What if most persuasion strategies fail because they target the wrong part of the brain? According to behavioral science expert Leslie Zane, people do not primarily make decisions through conscious logic. They make them instinctively, through networks of subconscious memories and associations she calls the “brand connectome.”

In this conversation with Rodger Dean Duncan, Zane explains how instinct shapes everything from consumer behavior and leadership influence to political movements and personal branding. Drawing on decades of experience with companies such as Johnson & Johnson, Procter & Gamble, and Bain & Company, she argues that sustainable growth comes not from overwhelming people with facts, but from intentionally shaping the positive associations that live in the unconscious mind.

Whether you are leading a business, building a personal brand, introducing change inside an organization, or trying to communicate more effectively, this episode offers practical insights into how instinctive influence really works.

* People make decisions instinctively before they rationalize them consciously — Facts and logic still matter, but subconscious associations often determine which ideas, products, and people instinctively feel right.

* Strong brands build large positive “connectomes” in the mind — Sustainable influence comes from continually reinforcing positive associations while carefully layering new ones over time.

* Persuasion works best when people feel ownership of the idea — Leaders gain more traction when they involve others early, invite collaboration, and build familiarity gradually rather than presenting fully polished solutions.

* Pay closer attention to the subconscious associations connected to your leadership, team, or organization — People often respond to emotional and instinctive cues long before they analyze facts.

* Introduce important ideas earlier than feels comfortable — Building familiarity gradually can create stronger buy-in than waiting until every detail is fully perfected.

* Reinforce what people already value while introducing change — Radical shifts often create resistance, while thoughtful evolution helps people stay connected to the familiar.

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