related desk. What can you tell us about that?
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Dr. Emma Sarro: Well, yeah. So relatedness, as I was saying, is kind of everything. Right? So we are, you know, the the areas of the brain that respond. When we are feeling empathetic. So there are a number of social brain regions that are responding like our our default brain mode is one area that responds when we're thinking about ourselves compared to others or emotional brain areas.
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Dr. Emma Sarro: But that's also what about how we, you know, are are motivated to to help others. So those are areas that are like our motivational network are engaged for that. So relatedness definitely and because it also interacts interestingly with the seeds model, which is our cognitive bias and decision making model. It also is related to how we make decisions as well. How we feel like we're
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Dr. Emma Sarro: or in an in group with another or not, and and make that decision. So it actually is. A widespread network that reacts in different ways to our sense of relatedness.
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Evynn McFalls: Thank you for sharing that. Thank you for digging in there.
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Evynn McFalls: all right. So now II know that people are asking about this earlier, and we're so happy to share some of this information with you is, people want us to know what does scarf look like in practice? And I see our model in action. Let's dig in.
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Dr. Emma Sarro: Yeah. So you know, we kind of touched on this a little bit in the beginning. We often like to break this up into, you know, for yourself and others. You can use it to predict things that might happen, or kind of plan for an interaction. You can do it to kind of help emotionally regulate yourself in the moment, and then maybe also kind of explain why you might have felt a certain way, and why something might have happened like, why was there
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Dr. Emma Sarro: disagreement. Why was there? You know, a lack of collaboration, or over like really well understanding. So. I would say it's a great tool before, during and after. So you can go into an interaction or a meeting with your team and plan to provide a set of certainty plan to provide some autonomy for the tasks that you're going to lay out for your team plan to recognize certain individuals.
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Dr. Emma Sarro: provide them with that sense of status. So you can go into an interaction with, I'm going to send these these scarf rewards. We like to call them when you're in a moment, and after a moment you can kind of help to kind of modify your interactions
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Dr. Emma Sarro: as you're feeling things unravel. So if you feel that in an interaction, you know, someone's status has been, you know, threatened, or someone has provided, you know, an ambiguous answer. So it wasn't given a lot of certainty or unfairly, you know, laid out recognition. Let's say or some kind of reward you can. You can kind of regulate that in the moment and provide some some scarf rewards.
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Dr. Emma Sarro: You kind of buffer that we sometimes call them buffers or rewards. And one of the things that we do also talk about is a couple of ways that we can balance these rewards with the threats is either as an offsetting effect or a multiplier effect. So if you feel that an interaction, let's say, there isn't. You know enough
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Dr. Emma Sarro: certainty around an outcome. So we talked a bit about what was happening during the pandemic is there wasn't a lot of certainty. But you can provide other things you can provide. You know, clarity, that you don't know what is going to happen, or, you know, given people a bit of autonomy, and that provides kind of like an offset of that scale a little bit in the favor of more rewards when you're feeling like a lot of threat and and then the multiplier effect.
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Dr. Emma Sarro: If you feel someone is really really threatened by an interaction, you can provide as much reward as possible in other domains, and that that they can add on to each other essentially. That's what that kind of means. So there, different ways that you can kind of address this and and you can think about them using them at any point of the interaction.
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Dr. Emma Sarro: And I do.
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Evynn McFalls: and a question that a question that somebody just asked, and I would be curious to understand, or what you what your thought on this is. Is there a correlation to emotional intelligence. I think they're asking, is there a correlation between the scarf model and the idea of emotional intelligence?
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Dr. Emma Sarro: There, there absolutely has to be, because they provide you with another way to build these emotional regulation strategies into your day, whether it is in being able to better emotionally regulate your own interactions so that you can show up for your team or for for you know your personal relationships in a different way. Or as a way to better understand your
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Dr. Emma Sarro: teammates, and to you know better. You know. Take better perspective, let's say, and and better understand, because you have. You have kind of a label to label, let's say where they might be coming from, and why they might be acting in a certain way, or behaving in a certain way. So I think it absolutely helps in building that emotional intelligence by by using this as a tool towards that.
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Evynn McFalls: Yes, I agree, really fabulous question and thank you to everybody in the audience who's really having a really really wonderful insight and questions to share with us today. I do see Cole's question regarding exploring how scarf profile changes over time, and he's asking about you know whether or not there is a merchant research on this. II know that we have some pre prior publications on the scarf scarf model overall.
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Evynn McFalls: but I think that this question actually invites us to a nice little segue into the exciting news that we wanted to share about the scarf assessment.
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Evynn McFalls: So
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Evynn McFalls: I'll just share that. The the research team here at the nearest Leadership Institute has been developing a revision to our long standing and beloved scarf assessment, and we are super excited to unveil that to you all of you today as well as with the broader world. We made some pretty significant changes, so that we can continue our exploration of some of these questions that you're asking in the chat here today.
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Evynn McFalls: Emma, can you tell us a little bit more about how the scarf assessment has been updated so far, and what the what the future looks like.
