NeuroConversant Leadership

Effective Communication in the S.T.E.M. workplace. Jeremy is a leadership coach who specializes in helping engineers and other S.T.E.M. professionals become great managers and leaders. Being a great leader requires exceptional communication skills, especially in environments where there are a lot of Neuro-Diverse people. We explore communicating well with people who think, communicate and see the world very differently than most. The world needs this diversity in order to make progress. Leaders who can communicate well across this diversity will set themselves apart from the rest!

NeuroConversant Leadership is a business podcast hosted by Jeremy Doran, with 157 episodes on record and a Required Pod Score of 80. PitchCentric scores this show on Booking Probability, Listen Score, and live audience signals refreshed every 24 hours.

Jeremy Doran hosts NeuroConversant Leadership, a business show with 157 episodes published.

Our AI reads these to draft pitches. Use them as grounding for a pitch that cites a real guest and a specific topic.

• 

  NeuroConversant Leadership

  The Four Cs of Leadership: Why Culture Outlasts Command

  Sep 10, 20269 min

  Command, currency, credibility, culture. Those are the four ways a leader gets things done, and command is the one people reach for first even though it costs the most. Jeremy walks through all four, then spends most of the episode on culture specifically. Southwest Airlines used to be a case study in it: no assigned seats, funny pilots, a flight attendant rolling toilet paper down the aisle for a free drink. Then outside investors came in, the focus shifted to cost cutting, and the culture went with it. Same story shows up in healthcare. Hospitals build everything around the patient. Disney builds everything around the employee, and the guest experience follows from that. The episode ends on project leaders specifically, since most of them don't have real authority over anyone. Command's off the table, so culture, credibility, and currency are the tools that are left. Leave a review and Jeremy will send you the Feedback Trap guide and workbook, free.

  ListenShow Notes
• 

  NeuroConversant Leadership

  Scope Creep and Remote Team Communication with Sarah DeSimone

  Aug 27, 202626 min

  Scope creep and remote communication are two of the biggest challenges facing distributed teams, and this episode's guest deals with both daily. Sarah DeSimone made an unusual career jump from biology to book editing to IT support at a 33-office environmental consulting firm, and she's picked up a lot along the way about what makes cross-functional communication actually work. We talk about the gap between how IT gets looped into projects (usually last) versus how it should work, why writing everything down is the single most effective scope creep prevention tool her team uses, and how tools like Teams and AI-generated meeting transcripts help teams stay aligned across offices spread from New England to New Mexico. Sarah also shares how her company held onto culture through COVID and the "great resignation," why face time still matters even in a highly virtual company, and her take on the third-place spaces kids and communities have lost, and why that connects to how we build trust and rapport as adults. Her closing communication advice ties directly back to the core idea of this show: the way you understand a message is not the same as the way the person next to you understands it, and building that awareness into how you communicate changes everything. Have ideas for a show topic? Drop me a line and make a suggestion. I'd love to explore the topic and whether or not you would like to be the guest to discuss it!

  ListenShow Notes
• 

  NeuroConversant Leadership

  How Improv Builds Leadership Skills: Introverts and Extraverts

  Aug 20, 202612 min

  Improv is more than a hobby, it's one of the best leadership training tools out there. In this solo episode, I break down how personality traits, specifically introversion and extroversion, shape both improv performance and business communication. I recently auditioned for a house improv team (I made it) and a musical improv team (still recovering from the nerves), and it got me thinking about the Myers-Briggs dimensions and how directly they map onto what happens on stage, and in meetings. Introverts tend to want a complete thought before they speak, both in improv and at work. That's a strength, it means better listening and closer observation. But it can also mean missing the moment to contribute before the conversation moves on. Extroverts think out loud, which helps them stay engaged and responsive, but can mean talking over others or jumping in before a scene, or an idea, has had time to develop. I share the improv saying "follow your feet," a practical meeting tip that helps introverts and extroverts prepare differently for the same conversation, and why I think everyone in business, yes, even the terrified ones, should try an improv class at least once. Next week: an interview on leading cross-functional teams. Coming up in future solo episodes: the rest of the Myers-Briggs dimensions and their connection to improv, plus an interview with a neurodivergent improv coach. Got a personality trait you want me to dig into next? Email me: JDoran@neuroconversantleadership.com Chapters 00:00Introduction to improv and business connection 02:10Understanding Myers-Briggs introversion and extroversion 03:42How personality traits influence improv performance 05:08Benefits of introversion in improv and business 06:51Challenges faced by extroverts in improv 08:48Practical applications of improv for leadership and meetings 10:56Encouragement to try improv for business growth 12:10Upcoming topics and future episodes

  ListenShow Notes
• 

  NeuroConversant Leadership

  Overcoming Imposter Syndrome in Leadership: with Marc Pitman

  Aug 13, 202628 min

  Overcoming imposter syndrome is one of the biggest hidden challenges in leadership. In this episode, executive coach and speaker Mark Pittman joins Jeremy Doran to talk about why almost every leader deals with imposter syndrome, and why that feeling might actually mean you're growing instead of failing. Mark shares a line that stuck with him: it's only imposters who don't get imposter syndrome. We break down what "fake it till you make it" really means once you strip away the hustle culture baggage, and why Mark reframes it as strategic vulnerability instead. We also dig into one of the hardest shifts in leadership: moving from being the person who does the work to being the person who builds a team that does the work. Mark tells the story of a former boss who made his team's growth the real product, and never made it about himself. Other topics we cover: how psychological safety gets built through small, low-stakes mistakes, why the person who asks the questions controls the conversation, and why debriefing after wins matters as much as debriefing after failures. If you've ever felt like the only one without it figured out, this conversation on leadership, imposter syndrome, and psychological safety is for you. Connect with Mark Pittman at https://concordleadershipgroup.com/ or https://www.linkedin.com/in/marcapitman/ Got a question about imposter syndrome or leadership coaching you want covered on a future episode? Email ⁠JDoran@neuroconversantleadership.com⁠

  ListenShow Notes
• 

  NeuroConversant Leadership

  The Best Code Won't Work If the Priorities Are Unclear

  Aug 6, 20267 min

  On October 1st, 2013, healthcare.gov launched and crashed within hours. It wasn't a coding problem. It was a coordination problem. A dozen different people all claimed to be in charge of the project. CMS believed one contractor was the lead integrator. That contractor didn't agree. Everyone shared the same goal, launch on time, but nobody had agreed on what success actually looked like or who got to make the call when priorities collided. In this episode I break down what went wrong at healthcare.gov and how an engineer on loan from Google turned it around in about two months, not by touching the code, but by fixing how people talked to each other. Two daily standups. No finger pointing. Knowledge determines who talks, not rank. I also touch briefly on the UK's National Savings and Investment Project as another example of the same pattern, then get into the three things every team needs when multiple people or organizations have to work together: a clear decision making process, upfront and ongoing agreement on success criteria, and the ability for anyone to speak up without fear of recrimination.If your team shares a goal but keeps hitting friction underneath it, this episode is for you. Links to this week's article on stakeholder alignment: https://neuroconversantleadership.com/stakeholder-alignment-takes-more-than-just-common-goals/ More on the healthcare.gov turnaround: https://www.4sighthealth.com/healthcare-govs-death-defying-2013-launch-implications-govt-led-payment-reform/

  ListenShow Notes

Based on semantic analysis of episode topics and host coverage, this show is a strong guest fit for executives in:

Industry fit is computed by PitchCentric using vector embeddings of the show's episode catalog.