Adapting to the audiovisual revolution is the major challenge facing content leadership
Indeed, audiovisual consumption is currently undergoing a period of great volatility. Audience profiles are becoming segmented into different consumption patterns: streaming, social media, television… which, in turn, are influenced by very specific age groups. This demands constant flexibility when it comes to scheduling content, but above all – and this is what has changed most in recent years – content must undergo a curation process, both before and after broadcast, to keep it relevant for as long as possible.
In our particular case, at Canal Caza y Pesca, we have a significant advantage: we have a community that identifies strongly with us, is deeply engaged and, above all, is very loyal. After 23 years on air, we can say without a shadow of a doubt that we have withstood the onslaught of streaming and remain leaders in the sector.
On a personal level, it is a source of enormous satisfaction, even more so given that we are a channel operating on a very tight budget. I wouldn’t know what the magic formula is, and I don’t think it’s so much down to the leadership of a single person, but rather the passion of a small team that is in love with the content we broadcast.
Shared passion is the driving force that keeps specialist teams united
I don’t always manage it; in fact, I don’t think it’s healthy to wear yourself out trying to maintain a consistently good working atmosphere. When the average age of a small team like ours is fifty, it’s incredibly difficult to find a constant sweet spot. There are many egos at play, many personal issues that influence day-to-day life: family, health, finances…
I myself have had to evolve and accept that the pursuit of perfection is dangerous and self-destructive. So I believe that one of the key factors in leadership is to regard your team as your family, with their good days and their bad days, but always with the certainty that, in the face of any adversity or serious problem, we stick together and draw on all our experience to resolve it and emerge stronger.
As for motivation, we’re very fortunate that we’re passionate about the content we produce. My whole team loves nature; they live it, understand it and enjoy it in their spare time. I’m a hunter, a fisherman and a naturalist, and every single work trip I undertake with my team recharges my batteries for several weeks of office work.
Even when filming from dawn to dusk, sometimes in extreme conditions, in the wilderness, every single one of us is eager to embark on another adventure. It is on these trips that we flush out all the toxins of the increasingly bureaucratic and administrative routine we live with day in, day out.
The audiovisual leaders who make a difference combine technology, creativity and humility
For me, the key skills of a modern audiovisual leader are the ability to adapt and constantly learn about new technological tools, the courage to tackle disruptive formats without fear of failure, and the constant monitoring of audience data to identify the indicators that keep us connected to our audience.
On a more personal level, and as a leader of people, I would highlight honesty and humility. We all make mistakes, and a good leader must own up to them, if necessary, in front of their team if they want to earn the respect of their colleagues.
Data is important, but intuition remains a competitive advantage
The digital algorithm is learnt, analysed and applied when it is identified; that’s not complicated. But for me, the ‘chemical’ algorithm is more important – the one that sometimes doesn’t coincide with audience peaks, but which drives you to take risky decisions and break away from trends to surprise people in an increasingly predictable and boring world.
I never get up without reminding myself that I work in the entertainment industry, and the only way to entertain is to enjoy yourself. The day I stop having fun at work, I’ll be the one to ask for a change.
In today’s audiovisual landscape, the greatest risk is to stop innovating
My main piece of advice can be summed up in one sentence: the greatest risk is not taking risks.
We live in a world that is changing at breakneck speed, where we wage a daily battle for our viewers’ attention. What’s working today may well bore the majority tomorrow, so we must continually launch disruptive formats, different content and ideas which, although they may seem absurd, harbour that magic capable of driving innovation in the audiovisual sector.
My advice would be this: take risks. Unfortunately, the role of a leader tends to push us in the opposite direction; the more responsibility we have, the more conservative we become.
In my case, I fight against that temptation every day, and I make sure my team knows this. What’s more, sometimes they’re the ones who bring me back down to earth and inject a bit of common sense into certain proposals that surely wouldn’t have worked… or perhaps they would have.
The future of the audiovisual sector belongs to those who know how to evolve without losing touch with their audience
The transformation of the audiovisual industry does not depend solely on technology, platforms or algorithms. The real difference still lies in people: in their ability to innovate, take risks and maintain an authentic connection with communities that share the same passion.
This vision aligns with Telefónica’s ambition to “become the best gateway for citizens to digital technologies”, bringing content, experiences and services that evolve in step with new forms of consumption. It also reflects the importance of “offering more and better services to the customer”, drawing on innovation, talent and a deep understanding of audiences to continue generating distinctive value
