mindsets - Blog - Global Risk Community2024-03-29T05:41:45Zhttps://globalriskcommunity.com/profiles/blogs/feed/tag/mindsetsImproving Employee Engagement by Applying the SCARF Modelhttps://globalriskcommunity.com/profiles/blogs/improving-employee-engagement-by-applying-the-scarf-model2023-07-24T18:13:30.000Z2023-07-24T18:13:30.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><a href="{{#staticFileLink}}12159237499,RESIZE_710x{{/staticFileLink}}"><img class="align-full" src="{{#staticFileLink}}12159237499,RESIZE_710x{{/staticFileLink}}" width="700" alt="12159237499?profile=RESIZE_710x" /></a></p><p><a href="https://flevy.com/browse/flevypro/leadership-competency-model-3661">Leadership qualities</a> are the most important trait for anyone starting out a career or aiming to climb the corporate ladder. The foundation of any successful business is strong, skilled leadership.</p><p>Leaders who can work with a <a href="https://flevy.com/browse/flevypro/effective-leadership-behavior-3408">diversity of personalities and behaviors</a> are more likely to establish an effective workplace. They must be able to interact with employees in ways that raise their levels of engagement and <a href="https://flevy.com/browse/flevypro/stretch-collaboration-3422">foster a climate that values sharing knowledge and working together</a>.</p><p>The level of emotional commitment, fervor, and dedication that employees have for their work and their employers is gauged by their level of employee engagement. Engaged workers are more likely to be productive, motivated, and satisfied with their jobs. They are willing to go above and beyond, give it their best, and actively contribute to achieving business objectives.</p><p>By prioritizing employee engagement, leaders can attract and retain key people, boost productivity, and advance organizational development. Employee engagement necessitates a careful examination of the mindsets and behaviors of the workforce before assuming that they would show the necessary degree of commitment.</p><p>Neuroscientist David Rock developed the SCARF Model in 2008 to help businesses use empirical research to manage teams, the workplace, and identify the factors that promote employee engagement.</p><p>The model incorporates 5 key factors that profoundly influence our choices, levels of involvement, and actions:</p><ol><li><strong>Status </strong></li><li><strong>Certainty </strong></li><li><strong>Autonomy</strong></li><li><strong>Relatedness</strong></li><li><strong>Fairness </strong></li></ol><p><a href="{{#staticFileLink}}12159236900,original{{/staticFileLink}}"><img class="align-full" src="{{#staticFileLink}}12159236900,RESIZE_710x{{/staticFileLink}}" width="710" alt="12159236900?profile=RESIZE_710x" /></a></p><p>The SCARF Model effectively depicts two crucial elements of the human brain: rewards and threats. Rewards are things that instill positive feelings in people, love, bonding, and optimism. People become more determined, creative, and upbeat in response to rewards.</p><p>Threats, on the other hand, cause us to feel uncomfortable, frightened, or anxious. Our responses to hazards might be categorized as fight or flight, or a decrease in our mental or creative potential.</p><p>Let's now go deeper into the first 3 key factors of the SCARF Model.</p><p><strong>Status</strong></p><p>How we stack up against one another determines where we stand within the organization. We have a natural tendency to value status. The reward and danger circuits in our brain are greatly affected by any changes in our status. Studies show that when people think about their status deteriorating, their danger response is triggered, which results in the release of stress hormones. However, when our status increases, our dopamine levels increase as well, which improves our mood.</p><p>The general well-being of an employee is directly impacted by status. By adopting a carefully thought-out, <a href="https://flevy.com/browse/flevypro/performance-management-primer-2484">participatory performance review</a>, recognizing workers, and praising them in public, employers may preserve the status of their employees.</p><p><strong>Certainty</strong></p><p>Uncertain conditions demand greater mental effort from our brain; therefore people suffer immensely these circumstances. Our brains are wired to begin overworking themselves in an effort to make sense of the unexpected when we are uncertain about something. Uncertainty makes us petrified, alienated, preoccupied, and disoriented.</p><p>The fundamentals of good leadership include assisting people in achieving their goals in the face of uncertainty and instructing them on how to feel safe in such circumstances. Workers feel more secure about their employment when tasks are broken down into smaller, more manageable parts. Likewise, when there is open communication with the workforce and a clear understanding of expectations, agendas, guidelines, duties, and timeframes, employees feel confident.