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Measure the five capabilities that sustain work.

Brain Capital reads how teams think, trust, feel, create and sustain themselves, and rates each pillar from A to E so the company knows where to invest first.

Measure my Brain Capital
Brain Capital by pillar
Overall level · B · Solid foundation
Example
  • B
    Cognitive performanceThink
  • C
    Psychological safetyTrust
  • B
    Emotional intelligenceFeel
  • A
    InnovationCreate
  • D
    WellbeingBe
Illustrative data

The five pillars

What each pillar looks at

None of the five works alone. The reading shows each pillar separately and the whole, so the company understands what sustains the team and what holds it back.

  1. 01

    Think

    Cognitive performance

    Attention, memory and decision-making at work.

    What it looks at

    • Processing information
    • Generating reflection
    • Explaining what happens
    • Adapting to the new
    When it is strong
    The team keeps its focus, learns continuously and decides with clarity even under pressure.
    When it needs attention
    The demand for a continuous maximum shows up as divided attention, stress and falling performance in the medium term.
  2. 02

    Trust

    Psychological safety

    Freedom to speak up, disagree and make mistakes without fear of punishment.

    What it looks at

    • Belong
    • Learn
    • Collaborate
    • Question
    When it is strong
    People speak up, disagree and treat error as learning. Leadership builds that environment through its own behavior.
    When it needs attention
    Silence passes for alignment. Problems stop being raised and surface as operational error and rework.
  3. 03

    Feel

    Emotional intelligence

    Recognizing and regulating emotions in working relationships.

    What it looks at

    • Empathy
    • Motivation
    • Self-regulation
    • Self-awareness
    When it is strong
    People know themselves, regulate what they feel and handle conflict before it escalates.
    When it needs attention
    The company demands initiative and emotional intelligence without offering the tools that sustain that autonomy.
  4. 04

    Create

    Innovation

    Room to test ideas and learn with new tools, including AI.

    What it looks at

    • Openness to the new
    • Connection to the world
    • Execution
    • Curiosity
    When it is strong
    The team tests ideas, uses AI in real work with critical review and keeps human judgment in its decisions.
    When it needs attention
    Ideas do not reach execution, or new tools enter the routine with no criteria for when to trust and when to review.
  5. 05

    Be

    Wellbeing

    Energy, rest and balance to sustain the pace of work.

    What it looks at

    • Emotional tone
    • Stress reactivity
    • Affective stability
    • Bond and connection
    When it is strong
    Relationships, belonging and rest are part of the routine, and the team sustains the pace of work.
    When it needs attention
    Wellbeing is treated as mood or a one-off benefit, while the responses show tiredness and overload.

Example reading

How the company sees the result

The map shows the overall level and the level of each pillar. Select a pillar to read its interpretation.

Overall level
BSolid foundation
Reading
A solid foundation overall, with wellbeing as the priority for action.
  • A · Established advantage
  • B · Solid foundation
  • C · Balance zone
  • D · Warning sign
  • E · Critical sign

Wellbeing

D · Warning sign

Consistent signs of tiredness and overload in the responses.

Select another pillar to compare the readings.

Example with illustrative data

Levels A to E

One letter for each reading

Each pillar and the whole receive a level, always from aggregated results.

A
Established advantage
The positive pattern is consistent. It is a strength to preserve and use as an internal reference.
B
Solid foundation
The pattern is predominantly positive, with localized dips worth following.
C
Balance zone
Positive and negative signs appear in similar proportion. The pillar can lean either way.
D
Warning sign
There are consistent signs of strain. The pillar joins the development plan.
E
Critical sign
The negative pattern is dominant. The pillar calls for priority action.

From reading to action

The mapping points to the pillars. The journeys develop them.

Each pillar can be worked on in a focused journey when the need is specific, or together in the Organizational Neuroscience journey.

  • ThinkCognitive Performance
  • TrustPsychological Safety
  • FeelEmotional Intelligence
  • CreateInnovation
  • BeWellbeing

Science

From research to practice in companies

The method is built at the intersection of medicine, neuroscience, technology and business, with publications and a research network that support it.

Portrait of Harris Eyre

Coined the term Brain Capital

Brains are infrastructure. Just as societies have invested in roads, electricity and digital networks, we must now invest deliberately in the health and capabilities of our brains. Brain Capital translates this idea into the places where people live, learn, work and lead — tailored to place, never one-size-fits-all. I commend Pedro Shiozawa and his fellow authors for moving brain capital from concept to practice.

Harris Eyre, MD, PhDExecutive Director of the Global Brain Economy Initiative and Senior Advisor at the McKinsey Health Institute

Articles in MIT Sloan Management Review Brasil

Articles in Portuguese, published at mitsloanreview.com.br.

Work, Brain & Behavior Initiative

A scientific initiative across multiple faculties, with an interdisciplinary network on language, mental health and organizational behavior.

Explore the research

Frequently asked questions

Questions about Brain Capital

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  • Five team pillars: cognitive performance, psychological safety, emotional intelligence, innovation and wellbeing. Each one receives a level from A to E, and the whole receives an overall level.

  • Speech and writing carry signals that climate surveys do not capture, such as rhythm, vocabulary, hesitation and coherence. The method turns those signals into practical readings of the five pillars. Results are aggregated.

  • The result shows which pillar to develop first. From there, the company chooses the development journeys for leaders and teams.

  • They are complementary readings. The NR-01 Journey identifies, assesses and prioritizes psychosocial risks for the PGR. Brain Capital shows the capabilities that sustain team performance.

Start with an assessment of your company

Talk to a specialist on WhatsApp and see how the NR-01 Journey and Brain Capital work in practice.

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