Stephanie Mehta: Welcome, Anjali. I'm so glad you're here with us today.
斯蒂芬妮·梅塔 (Stephanie Mehta) :欢迎你,安贾莉, 很高兴你今天能来到这里。
Anjali Sud: Thank you, it is great to be here.
安贾莉·苏德 (Anjali Sud) : 谢谢你,很高兴来到现场。
SM: At Vimeo, you lead a workforce of 1,300 people worldwide -- you have creatives, you have finance people, you have technologists. So I'm going to start with a really easy question: what was it like to manage this diverse workforce through a global pandemic, a racial reckoning and a very fraught return to office?
梅塔:你领导着 Vimeo 平台 全球超 1,300 人的工作团队, 包括艺术设计、财务 和技术专家。 我从一个非常简单的问题开始, 带领着这个多元化的团队 扛过全球疫情、种族风波 到匆忙恢复线下办公 是怎样的经历?
AS: Oh, it was a breeze, Stephanie. No, it was really challenging. You know, I think the only constant has been change. And as a leader, you obviously -- you have a workforce that’s looking for certainty, and they're looking to control what's happening around them. And I think what we all found, as leaders, no matter what company you were ... responsible for, was that you couldn't offer certainty, and you couldn't always control the environment and the things around you. And so, you know, for me, it was really about agility. How do we stay flexible as a team? How do we communicate in real time and keep people informed as we try and move through things? And then, also just how do we lead with more humanity? You know, for Vimeo, one of the things I’ve really learned over the last few years is we each experience the world so differently. We have employees who are remote. We have an incredible team in Ukraine ... employees who are on the front lines, who are literally at war. On the other hand, you have people in different parts of the world who are experiencing mental-health challenges or burnout, and so I think it was really just -- the hardest part was not being able to give everyone certainty, not being able to just apply a one-size-fits-all rule for everyone. But I ultimately think it forced us, as a company, to build more trust, because to be agile and flexible, and to lead with humanity, you have to trust each other. And so, I’m sort of optimistic that actually we’re emerging from this time with a culture that is more flexible and nimble, and also, hopefully, has more trust.
苏德:斯蒂芬妮, 这完全不需要操心—— 其实是非常有挑战性的。 我觉得这段时间唯独不缺变化。 而作为领导, 显然,你的工作团队 是追求确定性的, 职员们会尝试掌握他们 周围发生的事。 我觉得,我们作为领导者 都发现了一件事—— 不论你管理什么样的公司, 你都无法确保稳定, 也无法一直决定你周围的环境事物。 所以,你懂得,对我来说, 这关乎敏捷性。 我们整个团队怎样保持灵活? 我们如何进行实时交流, 并在探讨方案时 告知同事最新消息? 以及,我们怎么做到人性化的管理? 我在过去的几年里从 Vimeo 切实学到的事情之一 是我们各自对世界的认识大相径庭。 我们有远程办公的雇员。 我们在乌克兰 有一支非同寻常的团队, 正在上前线、 真正处于战争之中的员工。 另一方面,也有世界各地 正在经受心理危机 或者精力消竭的员工。 所以我认为这是最困难的: 没办法给每个人指明确切的方向, 无法制定一条适用于所有人的规则。 但我觉得这最终使得 整个公司营造出更多的信任, 因为想要灵活、动态、 人性化地管理, 必须互相信任。 所以,我很高兴能看到我们 能从如今的境况中 收获愈加灵活、敏捷 和更多信任的企业文化。
SM: Can you give an example of something that you put into place, perhaps during the pandemic, to enhance communications or build trust or create a greater sense of community or even to communicate that there is no certainty, that is a muscle that you think you'll continue to use in the organization far into the future?
梅塔:你能列举一项 你在疫情期间采取的措施, 可以是为了增强沟通或者建立信任, 或者是营造更为浓厚的社区氛围, 甚至是阐明 确定性是不可能存在的, 而且是一些你觉得 会继续在公司内部沿用的有力措施?
