Have you ever left a conversation feeling completely seen, heard, and energized—as if something in you had shifted? That wasn’t just your imagination. Neuroscience now confirms what many of us instinctively know: truly meaningful conversations can actually change brain function.

A 2010 study from Princeton introduced the concept of neural coupling, where two people engaged in a deep, connected exchange show synchronized brain activity. According to Dr. Richard D. Glaser, these kinds of exchanges happen in what he calls Level III conversations—and as business leaders, these are the types of conversations we should strive for daily.

At the American Society of Employers, we’ve long recognized that effective leadership hinges on connection, trust, and collaboration. Level III conversations embody all of that. Unlike Level I (transactional) or Level II (positional) conversations, which center on exchanging information or persuading others, Level III conversations are built on curiosity, trust, and discovery. They are transformational.

In Level III, we’re not selling our ideas—we’re co-creating them. We ask questions we don’t already know the answers to. We listen not just to reply, but to understand. We tune in to another’s body language, tone, and perspective. And when this happens, something extraordinary occurs: our brains literally sync up, allowing for deeper insight, innovation, and connection.

But here’s the truth: we can’t fake our way into these conversations. Level III communication starts with authenticity. People instinctively detect when our nonverbal cues don’t align with our words. That’s why honesty isn’t just ethical—it’s strategic. When you speak from a place of integrity, others feel safer opening up. Trust grows, and the door to transformation opens.

The second key? Deep listening. Real listening. The kind that engages both your mind and body. Make eye contact. Nod in affirmation. Ask thoughtful follow-ups. This kind of presence activates neural pathways in the other person’s brain—literally rewiring them for trust, openness, and connection.

In the workplace, Level III conversations can shift cultures, not just meetings. They’re not just “nice to have”—they’re necessary if we want to build organizations that innovate, adapt, and thrive.

Let’s commit to making more space for these transformational exchanges. Your next conversation could be the one that changes everything—for your team, your company, or even someone’s brain.

What level of conversation will you choose today?