The SCARF model identifies five key areas that shape how we think, feel, and respond in social settings: Status, Certainty, Autonomy, Relatedness, and Fairness. Rooted in neuroscience, these social drivers influence our emotions and behaviors because the brain perceives social threats and rewards similarly to physical ones. When these needs are met, we feel engaged, motivated, and psychologically safe; when they are threatened, we may experience stress, defensiveness, or withdrawal.

• Status refers to our relative importance to others. A perceived loss of status—such as being excluded from key decisions or receiving critical feedback—can trigger a strong emotional reaction, while recognition and positive reinforcement can boost engagement.

• Certainty is our brain’s need for predictability. When faced with ambiguity, such as unclear expectations or sudden changes, we may feel anxious or resistant. Providing clarity helps reduce uncertainty and fosters confidence.

• Autonomy is our sense of control over decisions and actions. Feeling micromanaged or powerless can trigger frustration, whereas having choices and independence enhances motivation.

• Relatedness reflects our sense of belonging and connection with others. Social exclusion or distrust can activate the brain’s threat response, while strong relationships and team cohesion enhance engagement.

• Fairness is our perception of equity and justice. If we perceive an unfair situation—such as biased decision-making or unequal opportunities—we may disengage or react defensively, whereas transparency and fairness help maintain trust.

When I Use the SCARF Model (and When I Don’t)

I like using the SCARF model because it provides a clear, neuroscience-backed framework for understanding why certain emotions arise in social and professional settings. By recognizing which SCARF domain is being triggered, clients can move from reactive frustration to intentional action, helping them navigate challenges with greater self-awareness and control.

For example, in a coaching session, a client struggling with resistance from their team during a reorganization realized that the pushback wasn’t about the change itself—it was driven by uncertainty and a loss of autonomy. By recognizing these triggers, they adjusted their approach, offering more clarity and involving their team in decision-making, which helped reduce tension and increase buy-in.

Similarly, when a client felt undervalued at work, using SCARF helped them identify a status threat—they weren’t being recognized for their contributions. This awareness empowered them to advocate for their work more effectively, leading to a more positive and proactive response rather than disengagement.

However, I am mindful not to use SCARF in isolation—especially when dealing with deeply entrenched challenges such as trauma, systemic inequities, or cultural issues. While it offers valuable insights into social triggers and leadership dynamics, it is not a substitute for deeper structural or psychological interventions.

Ultimately, SCARF serves as a powerful lens for leadership and personal growth, helping clients understand their emotions, improve interactions, and lead with greater empathy and awareness.

Citations: Rock, D. (2008). SCARF: A Brain-Based Model for Collaborating with and Influencing Others. NeuroLeadership Journal, 1(1).

The Immunity to Change Map, developed by Dr. Robert Kegan and Dr. Lisa Lahey (2009), is a powerful framework designed to help individuals uncover the internal barriers that may be holding them back from achieving their goals. In their book, Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization, Kegan and Lahey explain that even when we are highly motivated to change, we may unknowingly hold deep-seated beliefs, fears, or commitments that create a kind of “immunity” to change—preventing us from making real progress.

How It Works

The Immunity to Change Map provides a structured way to:

1. Identify a meaningful personal or professional change goal.

2. Recognize behaviors that conflict with that goal, even if they seem minor or unintentional.

3. Uncover underlying assumptions, fears, or commitments that may be working against progress.

4. Test and reframe these beliefs to remove obstacles and create lasting change.

What It Looks Like in Coaching

In a coaching session, we would work through this map together, helping you reflect on unconscious patterns that may be limiting progress. For example, a leader striving to delegate more might discover an internal belief that doing so will make them seem less competent. By identifying and testing this assumption, they can develop new ways of thinking and acting that better align with their leadership goals.

This process bridges the gap between intention and action, enabling clients to move past roadblocks and create real, sustainable change in both their work and personal lives.

Why I Like the Immunity to Change Map and How I Use It

I love using this tool because it provides a structured yet deeply reflective process for my clients. Unlike traditional goal-setting approaches that focus on actions, the Immunity Map helps uncover the root causes of resistance—often tied to fears or competing commitments. This deeper awareness equips clients to address those barriers and move forward with clarity and purpose.

For instance, I worked with a client who wanted to delegate more but consistently held back, fearing a loss of control. Through the map, we identified an underlying belief that delegating would make them appear less competent. Recognizing this fear allowed us to reframe their perspective, and they began delegating in a way that felt authentic and empowering.

When I Use It (and When I Don’t)

I use the Immunity Map when clients feel stuck or when their goals require a mindset shift. It's particularly effective for addressing long-standing habits or fears, such as perfectionism or self-doubt. However, I don’t use it when immediate tactical solutions are needed, as the process requires deep reflection and time to unpack.

