Why Authentic Brands Dance in the Kitchen at Midnight

So, here's the thing about human behaviour: it's messy. It’s gloriously unpredictable, prone to bursts of inspiration, stubbornness, wild logic, and the occasional inexplicable urge to dance in the kitchen at midnight. And yet, here we are, branding folks, strategists, and storytellers, trying to somehow pin it down and make sense of it, all in the hope of making a meaningful connection that leaves the world better than we found it.

Let’s take a detour for a moment. Imagine human behaviour as a river – fluid, constantly changing, influenced by unseen currents, shaped by the banks it flows through. Think of trends like the surge in remote work. Initially a trickle, shaped by technological advances and a need for flexibility, it turned into a torrent during the pandemic, shifting paths and changing the landscape of work culture permanently.

Now, imagine that your role as a leader, brand strategist, c-suite exec or human being just trying to do a good job, isn’t to dam the river, or to try and tame it, but rather to guide it; to provide meaningful twists, turns, and pathways. Think less about control, more about navigation.

It’s about encouraging those deep connections that drive real change.

Brands, when done right, aren’t just hawking wares. They’re provocateurs. They’re rallying cries for better futures. They’re promises that tap into something that runs deeper than the surface wants and needs of a population. And the kicker? Brands don’t change people. People change people – through stories, shared identities, and that deep-seated human impulse to belong and make sense of the chaos around us. Yuval Noah Harari, in his recent book 'Nexus', explores how societies are fundamentally shaped by the power of story and shared narrative rather than mere policies and bureaucracy. Harari argues that it’s these collective fictions – the myths we tell, the values we uphold, and the identities we share – that bind us together and drive profound societal shifts. It’s not legislation that moves people, it’s the narratives that frame their purpose and place in the world. Brands, when they tap into those collective myths, have the power to shape cultures, spark movements, and reframe what’s possible. That’s where true impact lies – not in telling people what to do, but in inspiring them with a story worth believing in. 

Now, don’t take my word for it, let’s rope in a bit of science. If you look at Daniel Kahneman’s work – the guy who practically invented the concept of how irrational we all are – he talks about System 1 and System 2 thinking. The gist is this: System 1 is that quick, gut feeling, emotional side of us; System 2 is the slower, deliberate, analytical part. The best brands – the ones that really cut through the noise – speak to both systems. They provoke a gut response (System 1) that’s backed by something that logically makes sense (System 2). That’s where the magic happens. And it's that System 2 we often think is the reason we make decisions on what we buy, what we think, how we act, or who we agree with. It's not. But we feel more comfortable with the idea that we've been rational or logical about our decisions. 

It’s not all about psychology textbooks and theories. It’s also about tapping into what’s deeply, intrinsically human. Remember the last time an ad made you cry, or laugh out loud, or genuinely stop scrolling and think? That’s the sweet spot. Not just tickling the intellect but going straight for the human jugular – the emotion. Neuroscience tells us that emotional experiences stick better. Dopamine release (that’s the feel-good stuff) helps encode memories, making it far more likely that someone will remember your message. A study by McGaugh (2004) on the role of emotional arousal in memory highlights this effect, showing that emotionally charged events are more likely to be remembered because of enhanced memory consolidation driven by dopamine and other neurochemicals. Essentially, a great experience isn’t just logic and reason; it’s wrapped in a layer of human feeling.

Human experience is in the art of connection

Brené Brown talks a lot about vulnerability, and, who'd have thought, there’s a lesson there for organisations too. Whether company, product, startup, government, department, agency, division or even team - there's a brand. An intrinsic, distinctive story and perception told, felt and experienced.  

The brands that form the deepest connections with people are the ones that aren’t afraid to be real. To show a little roughness around the edges. Take Patagonia, for example. They’ve never been shy about showing their imperfections – whether it’s openly talking about their environmental impact or encouraging customers to buy less.

This vulnerability has created a loyal customer base that trusts them, not because they are perfect, but because they are honest and committed to doing better. To say, ‘Hey, we’re not perfect, but we’re trying.’ Vulnerability is not a weakness; it’s an invitation. An invitation for your people to join you on a journey – one that’s authentic, a little messy, but ultimately, true. The irony? Most are too terrified of it. Too focused on perfection, on polished messaging, on looking a certain way. But people? We’re drawn to the genuine. To the flawed. To the brave. 

And here’s a fun little aside: Did you know that during the infamous Pepsi Challenge of the 1980s, the blind taste test where Pepsi consistently outperformed Coca-Cola, it was Coke that still held onto the number one spot in the market? Why? Because people weren’t just drinking the flavour; they were consuming a story. Coca-Cola had built a narrative around joy, nostalgia, family – things that went far beyond a blind taste test. It’s that intangible essence that created loyalty that a better flavour alone couldn’t disrupt. The head (System 2) might have said Pepsi, but the heart (System 1) said Coke.

As the example goes by Rory Sutherland, if people were all that rational, you could make a drink that tasted better than Coke, sold it for less, and in a bigger bottle and you'd be rich. He tells this story in illustrating the irrationality of consumer behaviour. Specifically, with Red Bull. 

Despite being more expensive, tasting weird, and sold in smaller cans - it became a formidable competitor. As humans, we're driven more by perception and branding than by rational factors like taste or price.

So where does that leave us?

Whether you work in brand and marketing, communications or strategy, or whether you're a leader, peer or someone with the mildest penchant for things to be better -you're not just in the business of just doing, providing products or even a service. We’re all actually in the business of creating new realities.

Shifting perspectives. Making people feel something that challenges them to be better or see the world differently.

How do we do it? We ask the bigger questions:

Instead of, “How do we sell more widgets?” we ask,

“How do we create something that genuinely adds to someone’s life?”

Instead of, “What’s the easiest way to reach the most people?” we ask,

“What’s the most meaningful way to reach the right people?”

We design for the emotional journey, not just the customer journey.

And maybe – just maybe – we lean into the chaos a bit more.

Because human behaviour isn’t neat and tidy, and it’s time we stop pretending we can ever fully grasp it. Instead, embrace its unpredictability.

Build brands and identities that feel like companions on a wildly unpredictable journey rather than authoritarian voices trying to dictate the route.

Because, ultimately, brands with soul – brands that speak to human behaviour authentically – are the ones that will make a profound difference.

They’ll not only provoke the deepest connections but inspire actions that leave a lasting, positive mark on the world. That’s the power of getting people to care – to really care.

It starts with us, with a willingness to throw out the rulebook, embrace vulnerability, and, sometimes, to dance in the kitchen at midnight.