As we learn more about the brain, we discover how to manage our brain chemistry to facilitate greater problem solving, creativity and innovation, as well as reframe stress and pressure to our advantage. The centre piece of understanding how to apply this in the workplace is the battle between two brain structures – the prefrontal cortex and the limbic system.

The prefrontal cortex [PFC] is responsible for your executive functioning, which is any time you need to learn something new, remember something, analyse information or make a complex decision. In times of change or uncertainty, we need our PFC to be at its best in order to survive, let alone thrive.

One factor that gets in the way of this clear thought and analysis is the limbic system, which is responsible for our emotive responses. Our limbic system is vital for our survival and as such, its responses are fast and powerful. Anytime that we’re even a little anxious, frustrated or uncertain, our limbic system quickly absorbs our cognitive resources [oxygen and glucose] leaving next to nothing for the poor PFC. In fact, over 30% of our cognitive function can be wiped out in a second.

As leaders, what we do has an amplified impact on the limbic systems of our staff. On the positive side, when we promote a reward state, we create a psychologically safe environment conducive to higher order thinking, better decision making, enhanced relationships and higher levels of creativity and innovation.

However, when we create a threat in the limbic system even when unintended, the brain releases very aggressive neuro chemicals and hormones into the brain and body, adrenaline being a common example. When in this fight / flight mode, the quality of our thinking is compromised and if we remain in this state for an extended period it is damaging to our mental and physical wellbeing.

As a leader, our first priority is to remove the threat response and then lead in a way that promotes the reward response. If we do things that stimulate both, the threat response will always win every time because it’s faster, stronger and longer lasting.

In his paper “Managing with the Brain in Mind,” David Rock discusses the 5 levers that we have as leaders that can promote both a threat response and a reward response [the SCARF model]. Knowing these SCARF responses helps us to promote environments where are staff are at their best.

Leadership, as with anything in our life and career, requires mastery of the basics. While leadership development programs are often focused on highly complex and transformational skills, we estimate that less than 10% of leaders consistently do the basics well. Without mastery of these fundamentals, the next level of capability building will be short lived at best.

In this article we focus on two in a series of leadership fundamentals that reduce SCARF threat and promote reward: providing effective feedback and praise.