September 2026
There are worse ways to begin a day than with a sunrise hike beneath the legendary Maroon Bells peaks. And there are certainly easier ways to end one than fencing for the first time or hiking up Aspen Mountain.
But the real workout at the 2026 Aspen Ideas Festival was intellectual.
Held on the Aspen Institute campus in Aspen, Colorado, the Festival brings together journalists, academics, business executives, public officials, artists and entrepreneurs to explore some of the most consequential issues shaping society.
This year’s conversations ranged from artificial intelligence and America’s 250th anniversary to economic mobility, energy infrastructure and the future of leadership. I left with five lessons that felt particularly relevant to business leaders and communicators.
Curiosity is increasingly an essential leadership skill, particularly as organizations navigate rapid changes in technology, business and culture. At the Aspen Ideas Festival, I deliberately sought out conversations that challenged my assumptions or introduced me to unfamiliar subjects. The experience reinforced something important for leaders and communicators: understanding an audience starts with being curious enough to explore perspectives beyond your own.
Artificial intelligence was one of the recurring themes at the 2026 Aspen Ideas Festival, but some of the most interesting conversations focused less on what AI can do and more on how people perceive it.
One comparison particularly stayed with me: In China, people tend to approach AI practically, as a tool to help them get ahead. In the United States, the conversation is often more emotional, centered on how AI might change or eliminate jobs.
That distinction is worth considering for any leader introducing new technology. Adoption is rarely just about the capabilities of the tool. It is also about the story people tell themselves about what the tool means for their future. Successful change requires leaders to address both.
Curiosity is essential to that work. It enables us to explore perspectives beyond our own and understand the hopes, fears and motivations beneath an audience’s reaction. That same curiosity is foundational to our work at Jackson Spalding (JS). An effective communications strategy starts with listening closely, challenging assumptions and understanding how different audiences see an issue before deciding what to say.
Another line I wrote down was: “To explain something simply, you have to understand it deeply.”
For communicators, it is hard to imagine a better standard.
The Festival’s strongest speakers could take enormously complicated topics — geopolitics, economic mobility, energy infrastructure, AI—and make them accessible without watering them down. They didn’t hide behind jargon or recite polished talking points. They knew their subjects well enough to identify what mattered most and communicate it clearly.
That ability is becoming increasingly valuable. Leaders today are communicating with audiences overwhelmed by information and often skeptical of institutions. Complexity may be unavoidable, but confusion is not.
Clear communication requires more than reducing a message to a catchy phrase. It requires understanding the issue, anticipating questions, recognizing competing perspectives and making thoughtful choices about what an audience truly needs to know.
Or, to borrow another memorable quote from Aspen: “The camera is the best bullsh*t detector.”
Audiences can recognize when someone knows the material and when someone is simply delivering a rehearsed answer. Preparation and authenticity remain two of the most powerful tools in communications.
The Festival’s speakers were impressive, but one of its greatest strengths was the conversation it created. Attendees were encouraged to introduce themselves, ask questions and embrace both the formal and informal opportunities to connect.
I met or attended sessions led by respected journalists including CNN’s Fareed Zakaria, Katie Couric, NPR’s Mary Louise Kelly, CBS News’ John Dickerson and The New York Times’ David Leonhardt and David Brooks. I also heard from emerging new-media voices such as Aaron Parnas and Jerusalem Demsas, along with executives, academics and other attendees working across a remarkable range of fields.
These encounters and others reinforced something we have believed at Jackson Spalding throughout our more than 30 years in business: relationships matter. Strong relationships broaden our perspective, expose us to new ideas and create possibilities that would not exist otherwise. But they require initiative – to start a conversation.
One acronym I heard illustrates how quickly a clever idea can capture a complex challenge. We have all heard of NIMBY: “Not In My Backyard.” Now there is BANANA: “Build Absolutely Nothing Anywhere Near Anything.”
It drew a laugh, but it also captured a serious problem. Whether the topic is data centers, energy infrastructure, housing or transportation, ambitious ideas can stall when leaders fail to build understanding and support among the people most affected.
That is why communications cannot be an afterthought. Organizations need experienced communicators involved early, helping leadership understand stakeholders, anticipate concerns, clarify tradeoffs and build trust before decisions are finalized.
Aspen also struck me as a potentially valuable forum for many of our clients and their executives. It offers opportunities not only to learn, but also to contribute expertise, shape important conversations and build relationships with people influencing business, policy, media and culture.
The organizations that benefit most from gatherings like this are the ones that arrive with a point of view and remain open to having it sharpened.
The Festival encourages participants to nurture the mind, body and spirit and I tried to take that invitation seriously.
My mornings included a 5K run with fellow attendees and a sunrise hike to Crater Lake beneath the famous Maroon Bells. I tried fencing for the first time and hiked up Aspen Mountain — although I wisely took the gondola back down.
Those experiences weren’t separate from the Festival. They were part of it. Some of the best conversations took place outside traditional sessions and the physical activity created space to process everything.
I returned home energized and a little tired. More importantly, I came back with new relationships, fresh perspectives and a renewed belief in the value of bringing curious people together.
The lessons I brought home from Aspen were ultimately simple ones: stay curious, communicate clearly, invest in relationships, bring communicators into the conversation early and make space for new perspectives.
At Jackson Spalding, we are always looking for a better way — for our clients, our communities and ourselves. Sometimes finding that better way begins with stepping outside our normal surroundings, listening to people who see the world differently and being willing to start a conversation.
Looking for a better way to move an idea forward? Let’s start a conversation.