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Dr. Emma Sarro: Yeah, I mean, it's it's definitely it's so exciting, for I think both of our teams, because for many different reasons. But just in that for the research team, we're going to be getting much more data to help us answer those questions that you're all you're all asking. So, for instance, you know, how, how does our scarf assessment results change by industry or by culture, or
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Dr. Emma Sarro: maybe even over time, we'll be able to be able to answer some of those questions in a way that we weren't able to before. This is all really interesting and exciting stuff, and it'll help us
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Dr. Emma Sarro: to better advise you all on on how to approach your team, and and how to build better strategies for yourself as well. So these are all questions that we can now answer with a bit more clarity, let's say and we also went through. You know the way the questions were asked, and and how they were asked, and just to make sure it still aligns very strongly with the research.
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Dr. Emma Sarro: So it is. It's it's thrilling for us to be able to, and we'll be able to report back to you on on the way, the findings of of what we're what we're getting and all of you, and that you're all participating in the work that we're we're going to continue to do and we we love how many people jump in and take the assessment. Now we're going to be able to give you some information back.
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Evynn McFalls: Yes, yes, and that's what I'm most excited about, you know, from where I sit in the organization, and we are really always thinking about ways to better serve our community and provide you with the information that matters most to you. So please spread the word, share the scarf assessment widely. We really want to continue to build that sample size and learn as much about the world of work as we can from from and with all of you. So
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Evynn McFalls: the other thing I'll just say is, thank you to the hundreds of thousands of people who have participated in our scarf assessment. So far it has really been very valuable to us.
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Evynn McFalls: and we look forward to co-creating. You know the future developments of
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Evynn McFalls: the future developments at an aligned in the world of work, together with you.
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Evynn McFalls: and yes, people will receive a breakdown of their their answers to to the excuse me, they will receive a breakdown based on what they answers they provided in the scarf assessment. So when you take it, you'll get a report on your scarf domains at this moment.
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Evynn McFalls: and we do offer the scarf assessment in a number of different language. So please. I see your question here, and I'll make sure to reach out to you by email personally as well. So, team I are. Excuse me, not team, although we are our team. I guess we're co-creating the future scarce here together. But
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Evynn McFalls: please, yeah, take a moment to participate in the survey. You can follow the link that we shared in the chat. Or you can use this QR code that we have on screen to take it on your mobile device. It is mobile, responsive.
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Evynn McFalls: Donna. I do see your question. Does this replace the previous assessment? This is essentially a version. 2 of the previous assessments. So I suppose in a way, it does replace the previous assessment that previous assessments data still exists, and we can still learn from it. But we wanted to evolve the the assessment that we had on the market, so that we could provide you with more valuable information.
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Evynn McFalls: Oh, and I see a quick question here. How long does it take to complete the new assessment.
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Dr. Emma Sarro: Emma? How long do you think it's just a few minutes? I would say, few minutes. Yeah, I mean, it depends on how long you wanna think about maybe your responses. But we tend to suggest to not think too hard about them to go with your kind of like your instinct and your first, your first thought, and and don't worry. No one is is judging your responses. So II do remember as as I've taken it you because we
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Dr. Emma Sarro: are always thinking about what others, how others view us. And we're also brilliant. We can see how people might view certain responses. So try not to do that, because at the end, what you will get is you will get some actionable recommendations for how to approach different situations depending on those domains that you might be a bit more sensitive to, because we can.
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Dr. Emma Sarro: You can help yourself work better with others as well.
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Evynn McFalls: Thank you. And you know I know that we are. This is actually kind of an early phase of an evolution to the scarf assessment that we're rolling out now. So, Emma, maybe you could tell us a little bit more about some of the ways that we're thinking about using the scarf assessment. You know, not only for individuals but organizations. Of course we're offering that that individual report back to people. But I think that another thing that we're looking at is helping companies
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is to monitor their own scarf information and kind of look at the aggregate data. And there's
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Evynn McFalls: relationships. But yeah, what it what comes to mind for you, for how people might use this in the future?
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Dr. Emma Sarro: Yeah, I mean, I think that's that's a great. I. Great thought is also, you know, as as leaders, better understanding, maybe in different contexts which domains are a bit more heightened, let's say, or individuals, let's say, different teams are a bit more sensitive in these environments or in the workplace, to certainty or autonomy, or whatever leaders can decide to make you know.
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Dr. Emma Sarro: decide on on policies or processes that can provide the rewards. In those domains that are maybe a bit more heightened in a specific context, I think, or even, you know, after an event, you know what is coming up for individuals. It can be, maybe a way to assess
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Dr. Emma Sarro: how how the team dynamics have changed over time. I could see any number of of, you know, kind of like aggregate answers that leaders can can get from it.
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Evynn McFalls: It's really, really fascinating. I'm looking forward to
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Evynn McFalls: looking forward to seeing what what information we arrive at, and also understanding how other organizations other users of this assessment interpret the data that they receive. So super super exciting.
