Download: Be SAFE and Certain model
Self-awareness is a critical part of being a leader. Indeed, some research (see link) suggests it’s the most important capability.
Be SAFE & Certain
The Be SAFE & Certain model, highlighted in many of our programmes, offers key insights into human behaviour: why we are motivated or not; why we are reactive or overly emotional at times; and why we can be resistant or hesitant about some ideas or people.
Neuroscience offers a compelling route to increasing self-awareness. If we understand how our brain drives our behaviour, we are offered a portal into understanding ourselves (and others).
The model can help you explore what your brain is really craving when you want or need something (your needs), and what you are reacting to when you are uncomfortable, irritated or upset (your triggers). Wants, needs and triggers all drive our behaviour in different ways.
The limbic system is an ancient part of our brain that has the job of keeping us safe. The limbic system is always on, and by pushing us away from threats or towards rewards it unconsciously but powerfully influences our behaviour and our choices.
MINICOURSE
Your brain wants to be safe and certain
Why are we afraid to speak up about a difficult topic or to give feedback? Why do people react so dramatically when they are excluded from a group?
COACHING DEMO
Live demo with Be SAFE & Certain
During WBECS pre-summit, summer of 2020, our Training Director, Lori Shook, provided a live coaching demo using our Be SAFE & Certain model as a tool to create real change for a client (Silas).
PAPERS
Download: Be SAFE and Certain research paper
This paper draws on psychological theories, such as the belongingness hypothesis and self-determination theory, neuroscientific evidence that primarily highlights the role of the limbic system, and a range of empirical studies.
BLOG POSTS
Belonging
Why we need to belong
Not being picked for a team, public humiliation, solitary confinement: these are some of our deepest fears and harshest forms of punishment. Why? Because human belonging demands we’re accepted and…
Status
Think you are not status orientated? Think again.
Imagine not having a clear role. Or never getting recognition for your efforts – at work or at home. These are just two among many ways that our need for…
Autonomy
I’ll do it my way, thank you very much!
Micro-managing, telling and over-controlling: Sometimes it’s an unconscious habit, sometimes the result of lack of trust and sometimes it comes from a misconception that this is what managers are meant…
Fairness
Why does revenge taste so sweet?
And how is this driving some company cultures? After the West Sales Team Leader was promoted to Sales Director, Team South was surprisingly angry. They took it as an indictment…
Expectations
Tired of complainers?
I recall a time when I complained a lot to colleagues. My problem was that I felt that other colleagues in our organisation were not in integrity with what we…
Certainty
Why are rumours so persistent?
“Who’s that new VP guy?” I asked my colleague, “he doesn’t seem like a real fit here.” She tells me that he’s a spy from Company X (our biggest competitor)….