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The “10%” myth
In 2014, Luc Besson directed a movie titled Lucy. The main concept in this production evolves around brain capability, and people’s misuse of the brain’s potential. The topic of “using only 10% of our brains” was the foundation of the plot, which actually is a myth. People use the majority of their brains, if not all, to function – something widely recognised since at least 2009 (a study published in Frontiers in Human Neuroscience).
Nutrient simplicity
Achieving the best brain performance doesn’t require taking a bag of pills, as suggested in the movie. We just need to take proper care of it. Exercising, eating healthy food, learning languages, playing instruments, solving puzzles, reading books, and more. All this helps to cultivate a positive environment of neuronal connections, which could lead to improving the brain’s potential, and adaptability, or preventing its damage or dementia. This point is beautiful in its simplicity, yet often forgotten or avoided, as it requires a certain level of discipline and regular commitment.
The way we nourish our brain has a direct impact on other parts of our body, our behaviour, and our identity. What we give to our brains directly impacts the way we become supernatural (paraphrasing a book written by Dr. Dispenza).
Let’s look at employer branding through the lens of the company’s ‘brain’.
Conscious unit
Just as the human brain serves as the central hub of thought, emotion, and action, employer branding acts as the collective consciousness of an organisation. It encompasses the beliefs, values, experiences, and perceptions that shape how both internal stakeholders (employees) and external stakeholders (candidates, customers, investors) perceive the company.
Cognitive branding
Employer branding influences how individuals perceive and make decisions about the company, both as potential employees and as consumers. Just as cognitive processes in the brain govern decision-making, employer branding initiatives – such as recruitment campaigns, employee testimonials, and corporate social responsibility efforts – affect candidates’ perceptions and choices.
Adaptive environment
Similarly to neuroplasticity – the brain’s ability to adapt and reorganize itself in response to new experiences – employer branding must be flexible and adaptable to evolving market dynamics, industry trends, and workforce preferences. Companies that embrace change and continuously refine their employer brand enhance their resilience and competitiveness in the talent landscape.
Fresh perspective
There are multiple analogies we could use when comparing the human brain to a company’s employer brand. Ultimately, it’s an interesting perspective on how organisations can cultivate a strong, resilient, and adaptive identity to gain competitive advance in the marketplace. Just as humans – powered by their grey matter – try to do in their lives, careers and relationships.
Businesses and humans. One way or another, we have to keep outthinking.
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