Leading sports communication requires striking a balance between speed, quality and judgement
Coordination in sports communication involves striking a balance between speed and judgement. Decisions must be made in real time because what matters most these days is the heat of the moment (a goal scored 30 minutes ago is ancient history), but without compromising on the rigour or consistency of the message.
To achieve this, the ability to prioritise, trust in the team and solid planning are essential. When processes are clearly defined and everyone knows their role, it is much easier to react quickly without compromising on quality.
The best results come when very different teams share the same objective
The key is for everyone to share the same objective, even if each person brings a different perspective.
In television, communications cannot operate in isolation: it must be connected to the editorial team, production, marketing, social media and the platform’s talent. This has been achieved through years of hard work.
Today, Communications is represented on all the platform’s and sports’ strategic committees. Listening, understanding the needs of each area and maintaining constant communication builds trust and prevents departments from working in isolation.
The best results come when everyone feels they are part of the same project.
Planning is important, but the ability to adapt makes all the difference
One of the biggest challenges has been managing communications for an ever-expanding sports portfolio, with major competitions taking place simultaneously and multiple internal and external stakeholders.
Not only do we have to be in constant contact with our partners, such as the major competitions (LaLiga, UEFA, RFEF, FIBA…), but we also have to maintain close collaboration with other platforms that provide us with the broadcast feed for major sporting events, such as DAZN or Eurosport.
That experience has taught me that leadership is not about trying to be involved in everything, but about coordinating, prioritising and enabling each person to deliver maximum value within their remit.
Planning is important, but so is the ability to adapt when current events change plans in a matter of minutes.
The conversation with the audience no longer ends when a broadcast finishes
Today, communication no longer ends when a news item is published or a programme is broadcast. The conversation continues on social media, digital platforms and fan communities.
A news story can take on much greater significance due to the social buzz it generates.
Communication management must be far more flexible and data-driven, understanding what concerns the audience and how conversations evolve.
Our colleagues in charge of social media must work hand in hand with the Communications team, because the language used on each platform must be adapted to the specific format whilst retaining the same underlying message.
At the same time, it is important not to get carried away by the constant demand for immediacy and to maintain a strategic vision for the medium and long term.
Communication is key to maintaining team cohesion in high-pressure situations
At such times, the team needs clarity and reassurance.
The person responsible for managing communication must instil confidence, prioritise decisions and shield the team from distractions so that everyone can focus on their work.
We act as a catalyst for many sensitivities both within and outside the company, and we must know how to filter priorities and decisions effectively.
I have found that, when there is good preparation beforehand and fluid communication, even the most demanding situations are tackled with greater composure.
Calmness is also contagious.
The sports communication leaders of the future will need business acumen and the ability to build trust
As well as mastering digital tools and understanding how audiovisual consumption is evolving, I believe it will become increasingly important to develop a global vision of the business.
A good leader must understand communication, but also the product, the audience, the data and the company’s strategy.
To that I would add two qualities that will continue to make a difference: the ability to work across disciplines with very different profiles, and the skill to build trust both within and outside the team.
These are skills that have not lost their value with the digital transformation; on the contrary, they are now more necessary than ever.
The future of sports communication is built by bringing together strategy, technology and people
The evolution of audiovisual consumption, the fragmentation of audiences and the acceleration of news cycles are profoundly transforming sports communication. In this context, leadership is no longer just about communicating quickly, but about coordinating teams, interpreting data, building trust and crafting narratives that are relevant to the audience.
This vision is aligned with Telefónica’s ambition to“become the best gateway for citizens to digital technologies”, bringing content, experiences and services that respond to new forms of consumption. It also contributes to the objective of offering“more and better services for customers” and of“retaining and attracting the best professionals suited to the sector’s needs”, fostering teams capable of innovating, collaborating and generating value in an increasingly competitive environment
