We explore neuroticism, the fourth of the Big Five personality traits we've discussed, following our previous episodes on openness, extraversion, and agreeableness. Neuroticism represents sensitivity to negative emotions—those higher on the scale experience more worry, frustration, and stress, whilst those lower feel fewer negative emotions overall. We acknowledge the loaded nature of the word "neurotic" in everyday language and challenge the assumption that low neuroticism is inherently better. Through personal examples, we discuss how being very low on neuroticism brings advantages—less worry, more equanimity—but also risks: missing important signals, underestimating threats, and needing to work harder at empathy for others' negative experiences.

We examine how neuroticism affects relationships and leadership, sharing how partners with different levels can create friction when one feels compelled to "do the worrying for both." In leadership contexts, we explore how those high on neuroticism can use their emotional sensitivity as valuable data for reading rooms and anticipating problems, provided they learn to process and release those emotions rather than let them become contagious. We discuss whether personality can change over time, noting significant personal shifts in both neuroticism and conscientiousness across decades. We conclude by encouraging listeners to complete the Big Five assessment online, develop awareness of where they sit on the spectrum, and consider how their level of neuroticism serves or limits their effectiveness—remembering that neuroticism, like all personality traits, exists for good evolutionary reasons.