AS: There's a couple of things that we did. One -- and we are a video platform, so I obviously have to talk about video, but I mean this sincerely -- one of the hardest parts, when you're all sort of disparate, is you lose context and you lose nuance when you communicate. And we did make a concerted effort to move away from email and chat, text-based communication, as much as possible, and actually try, particularly for our leadership team, when we were communicating, to do it with your face, and your hands and your body and your emotions. And we did that through live streaming a lot of communications, recording a lot of videos. We sent asynchronous video messages. So I send ... I record my screen and just send a note out to people. Every new hire does a video to welcome and introduce themselves. A lot of our meetings we’ve actually replaced with just quick video presentations. And actually, what that really did was allow the humanity and the context to come through and I think that helped us a lot to, kind of, stay close. So that was one, I think, really important thing.
苏德:我们做了几件事。 首先——我们本身是视频平台, 所以我必然要谈到视频, 但我真是这个意思—— 最难的环节之一, 是当你们彼此分离的时候, 你在沟通的时候会丢失情景 与细节信息。 而我们也共同努力以尽可能地 摆脱电子邮件、聊天功能 这类文字交流, 并尽力尝试, 特别是我们管理团队, 在我们沟通时 加上面部表情、手势、身体动作 和情感。 而我们通过大量实时连线, 录制很多视频达成了这一目标。 我们还发给对方视频消息。 我会录屏然后 附上一条留言发给其他人。 每位新员工都会录制 一段介绍自己的视频。 我们将很多会议 替换成短时的视频演讲。 其实,这真正的效果 是让人性和情景传达出来, 我认为这使我们拉近了距离。 这是我认为很重要的一点。
Another important thing is, I think, just creating mechanisms to make it easier to talk about when things aren't working, because a critical part of being agile is recognizing we have an area that isn’t working. And so one of the things that we do at Vimeo is we try -- I do this in all of my town halls, we do it in a lot of meetings -- is always talk about what's working, what are our top three things, and what isn't working -- yet. And we've kind of created, I think, a framework that sort of takes the stigma away from talking about what's not working. And when you make that normalized and comfortable for people, I feel like it's allowed us to be more open, as an organization, about what do we need to change, what do we need to pivot. And both of those, being more video-first in our communication and being more transparent and normalizing what's not working, I think has been really helpful, and certainly something we’re carrying forward.
另一个重要的点是 在事情行不通时建立新的机制, 因为保持灵活的核心一环 是承认我们有不如人意之处。 我们在 Vimeo 干的事情之一是去尝试—— 我们在所有集体会议中 都是这么做的—— 探讨那些收效不错、 排在前三的, 还有目前还没解决的事项。 而我们差不多形成了 一个让讨论效果不好的事项 不再是负累的框架。 当此类讨论对于同事来说 变得自然、稀松平常, 我便觉得,我们整个公司关于 需要改变什么、调整什么 会更具开放性。 而这两者—— 在沟通中优先采用视频的方式 和让问题分析 更为透明、常态化, 我觉得是极为有效的, 也是我们将延续的。
SM: I love that advice about being video-first. So many of our members of our workforce live in a video world. They're used to video as a means of communication. Which brings me to my next question. You've talked about how the organization has changed. How do you see the workforce changing? What is different with the young millennials, and even, now, the first wave of Gen Z coming into the workplace?
梅塔:我喜欢这个视频优先的建议。 我们的很多职员都对视频习以为常。 他们习惯把视频作为交流方式, 这就引出了我的下一个问题: 你谈到了公司发生了什么变化。 那么你怎么看待员工的变化? 对于年轻的 80 后到现在 已经初入职场的 00 后而言 有什么不同?
AS: I think it's incredibly different. And, you know, one of the things that we think about at Vimeo a lot is a lot of the mechanisms and communication modes that we still use today, they're really antiquated. They were designed for a totally different environment and a totally different generation. But I see a lot of differences. One of them, I think, is the line between your personal life and work life is definitely blending. ... If you think about your personal life -- look at TikTok. This generation is used to consuming content, learning, engaging, in a very specific way. And if they then have to come to work and to be trained on a job, read a 300-page manual? Like, it's not going to happen, right? Or if you miss the meeting, and you have to watch the Zoom recording of a three-hour meeting -- that’s just not going to happen. And so I think that there is definitely sort of this -- you know, we talk about the “consumerization of enterprise.” Those are just fancy words for saying the way ... we communicate and interact in our personal lives is going to translate to work. And so I definitely think that's an area of opportunity.
