Today’s interview is with Hilary Scarlett, a speaker and consultant on change management and neuroscience at Scarlett & Grey. Hilary joins me today to talk about her new book: Neuroscience for Organizational Change: An Evidence-based Practical Guide to Managing Change, why our brains don’t like change, what people who manage change should think about doing differently, the role of emotions in the change process and how that emotions are contagious.
This interview follows on from my recent interview – Why every business should be hugging their haters – Interview with Jay Baer of Convince & Convert – and is number 171 in the series of interviews with authors and business leaders that are doing great things, helping businesses innovate and delivering great service and experience to their customers.
Highlights of my interview with Hilary:
About Hilary (adapted from her LinkedIn profile)
Hilary’s work is about enabling employees to perform at their best. She and the people she works with build understanding about what helps people to focus and thrive at work. In particular, she believe that if people understand how their brains work, they can work at their best. What your employees think, feel and do makes all the difference. You can have the most brilliant idea but it will only happen if employees understand it, support it and feel they are capable of delivering it. Her aim is to create this clarity, belief and commitment.
Hilary works with scientists to bring neuroscience out of the lab and into the workplace – making it relevant and practical. In additional to her very successful Neuroscience Masterclass for Leaders, Hilary regularly speaks at open and in-house conferences.
Check out Hilary’s book: Neuroscience for Organizational Change: An Evidence-based Practical Guide to Managing Change but also check out the masterclasses she runs as a great intro to this subject. More details can be found at Scarlett & Grey.