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Evynn McFalls: and I see lots of questions. So we'll continue to post the link in the chat. I know that there are questions about the scarf assessments on the website. We are unveiling this link to this audience specifically over time, that scarf assessment that is presently on the website will be replaced by this new version so very quickly. But we wanted to share it with our your brand at work. Live audience first. So please go ahead and take that one
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Evynn McFalls: and let's see, I wanted to make sure that I'm paying attention to any other questions that are coming up, lots of excitement about the new assessment, and lots of other questions. So, so, so exciting. And folks, I do wanna make sure I see your questions that I will be reviewing for those of you who are asking about using the assessment with your clients or your employees. Yes, we will be in touch to assist you with that process as well.
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Evynn McFalls: Awesome.
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Evynn McFalls: All right. Wow! We've covered quite a lot today, and thank you so much, Emma, for walking us through the basics of scarf and the applications, and sharing this exciting news with the market. I wanted to. I wanted to just
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Evynn McFalls: take a moment to bring it all together. And so something I wanted to to draw, focus to. And you mentioned this in the beginning is that scarf
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Evynn McFalls: kind of finds a life in almost everything that we do here.
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Dr. Emma Sarro: yeah, that's true. It is in almost all of our many of our solutions. And even in our newest lead program. That's that's out coming out. Now.
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Dr. Emma Sarro: yeah, it forms the basis for how we understand why these solutions are important, how to have conversations, how to best. You know, mitigate conflict in organizations and how to build and develop better leaders.
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Dr. Emma Sarro: It's all critical.
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Evynn McFalls: fantastic, and you know, scarf is actually even in it's integral to everything. I think you'll I'll see here that we do have a new program where scarp also features pretty prominently, and that's lead the neuroscience of effective management just going to do a quick plug here our initial cohort for lead. The neuroscience of effective management begins on and begins this February. And if you're interested in joining that program, you can learn more at neuro leadership.com forward, slash, lead.
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Evynn McFalls: Emma, are there any final thoughts that you want to leave the audience with today?
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Dr. Emma Sarro: No other than maybe even you know. Use this assessment now that we've kind of primed you to think about how maybe scarf differs in different context or over time. Maybe think about that and and use the assessment over and over again, because it not only will answer questions for us, but also help answer questions for yourself and and test it. Test what we've produced. And we've given you as a way to approach your interactions
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Evynn McFalls: fantastic and everyone. I do see your questions about the the scarf assessment link and and about lead. Well, you know, since we're here. And I did mention it. They want a little bit more information about lead. What can you tell them about the program, Emma?
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Dr. Emma Sarro: Yeah. Lead is. It's incredibly exciting. It's a 6 month program for developing, or even leaders that are, you know, newly promoted or just want to better up their leadership skills.
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Dr. Emma Sarro: It is a completely virtual autonomous program where you're working to build a set of skills to help yourself manage yourself better, as you show up for your team, help to interact better with your direct reports, as you know, and conversations, and getting them to reach their goals and to create, like an environment for accountability, and then also to
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Dr. Emma Sarro: drive results in your organization as well. So how to create psychological safety, how to how to delegate better all of these like very tough skills that leaders, especially new ones, have to build for the first time. And so we lay it out, and like very succinct chapters that we're learning through story telling and interaction reflection, all of the key pieces of learning.
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Dr. Emma Sarro: something that we know. Like understanding, the neuroscience has helped us to build these these learnings because we know exactly what will drive best Haba formation and and learn for the long term. Essentially so. So it's been incredibly exciting for us, and and scarf is intertwined throughout the whole thing.
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Evynn McFalls: Fantastic. Well, thank you so much, and I hope that you'll join us for our initial cohort of lead, the neuroscience of effective management. And with that said, we are approaching at the end of our time together. So before before we go, II just wanted to take a moment to thank you so much, Emma, for all of the insights that you shared with our audience today and thank everybody in the Nli community who joined us today and shared such wonderful questions. You could choose to use this hour anywhere in the world, and we're so so grateful that you choose to do so with us.
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Evynn McFalls: With that said, We're not quite done yet. We do have a number of important announcements, including the fact that we're taking our leadership Development Mini Summit on tour around the United States and and beyond. And so with that said, I'm going to say farewell to you, for now. I'll be in the background answering some questions via chat. But, Shelby, if you could jump back on with us. Welcome back.
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Shelby Wilburn: awesome, wonderful! Thank you so much, Em and Evan, for today's discussion. We appreciate your time as always. Now for closing. Take a look at the poll, and let us know how analy can help you in the future. That will stay up for a few more moments.
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Shelby Wilburn: If you weren't able to join us this year at the 2023 Summit. You're in luck. We still have on demand passes where you can see panels and conversations. So if you're interested in that, we will also put the link in the chat. If you enjoy today's conversation and other conversations like this. And you'll love the podcast so make sure you're listening to your brain at work. And wherever you listen to your podcast they will be available.
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As Evan said, we are going to start going on the road with our leadership Mini Summit. So stay tuned for more information on that we'll also share more in our follow up email. And now this is where we officially say farewell. So on behalf of our team behind the scenes. Thank you for showing up here every week. We appreciate you, and we'll see you here same time next week. Have a wonderful weekend.