苏德:我认为这差异巨大。 我们在 Vimeo 经常想到的一件事是 我们如今运用的大部分 交流模式和机制 已十分过时。 它们是为一个完全不同的环境 和一代人设计的。 我看到了很多不同之处。 其一是私人生活与工作的界限 毋庸置疑变得越来越模糊。 考虑你的私人生活时—— 分析下 TikTok。 这一代人习惯用一种特定的方式 接受内容、学习、参与。 那他们是不是还得在岗位培训时 阅读一本 300 多页的手册? 这是不可能的,对吧? 比如你未参加会议, 而你得回看一场三小时 会议的 Zoom 录像, 这也不太现实。 所以我觉得肯定有这类—— 我们谈到“企业消费化”, 这只是高大上的词语 来表述我们 个人生活中的交流互动 会转化到工作内。 我认为这块领域绝对充满机遇。
The other thing I see from sort of the generation, the newest generation coming into the workforce, is sort of, of course mission-driven, but I think there's a desire to really understand the “why” behind things. And one of our communication mantras is we never talk about the “what” without the “why.” And I think there’s a desire to -- the idea that, well, there’s a hierarchy, or “My boss told me that this is what we’re going to do” or -- that, I think, is increasingly moving away, and people, they don’t just want to do something because someone with formal authority told them to do it. They want to do it because they understand why it matters, why it ties to the mission. And I think that that forces leaders to really bring more of the “why” into how we communicate and motivate people.
还有一个我从这一代, 最新步入职场的这一代人身上 得出的观察: 他们当然是目标驱使的, 但我认为还有一种真正去理解 事情背后“为什么”的渴求。 我们的沟通规矩之一 是我们从不忽略原因只谈结果。 还有一类倾向—— 这个对于阶级关系, 或者“我的老板告诉我 这是我们该做的”,等等 这代人逐渐抛弃的想法, 员工不想只是拥有权威的人 指挥他们去做什么, 他们更想知道任务的意义后再去做, 知道这个任务 和最终目标之间的联系。 我也觉得这驱使着 领导把更多“为什么” 加进与人交流和激励性的环节。
So those are two of the things I see, and then, you know, the third I think is just flexibility. I think -- and this is true of all of us, but particularly the younger generation -- I think they’re looking for flexibility and they want options and choices. And it's not always easy and feasible to provide ultimate flexibility, but this is where I try and orient it more to agility. How can we have approaches and principles and be committed to things, but also know when to question, and when to actually pivot?
以上是我看到的两件事。 第三个我觉得是灵活度。 我认为这对我们所有人皆是如此, 但特别是年轻一代, 他们正在寻求弹性, 他们需要选择的余地。 提供绝对的弹性并不切实可行, 于是我便在敏捷度上下功夫。 我们怎样能基于原则和方式 并身心投入, 但同时也清楚什么时候 提出质疑,什么时候调整策略?
SM: Yeah. Anjali, can you share a few examples of ways that you at Vimeo have tried to really be proactive when it comes to addressing or understanding what your next generation of employees are going to want, either in terms of purpose or in terms of benefits or in terms of flexibility? Are there programs or processes you've put in place that really speak to this big sea change we're seeing in terms of values from the workforce?
梅塔:嗯。 安贾莉,你能分享几个例子,关于 你们在 Vimeo 为了在处理或理解 新一代员工的需求, 不论是追求,还是利益, 或是灵活度方面 变得更为主动而做过的尝试吗? 你有没有推动过一些项目或流程 真正对员工的价值产生了 巨大影响?
