What Can Neuroscience Teach Us About Leadership?

Did you know that 95% of our decisions are made unconsciously (Harvard Business School)?

We don’t usually think of leadership and neuroscience in the same sentence. One is about boardrooms and strategy; the other about synapses and brain scans. But in reality, every decision, every team interaction, every act of leadership is shaped by the brain. Which means the best leaders are the ones who understand it.

Here are some of our incredible keynote speakers bridging the gap between neuroscience and leadership.

In his keynotes, Dr. T (Tharaka Gunarathne) often uses the analogy of a pilot flying through a storm. Picture the scene: the cockpit dials are flashing, turbulence is shaking the plane, and visibility outside is close to zero. In that moment, a pilot’s natural instinct is to panic, focus on the wrong cues, or even freeze. The challenge is to tune out the noise, trust the instruments, and make calm, deliberate decisions.

Leaders in business face their own versions of this storm: a crisis hits, deadlines pile up, emotions run high, and suddenly rational thinking is clouded by stress. Just like the pilot, it’s easy to get overwhelmed by the “flashing dials” — the emails, the targets, the voices in the room.

That’s why Dr. T recommends a deceptively simple technique called the “three 3Ws”: taking a few minutes each day (or week) to reflect on What Went Well. This practice isn’t just about positivity for positivity’s sake. Neuroscience shows that reflecting on positive outcomes strengthens the brain’s prefrontal cortex — the part responsible for focus, clarity and rational decision-making. Over time, this exercise helps leaders train their brains to stay calm under pressure, make better calls, and avoid being hijacked by stress in high-stakes moments.

© copyright Matt Writtle

Dan Cable, Professor of Organisational Behaviour at London Business School, argues that many employees aren’t disengaged because they’re lazy or unmotivated — they’re disengaged because modern work shuts down a vital part of the brain called the “seeking system.”

This system drives us to explore, experiment and learn new things. It’s the reason children are naturally curious, always asking “why?” and testing boundaries. Neuroscience shows that when we activate the seeking system, the brain releases dopamine — the chemical linked with motivation, energy and innovation (Big Think).

The problem is, many workplaces unintentionally suppress it. Rigid hierarchies, endless rules, and an obsession with efficiency can leave employees feeling like cogs in a machine. Instead of sparking curiosity, work becomes about compliance and repetition — which explains why people feel uninspired, even in well-paid or stable jobs (Forbes).

Dan shows leaders how to flip this. By giving people space to try new ideas, encouraging them to use their strengths, and connecting them to the deeper meaning behind their work, leaders can reawaken the seeking system. The result? Teams that feel energised, creative, and more committed — not because they “have to be,” but because their brains are literally switched on.

Dr. Hannah Critchlow, neuroscientist and author of The Science of Fate, is known for breaking down complex brain science into practical lessons. One of her key messages is that our brains are wired for connection. Trust and collaboration don’t just “feel good” — they change the brain’s chemistry.

When teams feel safe and supported, their brains release oxytocin, which enhances cooperation and reduces fear. But when people feel judged or excluded, cortisol (the stress hormone) spikes, which shuts down creativity and problem-solving. Hannah shows leaders how to create conditions where the brain’s “social wiring” works for them — building trust, loyalty, and more resilient teams.

Dr. Jack Lewis, neuroscientist and broadcaster, specialises in how everyday habits affect brain performance. He explains that when leaders are under pressure, the brain tends to fall back on shortcuts and biases. This “autopilot mode” helps us act fast — but it also increases the risk of poor or reactive decisions.

Jack teaches leaders how to recognise these mental shortcuts and slow down the decision-making process when it matters most. For example, something as simple as pausing for a few deep breaths reduces amygdala activity (the brain’s fear centre) and allows the rational prefrontal cortex to come back online. These small adjustments help leaders make more balanced, less emotionally hijacked choices.

Harriet Beveridge, executive coach and stand-up comedian, draws on neuroscience to show how humour and positive emotion are actually performance enhancers. Positive emotions stimulate dopamine and broaden our cognitive flexibility, making us more creative and solution-focused.

In leadership contexts, Harriet uses humour to demonstrate how laughter can “reset” the brain, break down barriers, and help people absorb new ideas. For leaders managing change or stress, she shows how deliberately creating moments of lightness boosts focus, energy and problem-solving — not to mention strengthening bonds within teams.

Together, these neuroscience-informed speakers help leaders see that leadership isn’t just about logic and strategy. It’s about understanding the brain: how stress clouds judgment, how curiosity fuels engagement, how trust builds resilience, and how humour unlocks creativity.

Contact The Speakers Agency to book Dr. T, Dan Cable, Dr. Jack Lewis, Hannah Critchlow, or Harriet Beveridge for your next leadership event.