By Santiago Losada

Much is said about putting people first. It sounds good, but I believe we need to go a step further: it’s not just about people, it’s about putting people’s well-being first.

The difference may seem subtle, but there is a big difference. Putting people first is a broad, almost abstract concept; putting well-being first means focusing on something concrete — what we truly need to protect and nurture individuals.

In today’s creative industry, many of us work remotely. That means we don’t just “work” with someone anymore — we step into their homes, we see their families, we hear their stories. This digital coexistence impels us to understand more than just the task at hand: to balance dynamics, to support others without removing responsibility, and to build trust in the intimate dynamic that remote work creates.

Meanwhile, the world is talking about artificial intelligence (AI). And for good reason — we must understand AI tools and how they are redefining the way we work. But there’s another kind of intelligence that is more important and that is receiving less attention nowadays: emotional intelligence. The ability to ask not only what am I producing? but how am I making the person I work with feel? It’s a daily practice, an emotional gym. Every day we change. Every day we face things that affect our mood. And leadership means knowing how to read that and empathetically respond to those shifts.

I’ve worked with many parents over the years. I see the love, but also the enormous effort it takes to balance family life and professional demands. That’s where leaders have a responsibility: to offer real support. It’s not enough to simply “understand” — we must act. That means setting schedules that allow for disconnection, prioritizing family time, and trusting that the work will get done. In the end, a team that feels supported is a team that delivers more energy, better ideas, and stronger results.

This perspective has led me to a new purpose: comradery. I don’t mean that teams should all be friends, but that we build relationships with enough trust to say: “I need a break” or “I need help today.” I firmly believe that creative leadership today must be a form of servant leadership. Not in the hierarchical sense, but in the noblest one: being there for our teams, creating the conditions for them to feel well, removing obstacles, supporting them when they need it. Only then can the magic and talent of each person truly flow.

I also learned this from an unexpected place: restaurants. Will Guidara, in his book Unreasonable Hospitality, writes about how service goes beyond food — it’s an act of being there for others. That same principle applies perfectly to our industry. Advertising is also a service: to brands, to teams, to clients. If we can ensure everything flows without obstacles, if we create genuine bonds rooted in hospitality and comradery, then big ideas will not only materialize — they will emerge stronger, with more humanity, and have a greater impact.