AS: Firstly, of course, it's all about listening, right? And I think, like many organizations, the way we've tried to listen and understand our workforce is very similar: it’s Q and As and engagement surveys, and things like that. And some of the things that we've done, we have a people and culture NPS, net promoter score, the same way we have for our users, for our internal teams. But I would say one of the things that we've really tried to do is appreciate that when we get inputs from our employees, 1,300 employees ... you can’t look at the averages. You can’t look at it all in totality and try and pull out an obvious "Oh, this is how everybody's feeling." Because what you actually -- when you really dig into it and truly listen and do focus groups and talk to people -- what you’ll find is actually there's very different experiences and desires among your employees. And so, I think for us, what we've really just tried to do is have a bunch of different listening mechanisms and then resist the urge to conveniently pull, like, "Oh, this is what everyone's feeling, let's just do this thing as the action." And it's hard, and we're still kind of figuring it out, but I will tell you, some of the things that we've heard from employees have changed our approach to hybrid work or travel or even things like our approach to compensation or our approach to DE and I. So I think it's more just like I said, that agile listening, constantly really understanding what’s happening, but not treating everything as, like, an average or the same. And for us, it’s been particularly stark because we have offices and teams in so many different countries and the differences, they’re substantial. They're really substantial, about the way we solve different things. And we used to have a very, sort of, "One Vimeo" global approach in the name of consistency and fairness, and what we found is we have to be more localized. We really do. We have to design mechanisms to support our teams in a very different way, because their experiences and the world around them is quite different.
苏德:首先,显然的, 一切都和倾听有关,对吧? 我觉得,像许多组织一样, 我们试图倾听、了解员工的方式 是十分相似的, 通过问答和参与度调研, 诸如此类的。 我们的成果包括 我们创建了 员工和文化 NPS(净推荐值) 将用于用户的 NPS 应用于我们的内部团队。 但我觉得我们确实花费气力尝试的 是认识到当我们收到来自 多达 1,300 名员工的答复, 你不能只看平均值, 不能整体而论, 并得出一个清晰的结论, “噢,这是大家的感受。” 因为实际上, 当你真正深入研究、 倾听、小组访谈并与人交谈—— 你会发现,实际上, 员工群体之中的经历 和需求差异很大。 所以我觉得对我们来说, 我们真正要尝试做的 是利用几种不同的聆听方式, 并切忌这么简单地做总结, “噢,这就是所有人的感受, 我们采取这个行动吧。” 所以这挺难的, 我们也在尝试完善它, 但我可以这样告诉你,我们 从员工那儿得到的一些反馈 改变了我们 对混合办公和差旅的规定, 甚至是像我们的补偿规则 和我们对多样性、 包容和平等的政策等等。 如我所说, 灵活地吸纳意见,持续地 真正理解发生的情况, 不要把每个人看作是 中间值或趋同的。 对我们来说,这尤其明显, 因为我们在这么多国家 有着办公室和团队, 差别是不可小觑的。 我们处理不同事物的方式 差别显著。 我们曾经以公平一致的名义 制定了全球 “同一个 Vimeo”战略, 但我们后来意识到 得有地区性的分化。 我们的确需要。 我们必须设计机制 区别服务我们的团队, 因为他们的经历和身边的环境 是截然不同的。
So I think that's definitely been one, and I will tell you, it has involved a lot of -- as an executive team and leadership team -- it's involved a lot of trying things, it not working, and changing them. And a great example is our Q and A. I feel like every leader I know has a perspective on whether they do open Q and A or anonymous Q and A, or real-time Q and A. We've changed our approach there multiple times, and I know we will again, because we're still figuring out the right way to listen and have a dialogue with a very diverse workforce.
这肯定是一块, 我也会告诉你, 它涉及到很多—— 作为高级行政和管理团队—— 它涉及大量的尝试, 碰到阻碍, 并解决它们。 一个很好的例子是我们的问答。 我感觉我认识的每一位领导 都对于选择开放性问答、 匿名问答和实时问答 有自己的逻辑。 我们改变了很多个方式, 我们之后还会的, 因为我们还在研究 聆听的正确方式, 与多元化的团队沟通的方式。
SM: I want to stay on newcomers to the workplace for just another moment, because another thing I hear from CEOs of my generation and older is a concern about making sure that we are not just providing our youngest employees with the flexibility and the purpose that they need, but also the training and the wisdom that comes, oftentimes, from being in close proximity to a mentor or to somebody who's done the job for many more years. What is your philosophy and take on making sure that knowledge transfer is happening?
