Enthusiasm is a fertilizer for the brain

From the Gelb (Yellow) Magazine, DHL; Interview: Melanie von Marschalck

The biologist and author Professor Gerald Hüther is one of the most renowned scientists in this country. This may not only be due to his specialty, Applied Neurobiology, but also to the way he makes the results of his research available for society.

For years, Gerald Hüther has been on the heels of the “secret of success.” He is interested in the factors that cause people to develop their applied skills. He pleads for creativity and enthusiasm instead of performance pressure and stress.

For the 61-year-old man, this formula seems to work. His publication list is long. His activities outside the University of Göttingen, where he holds a chair of neurology, are manifold.

Particularly he is interested in the corporate culture. Together with scientists and executives, Hüther launched the “Initiative The culture change code. The aim is to develop the potential of employees—and that includes new management concepts.

Gelb: One of your basic theses is: The brain is a construction site. How can I remodel my brain?

Gerald Hüther: This is probably the most interesting finding in the field of neurobiology that has emerged in recent years: Change of the brain’s networks is possible. However, it must come from within—it needs to get under your skin. The brain’s emotional centers must be activated. This, however, happens only when you are excited about something. Then the miracle happens: Groups of nerve cells in the midbrain are active. At their ends, they distribute special messengers. We call them neuroplastic messengers; figuratively speaking, they act as a catalyst, as fertilizer, which supports the remodeling process. The good news is that man can build new networks even in old age. The bad news, on the other hand (and this in particular for leaders of the old school), is that if enthusiasm does not come about, nothing happens. The brain is not a muscle. You cannot train it.

But you can still learn things?

You can give it as much effort as you want to get a new network into your brain—it won’t work. You can see this on the simple task of how hard it is to learn a phone book by heart. Even among high school graduates, after two years only 20 to 30 percent of what they have learned is still accessible. That means nothing remains except what went under your skin. If we transfer this concept now to companies, executives understand why all this in-house training does not work. They want to change their health, the way they eat, their work habits and God knows what else. These were ideas from the last century, when it was widely assumed you could change the behavior of people through teachings or the use of other training methods.

Is that the reason you brought the initiative The culture change code into being?

Yes, I support projects that show that people have more potential than what they were able to develop so far. Those old forms of organization and structure in companies do not seem to allow for this personal development of people’s potential; in fact, it often hinders them. A transformation process is necessary; a cultural change. What I introduce here is not a new technique or method. We are dealing here with more constructive internal attitudes, which the executives of sustainable companies of the future have to acquire.

What does that have to do with brain research?

People don’t go to work only to earn money, but because work is part of their identities, because it is part of being human. And now the brain researchers come along and say, “That’s right. People need work to develop their abilities, to contribute to their communities; they need to be needed, and they need to belong.” If a company can provide this, the well-being of its employees will be the result. Employees who feel great are not just able to do more, they will also ensure the advancement and development of the entire company.

Let’s be practical here; I am the boss. How should I behave towards my employees to enhance their well-being?

Primarily, your company should aspire to a cultural change, to create conditions in which the three so-called salutogenic principles can be experienced. Salutogenesis is the science of how we stay healthy, in contrast to pathogenesis, which was extensively studied throughout the last century. This was about “What makes us sick?”

And what are these rules?

First, all employees have to understand what’s going on. This means that the company must build sensible communication systems in which the employee feels that he is informed in a timely manner about whatever happens in the company and whatever is of importance to him. This fulfils the first big need. He feels that he belongs. But that is not enough. If he only understands without being able to make any changes, he will get frustrated quickly. Therefore, making room for leeway is the second basic requirement for dedicated employees.

Can you give an example of leeway?

Toyota, for example, has driven that extremely far. Every assemblyman can bring the entire process to a halt when he discovers rejects on the conveyer belt. Even the employee who is at the end of the production line can bring the entire process to a halt.

And what is the third salutogenic principle?

Whatever else people need is an answer to the question of meaning. What is the mission of this company? Where are we heading? What goals do we pursue? Can I identify myself with them? The answers create an identity and give the individual the feeling that within the company he is involved in something bigger.

And when these basic needs are not met…

…It will find expression in helplessness, in discouragement, and in resignation. From there it is only a small step into depression. Today we have a nice name for it, which, however, describes the same disease: burn-out.

If I am a bad employee, how can my boss make me change?

Previously it was believed that, as the boss, you have to instruct your staff, send them to more training, promise them rewards, and threaten them with dismissal if they do not change. However, according to the findings in the field of neurobiology and brain research, which have now become public knowledge, the methods mentioned above are wrong strategies. The problem is not that people behave incorrectly. The problem is that their behavior is guided by something located in the prefrontal cortex. These are the networks we have built through experience. Everyone makes them. With those experiences, certain corresponding attitudes and beliefs arise. Those attitudes and beliefs guide your behavior. And they need to change.

How do I get it to this prefrontal cortex?

If you, the boss, want to change the attitudes and opinions of your employees, you need an attitude that enables you to open up your employees for their own further development process. For example, as their supervisor you need to be able to judge whether the employee operates at the right place within the company, or whether or not he is happy. To do so, one needs, as I like to call it, “Supportive Leaders.” A Supportive Leadership would be the ideal management concept for the 21st century. Those responsible for a company would need to create conditions in which it is possible for the employee to make new and positive experiences. If old and negative internal attitudes and beliefs led to negative experiences which are now anchored in the frontal lobe, these interconnections could be replaced. However, only by new and positive experiences.

What are the conditions my company should aspire to?

You would have to develop a management style and create a working environment which is inviting, encouraging, and inspiring so that employees can embark on new experiences with themselves, with others, and with the company once again. Executives need to meet their employees on equal footing. Supervisors need to establish a relationship with them which helps the employees appreciate management while at the same time assisting with the tasks of the company or department.

I got really excited about your statements. Is my brain already changing?

Even the smallest storm of enthusiasm causes the brain to set off new neural networks, which in turn support the remodeling process. Whether that can be established long-term depends on whether you can still maintain this enthusiasm tomorrow. Or whether some other know-it-all and all-rounder has stolen it from you.

Thank you for the interview!