Mark Zuckerberg’s recent guest appearance on the hit business podcast Acquired has fueled further conversation about the shifting norms of executive communications. Many see it as a sign of the times, and it is, but one familiar interpretation misses the real story.
It’s not, as some suggest, another indicator that executives are retreating from interviews with traditional media outlets in favor of friendlier platforms. No such zero-sum dynamic exists. On the contrary, today’s executives are engaging more on all fronts. Podcasts aren’t displacing the print or TV interview; they’re complementing them.
What’s really going on has to do with a more fundamental change in the way executives across industries are demonstrating their leadership prowess. The reason execs are adding alternative channels to the mix has little to do with seeking safe spaces. Rather, it’s about seizing opportunities to showcase a rhetorical skill that modern leaders are increasingly expected to possess: the ability to riff.
Riffing, whether diving deep on a single topic or weaving together seemingly disparate topics, is becoming a core competency for executives not because it makes them more entertaining to listen to, although that’s a nice byproduct. It’s because a good riff reflects deep expertise, interdisciplinary knowledge or both. These are qualities that boards, investors and stakeholders value more than ever in an era of dizzying disruption, technological, geopolitical and otherwise.
The long-form, unstructured format provides room for executives to illustrate their points with personal stories, historical references and all kinds of other material that would typically be considered marginalia. In the process, they can put on a show of pattern recognition and display a deep understanding not just of their industry but of the broader forces shaping it.
It’s understandable that those accustomed to past standards of executive public engagement might be confounded by this trend. In the old paradigm, the ideal CEO fit a set mold. Diverse interests or wide-ranging views were seen as potential liabilities. Today, these are often seen as assets. Originality, creativity and authenticity are key parts of the complete package.
Importantly, these qualities are entirely compatible with a steady handed, do-no-harm approach to executive communication. Riffing is not rambling. In this context, it’s not an act of spontaneity or improvisation — it’s just the opposite. The best riffs are rooted in meticulous preparation, comprehensive research and true expertise. That’s precisely why this device is a powerful exhibition of the leadership abilities suited for today’s challenges.
None of this suggests that the pithy and punchy demands of traditional media are losing their relevance. Far from it. The constraints of a print profile or high-speed TV segment present opportunities to showcase other core competencies, including the ability to distill complex ideas into simple terms and stay composed under pressure. Those will always be hallmarks of leadership.
But leadership must also continually adapt to the times, and the sweeping changes reshaping the economy and society more broadly call for CEOs and other executives who can make connections others might miss. That’s why we are witnessing the rise of the riff. It’s a tool to connect the dots, and in turn, build trust and credibility — the currency of leadership.
Joshua Rosen is SVP at Prosek Partners.
This article originally appeared on PRWeek US.