梅塔:我想再聊一聊 新入职员工这个话题上, 因为我从我那一代和 更早的 CEO 所了解到的 是确保我们不仅为最年轻的雇员 带去弹性与成就感, 还有历练与智慧; 这些通常是与师父 或担任了这项职务许多年的老员工的 密切交流学习中得来的。 你对于这种经验传授持什么看法, 又如何让它进行下去?
AS: I think it's a major challenge that I don’t know that everyone will sort of have a solution for. I think about that all the time. We have a very distributed workforce at Vimeo. We have people in over eight countries. My executive team is entirely distributed. So I've really realized the benefits of being able to have a distributed workforce and being able to attract talent and just be more inclusive. On the flip side, there's definitely, I think, a lack of the same kinds of learning opportunities and mentorship, particularly for the youngest folks that are entering the workforce. So I think it's a challenge. One of the approaches that we've been taking, and what's sort of nice, is we're modeling it at the top. So if my entire executive team is distributed, that means I have to learn how to provide real-time feedback, mentorship and development for a whole set of new executives who have just joined. We have sort of changed up the executive team almost entirely in the last twelve months. So I’ve had to deal with the same challenges. And we’ve had to literally -- we call it our operating system -- we’ve had to design an operating system, as an executive team, for how we’re going to work together in that environment. How do we share real-time feedback? How do we create the right communication loops? And so I think, from my perspective, it’s more we have to be able to do it ourselves and model it and then, I think it's a more proven mechanism for young people. I will say, like many companies ... I do believe that in-person collaboration is really important for learning. We do have -- we bring people into an office. If you're remote, we ask folks to come in and spend time in a room with their team, do social activities, all of those things. I don't think they will go away, nor do I think they should. But, you know, candidly, it’s an area that I don’t think we’ve really figured out perfectly and I think it's really critical that as leaders, we do that, so that this next generation is able to get the same growth opportunities that we all had.
苏德:我觉得 大家不一定知道该如何 应对这项艰巨的挑战。 我一直在考虑这个问题。 Vimeo 拥有 背景很多元化的员工群体。 我们在超过八个国家有员工。 我的管理团队也是四散在各地的。 我真切感受到了 遍布全球的员工群体、 吸引人才和提高包容性 带来的好处; 另一方面, 我觉得肯定存在 以往学习提升和从师机会的缺乏, 特别是对于步入职场 不久的年轻职员。 我认为这是个挑战。 我们所采取的方法之一, 也挺巧妙的,是从顶部培训。 我的整个执行团队既然是分散的, 我就得学会如何为新一班刚刚加入的 高管提供实时的反馈、指导和发展。 我们在过去几乎整整一年里 对管理团队做了变动。 我也得解决类似的挑战。 我们实际上——我们把它 称为我们的“操作系统”—— 我们作为管理团队 还得设计一个操作系统, 以规定我们在此环境下怎么合作。 我们怎么共享实时反馈? 我们如何设立合适的沟通闭环? 我认为,从我的角度而言, 我们需要自己去尝试和调整, 我觉得这才会是对年轻人来说 更有效的机制。 我的观点是,像许多公司一样, 我深信面对面合作 对于学习的重要性。 我们让员工进到办公室。 我们要求远程办公的那些同事 与团队共处一室、 进行社交活动等等。 我不觉得他们会离开, 也不认为他们应该离开。 但坦白地说, 这是个我认为 我们还没有搞明白的方面, 我也觉得我们领导这么做很关键, 以便新一代能够获得 像我们那时的成长机会。
SM: Well, and it's interesting -- the tools that you mentioned at the very beginning of our conversation, around video, can be really helpful there. I've heard of a number of organizations that have really encouraged their young people to present, as a way of having to go out and find the information they need. And then, because we have video tools available to us now, you know, they have an opportunity to share their ideas with a large group of people, but first, kind of going through the fact-finding and the research, and then sharing their ideas. In an earlier comment, you talked a little bit about mental illness and the different things that people are bringing to work, whether it is, you know, exhaustion, burnout. During the Black Lives Matter protests, we had a lot of people coming to the office feeling trauma, and feeling really personal issues bubble to the surface. I'm wondering if you can share a little bit about how you deal with this increasing personal -- you know, when people bring their whole selves to the office, which we encourage, sometimes, they bring things, parts of themselves that are challenging.
