Member Since: 5th Jul 2011
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
Consultant Scarlett & Grey
22nd Jul 2011
Thanks for the article. One of the areas that particularly interests me is creating the case for behavioural change. It seems to me that frequently employees are asked to change without being helped to see and feel the need to do things differently. Leaders forget that employees have often not been exposed to the data and evidence that create the case for change.