Citation: Kegan, Robert, and Lisa Laskow Lahey. 2009. Immunity to Change. Leadership for the Common Good. Boston, MA: Harvard Business Review Press.

The ORJI Model, introduced in Edgar Schein’s Humble Inquiry, is a simple yet powerful framework that helps individuals slow down and respond to situations with greater self-awareness and intentionality. It breaks down our reaction process into four steps:

1. Observe – What do I see or experience?

2. React – How do I feel about it?

3. Judge – What meaning or assumptions am I assigning to it?

4. Intervene – What action do I take as a result?

By separating observation from emotion, judgment, and action, ORJI helps individuals recognize unconscious patterns, shift from reactive behaviors to thoughtful responses, and improve communication and decision-making.

Why I Like the ORJI Model and How I Use It

I value the ORJI Model because it aligns with my belief that meaningful change starts with self-awareness. It encourages my clients to pause before reacting, helping them shift from impulsive decisions to intentional, thoughtful responses. This approach is especially helpful when navigating high-stakes conversations or emotionally charged situations.

For example, a client struggling with receiving critical feedback used the ORJI Model to break down their experience:

• Observe: "My manager pointed out an area for improvement."

• React: "I feel defensive and frustrated."

• Judge: "They must think I’m not capable."

• Intervene: "I could respond with defensiveness, or I could ask for clarification and suggestions for growth."

Through practice, this client learned to pause and reframe their assumptions, allowing them to approach feedback with curiosity instead of defensiveness. In coaching, I might role-play scenarios using the ORJI framework, helping clients build the muscle of pausing and reflecting before reacting.

When I Use It (and When I Don’t)

The ORJI Model is highly effective for improving self-awareness, building emotional intelligence, and enhancing leadership skills. It provides structure for slowing down reactive responses, making it especially useful in high-stakes conversations or emotionally charged situations. However, its focus on individual perception and response makes it less effective for addressing systemic barriers, such as workplace inequities or structural dysfunction. While ORJI can help individuals understand their reactions to systemic challenges, it does not provide direct solutions for changing external policies or power structures. In those cases, I pair ORJI with strategic frameworks for advocacy, organizational change, and systems thinking to support a broader approach.

Citations: Schein, E. H. (2013). Humble Inquiry: The Gentle Art of Asking Instead of Telling. Berrett-Koehler Publishers.

The Values and Drivers Exercise, inspired by Jenny Rogers' Coaching Skills: A Handbook, helps you uncover what drives and fulfills you at a deep level. By reflecting on moments when you were completely in "flow"—fully immersed and energized—you can identify the values that guide your decisions and the drivers that push you forward. This exercise creates powerful self-awareness and provides clarity for making meaningful changes in your life.

Why I Like the Values and Drivers Exercise and How I Use It

I love this tool because it helps clients connect with their most authentic selves. Many people focus on what they “should” be doing, often shaped by external pressures or expectations. This exercise shifts the focus inward, helping clients uncover the values that truly matter and the underlying drivers that either propel them forward or create tension.

For example, I worked with a client who had been in the same role for years and felt drained and disconnected from their work. They knew they wanted a change but weren’t sure what direction to take. Through this exercise, they identified that their most fulfilling moments came when they were engaging in creative problem-solving and working directly with people. However, they realized their current role had become highly process-driven and isolated, leaving little room for these strengths. With this new awareness, they reframed their job search, prioritizing roles that involved collaboration and innovation, rather than simply seeking a change for the sake of leaving. This shift gave them a renewed sense of purpose and clarity about what they needed to thrive in their next role.

When I Use It (and When I Don’t)

I use this exercise when clients want to explore their purpose, align their actions with their values, or understand the root cause of dissatisfaction. It’s particularly effective for individuals navigating career transitions, leadership growth, or redefining work-life balance.

While this exercise is deeply reflective, I’ve found that even in tactical coaching situations, it can provide valuable insights. When a client comes in needing an immediate, practical solution, I may not guide them through the full exercise, but I can use elements of it—such as briefly exploring what’s fueling their choices or what trade-offs they’re unconsciously making—to help them gain clarity before jumping into problem-solving. In this way, it remains a flexible tool that supports both strategic reflection and immediate decision-making.

However, I don’t use this exercise when a client already has strong clarity on their values but is struggling with execution. For example, if a client knows they value innovation and impact but feels stuck in self-doubt or fear of failure, rather than revisiting their values, I’d focus on action-oriented strategies, such as setting small, achievable experiments to help them build confidence and momentum. In these cases, the challenge is not about uncovering what matters to them, but about bridging the gap between intention and action.

Citations: Rogers, J. (2016). Coaching Skills: A Handbook (4th ed.). McGraw-Hill Education.