梅塔:嗯,这挺有趣—— 你在谈话一上来提到的 视频的辅助 会是很有帮助的。 我了解到很多组织 鼓励他们的年轻人去演讲, 作为一种出去寻找 他们所需信息的方式。 而且,由于我们现在 有了视频工具的辅助, 于是他们就有机会与一大群人 分享见解, 但之前得有研究与数据搜集, 再去分享想法。 在之前的评论中, 你谈到一些精神疾病, 还有人们带去工作的那些问题, 无论是什么, 如精疲力竭、负担过重。 在“黑人的命也是命”的 抗议活动中, 很多人来到办公室, 感到内心受到创伤, 觉得非常私人的问题被公之于众。 我在想你是否可以 分享一下你是怎么处理 越来越多私人的—— 当人们来到办公室, 思绪毫无保留, 这我们是鼓励的, 但有时随之而来的棘手的事情。
AS: Yeah ... I’ve always thought the responsibility of a leader is to empower people to do their best work and the responsibility of a company is to empower our people to do their best work. And so, of course, we have a real role to play in supporting things like mental-health issues or burnout. And, you know, the way I think, like many companies, the way we initially probably sought to do that was more, you know, you're seeing a problem and you're reacting by trying to provide mental-health resources or support or time off. And, I think -- and empathy, just empathy. I think that's really important. And I always say, to so many of our managers ... just care. If we just care, a lot of things get easier. You don’t have to design a hundred mechanisms if you just have the right people in place who care. At the same time, I will say what we’re realizing now, in sort of this next phase, is that that’s a reactive approach and actually the root cause -- that we can control at Vimeo -- the root cause of a lot of stress and burnout is sometimes people either don’t have enough ... focus, we’re asking people to do too many things or they don't feel like they're supported in doing those things. And that, I think, is actually where we should be spending more time -- is how do we actually set the right prioritization and focus. There's some issue there, right? There's a root cause there that's a "Oh, I feel like I'm stressed because there's too much going on. I don't feel equipped to solve it." Then, we should get into the "What is the detail there, and do we need to do things differently?" And, you know, one of our themes at Vimeo this year was "Do less, better."
苏德:对......我一直认为 领导者的责任 是发动员工做到最好, 而公司的责任就是让员工 发挥出最佳水平。 显而易见,我们 在缓解心理问题 和精力消竭方面作用很大。 而且,我像其他许多公司那样, 我们最初尝试去做的更像是 发现问题之后, 通过提供心理健康资源、支持 或者批准假期处理这个问题。 还有是......同理心, 同情心本身。 我认为这非常重要。 我总是说,对于我们 那么多的经理, 付出关心。 只要我们付出关心, 很多事情会变得简单。 如果你把合适的员工 放到受到关注的职位, 就不需要设计百来项机制。 同时,我得说, 我们在这种新阶段正在实现的, 是一种响应模式, 而实际上我们在 Vimeo 调控的是根本因素, 许多压力和力竭的根源 要么是人们没有重点, 即我们派给他们的任务太杂, 或是他们在完成任务时 不觉得受到了支持。 我觉得我们真正应该 花更多时间去解决的, 是如何安排合适的优先级 和设立目标。 这里面有些问题,对吧? 其中存在一个根本问题; “噢,我备感压力, 因为要处理很多事情, 而我没有能力解决它。” 之后,我们应该讨论, “详情是什么, 我们需要调整做事的方法吗?” 你也知道,我们今年 Vimeo 的主题之一 是“事半功倍”。
SM: As the economy starts to, maybe, move sideways, do you think that there are going to be stakeholders who say, you know, "Out with all of this touchy-feely, the workplace-as-a-family stuff. Where are my results?"
梅塔:随着经济开始横向发展, 你认为股东会有此类意见吗, 比如“别搞这些腻歪的、 把同事看作大家庭的东西。 我要的成果呢?”