</p><p><strong>Autonomy</strong></p><p>One of the main psychological factors that affects how people behave is their demand for autonomy. Autonomy is the state of experiencing complete control over one's conduct or activities. When their autonomy or authority is in jeopardy, people become uneasy and demotivated. They are incapable of reasoning, and as a result, act irrationally. On the other hand, a sense of increased autonomy fosters confidence and lowers stress.</p><p>In order to tackle this, managers and leaders must refrain from micromanaging staff members and instead give them more authority. Employees should be allowed to choose their own schedules, use their own judgment, and experiment with new ideas.</p><p>Interested in learning more about the other drivers of the SCARF Model and strategies to keep the employees engaged? You can download <a href="https://flevy.com/browse/flevypro/scarf-model-7321">an editable PowerPoint presentation on the <strong>SCARF Model</strong> here </a>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><p><strong>Do You Find Value in This Framework?</strong></p><p>You can download in-depth presentations on this and hundreds of similar business frameworks from the <a href="https://flevy.com/pro/library">FlevyPro Library</a>. <a href="https://flevy.com/pro">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives.</p><p>For even more best practices available on Flevy, have a look at our top 100 lists:</p><ul><li><a href="https://flevy.com/top-100/strategy">Top 100 in Strategy & Transformation</a></li><li><a href="https://flevy.com/top-100/organization">Top 100 in Organization & Change</a></li><li><a href="https://flevy.com/top-100/consulting">Top 100 Consulting Frameworks</a></li><li><a href="https://flevy.com/top-100/digital">Top 100 in Digital Transformation</a></li><li><a href="https://flevy.com/top-100/opex">Top 100 in Operational Excellence</a></li></ul><p> </p><p> </p></div>Great Problem Solver have 6 Mindset Traitshttps://globalriskcommunity.com/profiles/blogs/great-problem-solver-have-6-mindset-traits2021-04-01T10:40:00.000Z2021-04-01T10:40:00.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><span style="font-size:12pt;"><a href="{{#staticFileLink}}8721604279,original{{/staticFileLink}}"><img class="align-right" src="{{#staticFileLink}}8721604279,RESIZE_400x{{/staticFileLink}}" alt="8721604279?profile=RESIZE_400x" width="278" height="199" /></a><a href="https://flevy.com/business-toolkit/problem-solving-psm">Problem Solving</a> is a fundamental life skill indispensable for survival of an individual. It is honed in every person to varying degrees. It is especially a useful skill to embody Leadership Development.</span></p><p><span style="font-size:12pt;">Problem Solving skill can be taught and learnt.</span></p><p><span style="font-size:12pt;">MIT defines Problem Solving as:</span></p><blockquote><p><span style="font-size:12pt;">The process of identifying a problem, developing possible solution paths, and taking the appropriate course of action.</span></p></blockquote><p><span style="font-size:12pt;">Problem Solving is a process that can be approached using various strategies but each Strategy usually follows the same theme, consisting of:</span></p><ul><li><span style="font-size:10pt;">Identifying the Root Cause of the Problem.</span></li><li><span style="font-size:10pt;">Logically Analyzing all the Details of the Problem.</span></li><li><span style="font-size:10pt;">Formulating a Solution.</span></li><li><span style="font-size:10pt;">Effectively Communicating and taking Action.</span></li></ul><p><span style="font-size:12pt;">Problem Solving Strategies consist of steps that help identify the Problem and choose the best solution. There are 2 basic types of Strategies:</span></p><ol><li><span style="font-size:10pt;"><strong>Algorithmic Strategies</strong> – customary step-by-step instructions to solving Problems. For example, in algebra: multiply and divide before adding or subtracting.</span></li><li><span style="font-size:10pt;"><strong>Heuristic Strategies</strong> – general guides used to identify possible solutions. An example would be IDEAL—Identify Problem, Define Context, Explore Strategies, Act on solution, and Learn.</span></li></ol><p><span style="font-size:12pt;">A certain Mindset is required to be developed for becoming a great Problem Solver. There are 6 traits experts have identified that shape the Mindset of a great Problem Solver. A great Problem Solver will always:</span></p><ol><li><span style="font-size:10pt;"><strong>Be Constantly Curious.</strong></span></li><li><span style="font-size:10pt;"><strong>Be an Imperfectionist.</strong></span></li><li><span style="font-size:10pt;"><strong>Adopt a Dragonfly-eye View.</strong></span></li><li><span style="font-size:10pt;"><strong>Pursue Occurrent Behavior.</strong></span></li><li><span style="font-size:10pt;"><strong>Leverage Collective Intelligence.</strong></span></li><li><span style="font-size:10pt;"><strong>Practice Show and Tell.</strong></span></li></ol><p><span style="font-size:12pt;"><a href="https://flevy.com/browse/flevypro/problem-solving-mindsets-5560"><img class="aligncenter size-full wp-image-8937" src="https://flevy.com/blog/wp-content/uploads/2021/03/Slide-deck-image-Problem-Solving-Mindset.png" alt="" width="674" height="506" /></a></span></p><p><span style="font-size:12pt;">Problem Solving Mindset is valuable for any person especially professionals, particularly an entrepreneur, manager, or someone in the leadership role in an organization. A team of skillful problem solvers can become a notable source of <a href="https://flevy.com/business-toolkit/competitive-advantage">Competitive Advantage</a> for an organization.