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Hilary Scarlett
Hilary Scarlett
Member Since: 5th Jul 2011
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Hilary’s work has spanned Europe, the US and Asia and concentrates on the development of people-focused change programmes and employee engagement. Hilary regularly works with leadership teams in the private and public sectors to help them build resilience and introduce change efficiently and effectively. She has won various global awards for her work in employee engagement and change management.

Hilary designed and led the Neuroscience of Leadership masterclass for Senior Civil Servants in the UK – one of Civil Service Learning’s most highly-recommended products.  She has recently conducted research into the impact of leaders learning about applied neuroscience. Participating organisations were Lloyds Banking Group, Orbit Housing Group, Department for Business, Innovation and Skills and BAE Systems.

Hilary holds an MA from Cambridge University, she has a post-graduate Certificate in the Psychology of Organisation Development and Change and is an accredited executive coach with the Institute of Leadership and Management. Hilary qualified with Distinction at the NeuroLeadership Institute in the application of neuroscience to leadership, change, motivation and performance. Over the last year, Hilary has been working with Professor Walsh of University College London to apply cognitive neuroscience to practical management tools.

Hilary regularly writes and speaks on neuroscience and employee engagement and her book Neuroscience for Organizational Change - an evidence-based, practical guide to managing change was published by Kogan Page on 3 February 2016.

The 2nd edition of her book, Neuroscience for Organizational Change – an evidence-based practical guide to managing change was published in July 2019. www.scarlettandgrey.com

Hilary Scarlett
Consultant Scarlett & Grey
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15th Aug 2019

Workplace productivity: enabling our brains to be more productive at work

There are a number of factors that influence productivity and how effective our brains are during the working day. Unfortunately, the set-...
Culture
1st Oct 2018

Why leaders need to put on their oxygen mask and take care of themselves

If leaders don't look after their own wellbeing first and foremost, they won't have the capacity to care for their people and organisation...
Culture
16th Aug 2018

The impact of organisational change on the brain

This is the first in a series of four articles by Hilary Scarlett, speaker, consultant and author on Better Organisational Change through...
Future
16th Aug 2018

Why are some people more resilient when facing change?

In the first of this series of articles on Better Organisational Change Through Neuroscience , we looked at why our brains find...
Future
16th Aug 2018

We have hugely underestimated people’s need for social connection at work

This is the third in a series of four articles on Better Organisational Change through Neuroscience by Hilary Scarlett, speaker, consultant...
Future
16th Aug 2018

How to stay calm during organisational change

This is the last in a series of four articles on Better Organisational Change through Neuroscience by Hilary Scarlett, speaker, consultant...
Future
6th Jul 2018

Employee engagement: sometimes it is the small things that make a difference

Employee engagement – there are lots of great resources out there on how to improve employee engagement across the organisation. But for...
Employees
22nd Mar 2018

Why diverse groups help leaders avoid complacency

When it comes to truly embracing diversity, one of the first and most stubborn of obstacles is our own bias. If you have a brain, you are...
Culture
11th May 2017

How to conserve mental energy during the day

We all have good days and bad days at work: days when perhaps we are writing a document and the words are flowing, clear, concise and...
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