AS: Absolutely. I think the pendulum has already swung pretty clearly. I mean, I work in SAS, software as a service, so we already went from "growth at all cost" to "profitability," you know, pendulum swing. My perspective on this -- and it hasn't changed -- I think the best leaders and cultures deliver results and treat people well. And I actually think, if you treat people well, with kindness and empathy, you will get better results. And so, you know, for me, I think what I observed over the last few years is -- that part, I think, hasn't changed and shouldn't change. There were, I think, a lot of times when companies, we did things because maybe it was lip service or we felt pressured. And that's not going to be sustainable. But that’s not what -- ultimately, that’s not what people need, in any case. So, you know, I sort of see it as -- the way you channel how you are caring towards your employees and how you are empathetic, always should be in service of helping people do their best work, which will deliver results, which will be good for the bottom line. And you have to believe that. You have to be committed to that and if you use that consistently in your decision-making, it should not be a trade-off. These are not mutually exclusive things.
苏德:当然了。我觉得 这类趋势已经十分明显了。 我的工作领域是 SaaS,即软件服务, 所以我们早已从“不惜代价的增长” 转向“收益率”,大势所趋。 我对此的看法,未曾改变过: 最优秀的领导和文化 拿出成果的同时待人以仁。 而且我认为,如果你带着关怀 与同理心善待员工, 你会得到更佳的成果。 对我来说, 我在过去的几年里观察到的, 是这一点没有改变, 也没有理由改变。 我觉得,有很多情形, 我们会在公司里因为 只需要动动嘴皮子或受到压力 而去做某些事。 这是不可持续的。 说到底这也不是人们需要的。 那么,我的理解是 你把内在的关心与同情 传达给雇员, 应该一直这样, 以帮助员工发挥出最佳水平, 这能够产出成果, 整体来看也有益处。 你必须相信这一点。 你必须致力于它, 而如果你决策时一直如此, 它就不应该是 需要你来权衡的事情。 这些行为并非互不相容的。
SM: Anjali, how have you been taking care of yourself during this period of tremendous turmoil and change, but also growth? You mentioned you just had a baby. There's a lot on your shoulders. How, as a leader, do you practice some self-care or how do you make sure that you're getting the balance you need to be the most effective leader you can be?
梅塔:安贾莉,你最近在这段 混乱、动荡以及成长的日子里 是如何照顾好你自己的呢? 你提到你刚刚生了一个孩子。 你的负担挺重。 那么,作为领导, 你怎么自我关怀, 你怎么确保你能维持足够的平衡, 在领导职务上达到最高的效率?
AS: I think -- recently, the phrase I use a lot to myself is “two things can be true, both can be true.” I say this a lot. And for me, I think of it as, like, "This job is hard, and it's gotten harder." We went public at the height of the pandemic and last year, market volatility has been tremendous. You know, we're obviously going through a ton with post-pandemic, we have a team in Ukraine going through a war -- all these things that have happened. And so, it's a hard job, and it's an incredibly privileged job. It's a gift, right? And so, I think for me, it’s sort of acknowledging both of those things has helped me a lot. The way I’ve tried to kind of lead, has been -- it’s always been this way, which is, for me, it's I have to have passion. I have to have passion. I have to believe so deeply that what Vimeo is doing is important and matters for the world. And if I have passion, I have energy and then I will -- I can kind of move through anything. I have to find joy in my team. I feel like, especially in hard times, I look back at my career and actually, some of my most fulfilling times in work were when -- in the hardest business situations. But it’s because it brought a group of people together all on one team, and so I think that's been, you know, a really big part of it. And then, yeah, like, you have to be a little selfish sometimes, and take care of yourself. And I am really fortunate. I think I have a great support network around me and I do ... My husband and I have a deal, where on Sundays, I disappear for a couple of hours. I just disappear and I walk around the city and I listen to my music and do whatever I need to do, and that's really important.