</span></p><p><span style="font-size:12pt;">Let us delve a little deeper into some of the Mindsets that make great Problem Solvers.</span></p><h3><span style="font-size:12pt;"><strong>Be Constantly Curious</strong></span></h3><p><span style="font-size:12pt;">Innate human partialities frequently blind us to a range of solutions too early in the Problem Solving Process. Superior and increasingly creative solutions arise from being Curious about the wide-ranging possible answers. Very young children embody this trait. They are resolute in figuring things out hence their never-ending and high-energy inquisitiveness.</span></p><p><span style="font-size:12pt;">Improved results are generated by accepting uncertainty, constantly asking questions like why is this solution better, or why not the other one?</span></p><h3><span style="font-size:12pt;"><strong>Be an Imperfectionist</strong></span></h3><p><span style="font-size:12pt;">Absolute knowledge is virtually non-existent, especially for Complex Business and Societal Problems. Accepting that our knowledge is Imperfect can bring about more effective Problem Solving. Constant revision based on new evidence is key to good Problem Solving. This is possible when we begin by confronting solutions that imply certainty. And, this brings out tacit assumptions about probabilities and makes it easier to assess alternatives.</span></p><p><span style="font-size:12pt;">Most Problem Solving involves a great deal of trial and error. We form hypotheses, dive into data for validation, and either refine our premise or discard it.</span></p><h3><span style="font-size:12pt;"><strong>Adopt a Dragonfly-eye view</strong></span></h3><p><span style="font-size:12pt;">The purpose is to gaze beyond the usual arrangement into which our pattern-recognizing brains want to gather perceptions. This facilitates identification of obscured opportunities and threats.</span></p><p><span style="font-size:12pt;">A good example of this is the approach experts took to tackle a major public health threat. They framed the Problem in larger social context—taking the Dragonfly-eye view—garnering wider support and success. Confronted with a complex social map and a ballooning infection rate, the Problem was tackled by widening its definition. The frame was shifted from a traditional epidemiological transmission model at known hotspots to one where, another affliction of a particular sub-set of the impacted population was targeted because it was more relatable. The major public health threat was made into a sub-set of the larger issue. The solution was implemented in 600 communities and was eventually ascribed with preventing more than 600,000 infections.</span></p><p><span style="font-size:12pt;">Interested in learning more about <a href="https://flevy.com/browse/flevypro/problem-solving-mindsets-5560">Problem Solving Mindsets</a>? You can download <a href="https://flevy.com/browse/flevypro/problem-solving-mindsets-5560">an editable PowerPoint on <strong>Problem Solving Mindsets</strong> here</a><u> </u>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</span></p><h3><span style="font-size:12pt;"><strong>Do You Find Value in This Framework?</strong></span></h3><p><span style="font-size:12pt;">You can download in-depth presentations on this and hundreds of similar business frameworks from the <a href="https://flevy.com/pro/library">FlevyPro Library</a>. <a href="https://flevy.com/pro">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:</span></p><blockquote><p><span style="font-size:12pt;">“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.”</span></p><p><span style="font-size:12pt;">– Bill Branson, Founder at Strategic Business Architects</span></p></blockquote><blockquote><p><span style="font-size:12pt;">“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”</span></p><p><span style="font-size:12pt;">– David Coloma, Consulting Area Manager at Cynertia Consulting</span></p></blockquote><blockquote><p><span style="font-size:12pt;">“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”</span></p><p><span style="font-size:12pt;">– Roderick Cameron, Founding Partner at SGFE Ltd</span></p></blockquote></div>Leadership 2.0: 6 Leadership Mindsets Demarcatedhttps://globalriskcommunity.com/profiles/blogs/leadership-2-0-6-leadership-mindsets-demarcated2019-02-15T17:40:58.000Z2019-02-15T17:40:58.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><img src="https://media.licdn.com/media/gcrc/dms/image/C4E12AQFzQ3VwxRotdg/article-cover_image-shrink_720_1280/0?e=1555545600&v=beta&t=yDjpfESQfle_mlqdH8cye1PqordiyAtUTz1oOYGwPpQ" alt="0?e=1555545600&v=beta&t=yDjpfESQfle_mlqdH8cye1PqordiyAtUTz1oOYGwPpQ" /></p><p>There isn’t one leadership approach that can guarantee success in every situation.