How to transform stress into resilience! Every new manager needs to read this!

How to transform stress into resilience! Every new manager needs to read this!

Stepping into a leadership role is both exciting and challenging. One of the biggest hurdles for new managers is learning to manage both your own stress and your team’s stress—while fostering an environment where everyone can thrive. Workplace stress is inevitable, but with the right approach, it doesn’t have to be destructive.

Why Do We Experience Stress at Work?

Humans have evolved to constantly scan for threats—a survival mechanism that once protected us from predators. Neuroscientist Joseph LeDoux, in his book Anxious: Using the Brain to Understand and Treat Fear and Anxiety, explains: "The human brain is fundamentally a survival machine. The amygdala, our fear-processing centre, evolved to detect threats quickly and initiate a response before we even consciously realise what’s happening."

In today’s workplace, the “threats” aren’t wild animals but tight deadlines, team conflicts, and corporate restructuring. When unmanaged, these stressors can impair decision-making, problem-solving, and collaboration—ultimately draining productivity.

The SCARF Model: A Framework for Stress Management

As a new manager, managing a team can feel overwhelming, especially when stress levels rise. The SCARF model (Rock, 2008, NeuroLeadership Institute) is a powerful tool that helps identify and mitigate stress triggers across five key areas:

• Status – Perceived importance relative to others.

• Certainty – The need for predictability and clarity.

• Autonomy – The sense of control over events.

• Relatedness – Feeling part of a group rather than isolated.

• Fairness – Perception of fair treatment.

Understanding these triggers can help you create a low-stress, high-performance environment. Let’s break it down with real-world examples and actionable solutions.

Case Study 1: Why Is My Team Working Against Each Other?

Your team is growing—exciting, right? Yet, instead of enthusiasm, you notice some team members withdrawing. They seem disengaged, hesitant to contribute, and perhaps even a little territorial. What’s going on?

SCARF Insight: Status Threats

As new voices join the conversation, existing team members may feel their status is being threatened. If their contributions are overlooked or their ideas dismissed, they may disengage as a protective response.

Apply the SCARF model:

• Publicly acknowledge individual contributions to reinforce value.

• Invite quieter team members to share insights.

• Ensure all ideas are heard and appreciated in meetings.

Case Study 2: Why Does It Take Forever to Make Decisions?

Your team is juggling multiple priorities, yet instead of progress, you see missed deadlines and hesitation. Team members seem stuck in analysis paralysis, second-guessing themselves instead of executing. The problem? Stress-induced uncertainty.

SCARF Insight: Certainty Matters

When expectations aren’t clear, stress skyrockets. Uncertainty about roles, responsibilities, or priorities can leave employees feeling lost.

Apply the SCARF model:

• Set clear goals and outline expectations for each project.

• Use structured tools like our Alignment Canvas (get a free download here!) to break down tasks, assign ownership, and set deadlines.

• Provide regular progress updates to reinforce clarity and direction.

Case Study 3: Why Won’t Anyone Speak Up in Brainstorming Sessions?

You’ve gathered your team to brainstorm solutions for a client issue, expecting a flood of ideas. Instead, the room is silent. Suggestions are cautious, hesitant, and uninspired. Why?

SCARF Insight: Relatedness & Autonomy

Stress inhibits creative thinking. When team members feel isolated or fear micromanagement, they’re less likely to share bold ideas.

Apply the SCARF model:

• Foster Relatedness by pairing individuals with complementary skills.

• Boost Autonomy by giving team members ownership over specific tasks.

• Break large challenges into smaller, manageable pieces, encouraging informal idea-sharing.