苏德:我看来...... 最近,我经常自己惦记这句话, “两件事都能成立”、 “双双成立”。 我经常这样自勉。 而对我来说,我觉得是, “这是个很难的工作 而且只会变得更难。” 我们在疫情顶峰期间上市, 而去年的市场波动巨大。 我们在疫情后处理了无数事情, 我们在乌克兰的团队经受战争—— 还发生了各种各样的事。 这是一份辛苦的工作, 但也是一份极为幸运的工作。 一种眷顾,不是吗? 对我来说, 自己认识到这两件事 对我帮助很大。 我尝试领导的风格, 这从来是......一直是这样的, 在我看来,要有激情, 必须得有激情。 我需要深切相信 Vimeo 所做的对于世界 有意义,也重要。 如果我有激情,我就有精力, 那我就差不多可以解决任何事。 我得在我的团队中找到快乐。 我觉得,尤其是在困难时期, 我回顾我的职业生涯, 发现我最具成就感的工作时光 是在最艰难的商业环境中。 它让一群人走到一起, 形成一个团队。 我觉得这是很重要的部分。 还有,是的,有时你得自私些, 照顾好你自己。 而我十分幸运。 我觉得我身边有很多人 给了我坚实的支持, 我...... 我和我老公有个约定, 每周日我都会离开几个小时。 我会消失, 在城市里走来走去, 听我的音乐, 做任何我要做的事, 这很重要的。
SM: So you talked about how hybrid work is going to look very different in the future than how we describe it today. It's basically in office a couple of days, work from home a couple of other days. Tell us a little bit more about what you could potentially see that evolving into.
梅塔:那么你谈到了混合办公模式 在未来较我们今天的定义 会非常不同。 本质上是去办公室几天, 剩下几天在家办公。 再跟我们讲讲 在你看来这会演变成什么样子?
AS: I think the idea of an office as a time and place completely goes away. And I think it’s really going to be people are going to want to work from anywhere, anywhere in the world. Even the concept of where you’re located is going to change. And then the idea of like “I’m going to work on this time zone” or “I’m going to attend this meeting that’s scheduled on this date” -- I think that’s going to go away. And I think what you're going to find is more and more work, particularly from knowledge workers, is going to be done anywhere, anytime. Communication and collaboration will happen asynchronously and we will be using tools and technology -- whether it's video, whether it's AI -- to basically enable that at scale among many people, anywhere in the world. And then I think leadership, leaders are going to look different. Because I think it's going to require -- if you think about the skill set to be a global CEO 30 years ago versus what that will require now -- I think in the future ... the skill set is going to be like, "How do you communicate with diverse, global audiences and employees across time zones in a way that is effective, that provides context and alignment at scale? How do you organize programs, whether it’s compensation, whether it’s, you know, training?” All of that is going to look very different. But I think the ultimate thing you’ll see is just ... there were these constraints that we’ve lived with, whether it was time or place or budget, in some cases. And I think those constraints are going to go away. And the promise is that if we are flexible and smart and we use technology in the right way, that we'll actually come away a much more evolved and efficient workforce.
苏德:我认为办公室所带的 时间和空间的概念 会彻底消失。 我认为很有可能会发展成 人们会要求在世界任何地方工作。 甚至你的实际位置 这个概念也会消失。 还有这样的想法: “我要在这个时区工作”, 和“我要参加这一天 安排的这次会议”, 我认为这些都会消失。 你会发现 越来越多的工作, 尤其是知识工作者的工作, 能在任何时间、地点来完成。 我们会进行不同步的沟通和协作, 而我们将能够利用工具和科技, 不论是视频,还是 AI, 使得这能以全球的规模, 供世界各地的人共同合作交流。 我认为领导力、领导会发生改变。 因为我觉得它会要求—— 如果你比较 30 年前和现在 成为跨国企业 CEO 所需的技能—— 我猜,在未来...... 技能要求会是, “你是如何和跨时区的 多元、全球的用户与员工 通过有效的方式沟通的, 同时在整体上提供背景信息、 保证信息一致? 你如何策划项目, 无论是补偿,还是培训?” 这些都会发生改变。 但最终会是...... 我们生活带来的限制, 不论是时间、地点,也许是预算, 我认为这些约束是会自然消散的。 愿景是如果我们灵活、智慧, 并合理地利用科技, 我们就会创造 一个更加先进高效的员工群体。
SM: Well, I think you just showed us some of the passion that you've talked about as being the thing that gives you energy to lead that organization of 1,300 people worldwide. Anjali, thank you so much for being here today.
梅塔:嗯,你刚刚就向我们展现了 一种使你能够领导 全球 1,300 人的公司的激情。 安贾莉,非常感谢你 今天来到这里。
AS: Thank you. This was great.
苏德:谢谢你, 这很不错。