</p><p>Leadership necessitates an assortment of methodologies that leaders can use based on the circumstances—ranging from being self-centric to helping the humanity. In order to develop effective teams, inculcate a sense of teamwork, and make a positive impact, leaders need to be aware of the strong points and limitations of their team members and the behaviors that they typically adopt with others. To identify the leadership approach of a leader and their power to inspire, they need to answer, “Whom do they serve?”</p><p>Researchers have recognized <a href="https://flevy.com/browse/flevypro/6-leadership-mindsets-3656" target="_blank">6 leadership mindsets</a> based on interviews with top leaders from a range of industries and organizations, and through studies on cognitive leadership and developmental psychology. Typically, leaders display a portfolio of mindsets, which vary from individual to individual. These mindsets guide their judgment and behaviors, and can transform the direction and performance of the enterprise.</p><p>The 6 leadership mindsets provide guidance on how people can better comprehend and reorganize their own portfolios (mindsets as well as teams) to become successful:</p><ol><li><strong>Antisocial</strong></li><li><strong>Individualist</strong></li><li><strong>Timeserver</strong></li><li><strong>Extrovert</strong></li><li><strong>Initiator</strong></li><li><strong>Achiever</strong></li></ol><div class="slate-resizable-image-embed slate-image-embed__resize-full-width"><img src="https://media.licdn.com/dms/image/C4E12AQHNXc7DnU6YEQ/article-inline_image-shrink_1000_1488/0?e=1555545600&v=beta&t=Sa9BS6fPRJZ95nzR6JBYf3kpXN4uJBba4coeckezAcQ" alt="0?e=1555545600&v=beta&t=Sa9BS6fPRJZ95nzR6JBYf3kpXN4uJBba4coeckezAcQ" /></div><p>Let’s take a detailed view of the first 3 mindsets.</p><h3><strong>Antisocial</strong></h3><p>The leaders with Antisocial mindset have no regard for anyone except themselves. They exhibit characteristics related to antisocial personality disorder, i.e. lack of compassion and insensibility towards others. They have a captivating personality and are highly effective at manipulating others and the organization. Antisocial personalities can destroy their own and their organization’s reputation by their manipulative behavior.</p><p>The individuals with Antisocial mindset display an avid interest in authority, have superiority complex, and consider themselves above the rules. They exist at any level in an organization—e.g., coldblooded bosses who discount others but use them for their own advantage by intimidation and deceit. Their deception gets them promoted, but only transiently. Such personalities have low values and it’s hard to cooperate with them.</p><h3><strong>Individualist</strong></h3><p>The leaders with an Individualist dominant mindset always keep their own personal interests first, benefit themselves, and don’t bother about others. They are possessed by a strong desire for power, wealth, and status. Self-promotion rather than exhibiting behaviors benefiting a team is a hallmark of such mindset. These erratic, self-publicist mentalities in top management can wreck the organizational culture—as they prompt the others to take influence from their behavior—weaken collective action, hinder information flow, and destroy teams.</p><p>The drive and self-focus of leaders with a strong Individualist mindset can enable them to get ahead, but they often struggle to build a team, as they do little to develop others and try to take all the credit. To counter the Individualist mindset, organizations need to outline goals clearly, monitor performance, and ensure that individual goals are consistent with enterprise goals.</p><h3><strong>Timeserver</strong></h3><p>The individuals with a Timeserver or opportunist mindset try to please everyone and in doing so lose credibility among their peers. They keep changing with differing circumstances and groups of people they interact with. The individuals with this mindset are insecure, indecisive, and lack influence on people, yet long to be venerated and strive to cajole people in authority to advance their careers.</p><p>Timeservers have a hard time communicating their longstanding beliefs and lack passion in anything they do. If such personalities are made responsible to manage a project, their biggest concern is to make their superiors happy and their incompetence to stand up for their thoughts against any opposition leads the initiative to failure. Timeservers serve anyone who is important, even budding leaders.</p><p>Interested in learning more about all 6 leadership mindsets and the ideal leadership profile mix? You can download<a href="https://flevy.com/browse/flevypro/6-leadership-mindsets-3656" target="_blank"> <u>an editable PowerPoint on the </u><strong><u>6 Leadership Mindsets</u></strong><u> here</u></a> on the <a href="https://flevy.com/browse" target="_blank">Flevy documents marketplace</a>.</p><h3><strong>Are you a Management Consultant?</strong></h3><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks" target="_blank">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting" target="_blank">consulting training guides</a> from the <a href="http://flevy.com/pro/library" target="_blank">FlevyPro library</a>.</p></div>