Creating Stability in Uncertain Times – With the SCARF Model

One of the most uncontroversial openings to this article I can offer is this: we are in uncertain and stressful times. Trade war? Check. Measles on the rise? Check. AI bringing untold and unpredictable change to the world? Check.

When surrounded by change and uncertainty the best advice I can offer is take hold of what you can control of your life and engage with what you can influence.

I can control the topic of my SLAW article this month and I am choosing to use this podium to encourage law firm partners to grasp hold of what you can control and influence – namely taking steps to invest in creating a culture of safety and stability within your law firms.

Yes, practicing law is about dealing with a myriad of problems and unexpected matters each and every day. That is why, making your law firm a stable and safe work environment can best set your people up for success.

Safe Work Environmental Promote Performance

The number one reason for a law firm to invest time and energy into creating a safe and stable working environment is this: that’s how you will get the best performance from your people and is the surest path to enhanced profitability.

Stress has a profound effect on the brain, particularly in how it impacts cognitive performance. Under stress, the brain releases hormones like cortisol and adrenaline, which are beneficial in small doses as they enhance focus and alertness. However, when stress becomes chronic or overwhelming, the brain’s prefrontal cortex, responsible for higher-order functions like decision-making, problem-solving, and creativity, begins to lose efficiency. Instead, the amygdala, the brain’s “fear center,” takes over, triggering a fight-or-flight response. This hijacking of cognitive resources by the amygdala impairs reasoning, reduces memory retention, and hampers the ability to think creatively or solve problems.

The SCARF Model

Our brains constantly scan our environment for threat and reward. In modern times our brains are on the alert for social as much as physical threats. Negative threats can trigger a fight, flight or freeze response. Positive triggers give us a boost of feel good hormones such as dopamine, serotonin and oxytocin. You are undoubtedly familiar with this. What you may not know is that there is a useful model for understand what is likely to trigger a threat or a reward response, and this model can help law firm leaders with creating safer workplaces.

The SCARF model, developed by David Rock at the NeuroLeadership Institute, provides a framework to identify triggers that affect how individuals respond to their environment. This model provides a useful reference for understanding what is likely to provoke a threat or reward response. It is a valuable tool for leaders to apply when planning communication, processes, and any interpersonal exchanges.

The SCARF model focuses on five domains that influence how the brain perceives social situations as rewarding or threatening. Here I explain each of the 5 domains and provide an example of a corresponding threat and reward:

1. Status

Status is the need to feel valued and respected.

• Positive Example: An associate is invited to join a small group of lawyers travelling to meet with a client at their factory, boosting their sense of recognition and belonging.
• Negative Example: A lawyer who frequently works for a major client is excluded from joining a lunch with the client, triggering feelings of being undervalued.

2. Certainty

Certainty refers to the need for clarity and predictability.

• Positive Example: Lawyers receive clear information regarding performance metrics and corresponding targets to hit to receive an annual bonus reducing ambiguity and stress.
• Negative Example: Vague or inconsistent feedback and frequent last-minute requests leave associates feeling uncertain and anxious.

3. Autonomy

Autonomy is need for control over decisions and actions.

• Positive Example: Lawyers are given clear instructions and then are free to manage tasks independently, knowing they can approach partners with questions if needed.
• Negative Example: Micromanagement and overly prescriptive instructions stifle creativity and lead to frustration.

4. Relatedness

Relatedness is the need to feel connected and included.

• Positive Example: A litigation team collaborates effectively, fosters camaraderie, and regularly shares meals, creating a supportive environment.
• Negative Example: Lawyers work in silos with little interaction or social engagement, leading to feelings of isolation.

5. Fairness

Fairness is the need for equity and just treatment.

• Positive Example: Transparent processes for assigning files ensure all team members feel valued.
• Negative Example: Favoritism or unclear bonus criteria creates resentment and reduces trust.

SCARF in Practice

The SCARF model can help guide lawyers in taking action to reduce unnecessary negative triggers.

For instance, instead of sending a brief email to an associate such as “come see me immediately” which can cause a jolt of stress due to the uncertainty of what the meeting is about and also the autonomy threat as the email demands immediate action, provide some additional context: “Come see me as soon as you can please, the client has just emailed an update that changes our plans.”

Instead of discretionary bonuses which in my experience serve to demotivate far more associates than they encourage, create clear bonus structures that let associates know what they can count on should they meet a series of clear objectives.

If a SCARF threat is unavoidable, you can reduce its impact by doubling down on positive SCARF rewards. One example is when your firm needs to change a lawyer/assistant pairing. These sorts of changes can be disruptive and triggering. However, if you follow a clear and fair process to determine lawyer/assistant pairings and invest the time in listening and showing respect for the lawyer and assistant views, this can help balance out the possible negative SCARF threats arising for the change.

Finally, if you have a strained exchange with a colleague or client you can use SCARF to uncover what might have triggered the negative response in the other person and in you. This can help diffuse your own reaction and help you to learn from the experience.

The bottom line is the SCARF model is a simple tool with many applications. Use it as a guide to help review and update existing policies and procedures. When you have to take an action that will trigger a negative response, plan how you can build in positive SCARF triggers to balance out the impact. Get started by applying the SCARF model in your own practice. Then share it with your colleagues.

Final Thoughts

As a coach I find models like SCARF helpful as they provide a framework for understanding the complex dynamics at play in our lives both at home and at work. The SCARF model provides a thinking tool for bringing awareness to the likely impact of actions and allows for course correction before or after. In my experience a lot of what causes people stress in law firm is fully within our control to change. The first step is become aware, the next step is taking action. Reflect on what you can do to reduce unnecessary stress for the people you work with and act.