Stephanie Mehta: Welcome, Anjali. I’m glad you’re here with us today.
Anjali Sud: Thank you, is great to be here.
SM: At Vimeo, you lead a workforce 1,300 people worldwide — you have creatives, you have people, you have technologists. So I’m going to start a really easy question: what was it like to manage this diverse workforce through a global pandemic, a reckoning and a very fraught return to office?
AS: Oh, it was a breeze, Stephanie. No, was really challenging. You know, I think the only constant has been change. And a leader, you obviously — you have a workforce that’s looking for certainty, and they’re looking control what’s happening around them. And I think what we all found, as leaders, no matter what company were … responsible for, was that you couldn’t offer certainty, and you couldn’t always control the environment the things around you. And so, you know, for me, it was really agility. How do we stay flexible as a team? How do we in real time and keep people informed as we and move through things? And then, also just how do we with more humanity? You know, for Vimeo, one of the things I’ve really learned over the last few is we each experience the world so differently. We employees who are remote. We have an incredible team in Ukraine … employees who on the front lines, who are literally at war. the other hand, you have people in different parts of world who are experiencing mental-health challenges or burnout, and so I think it was just — the hardest part was not being able to give everyone certainty, not being able to apply a one-size-fits-all rule for everyone. But I ultimately think forced us, as a company, to build more trust, because to be agile flexible, and to lead with humanity, you have to trust each other. And so, I’m of optimistic that actually we’re emerging from this time a culture that is more flexible and nimble, and also, hopefully, has trust.
SM: Can you give an example of something that put into place, perhaps during the pandemic, to enhance communications build trust or create a greater sense of community even to communicate that there is no certainty, that is a muscle that you think you’ll continue to in the organization far into the future?
AS: There’s a couple of that we did. One — and we are a video platform, I obviously have to talk about video, but I mean this — one of the hardest parts, when you’re all of disparate, is you lose context and you lose nuance when you communicate. And we did make concerted effort to move away from email and chat, text-based communication, as much as possible, actually try, particularly for our leadership team, when we were communicating, to it with your face, and your hands and your body and your emotions. And we did through live streaming a lot of communications, recording a of videos. We sent asynchronous video messages. So I send … I my screen and just send a note out to people. Every new hire does a video to welcome and themselves. A lot of our meetings we’ve actually replaced with quick video presentations. And actually, what that really did was the humanity and the context to come through and I think that helped us a to, kind of, stay close. So that was one, think, really important thing.
Another important thing is, I think, just creating mechanisms make it easier to talk about when things aren’t working, because a critical of being agile is recognizing we have an area isn’t working. And so one of the things that do at Vimeo is we try — I do this in all of my town halls, do it in a lot of meetings — is always about what’s working, what are our top three things, what isn’t working — yet. And we’ve kind of created, I think, a framework that sort of the stigma away from talking about what’s not working. And when make that normalized and comfortable for people, I feel like it’s allowed to be more open, as an organization, about what do we need to change, do we need to pivot. And both of those, being more video-first our communication and being more transparent and normalizing what’s not working, I think has been helpful, and certainly something we’re carrying forward.
SM: I love that advice about video-first. So many of our members of our workforce live in a world. They’re used to video as a means of communication. Which me to my next question. You’ve talked about how organization has changed. How do you see the workforce changing? is different with the young millennials, and even, now, first wave of Gen Z coming into the workplace?
AS: I think it’s incredibly different. And, you know, of the things that we think about at Vimeo lot is a lot of the mechanisms and communication modes we still use today, they’re really antiquated. They were for a totally different environment and a totally different generation. But I see lot of differences. One of them, I think, is the line between your personal and work life is definitely blending. … If you about your personal life — look at TikTok. This generation used to consuming content, learning, engaging, in a very specific way. if they then have to come to work and to be trained on a job, a 300-page manual? Like, it’s not going to happen, right? Or you miss the meeting, and you have to watch the Zoom of a three-hour meeting — that’s just not going happen. And so I think that there is definitely sort of this — you know, talk about the “consumerization of enterprise.” Those are just words for saying the way … we communicate and in our personal lives is going to translate to work. so I definitely think that’s an area of opportunity.
The thing I see from sort of the generation, the newest generation into the workforce, is sort of, of course mission-driven, but I think there’s a desire to understand the “why” behind things. And one of our communication mantras is we never talk about “what” without the “why.” And I think there’s a to — the idea that, well, there’s a hierarchy, or “My told me that this is what we’re going to do” or — that, I think, increasingly moving away, and people, they don’t just want to do something because someone formal authority told them to do it. They want to do it because they understand why matters, why it ties to the mission. And I think that that forces leaders to really bring of the “why” into how we communicate and motivate people.
So are two of the things I see, and then, you know, third I think is just flexibility. I think — and this is true all of us, but particularly the younger generation — think they’re looking for flexibility and they want options and choices. it’s not always easy and feasible to provide ultimate flexibility, this is where I try and orient it more agility. How can we have approaches and principles and be to things, but also know when to question, and when actually pivot?
SM: Yeah. Anjali, can you share a few examples ways that you at Vimeo have tried to really proactive when it comes to addressing or understanding what your next generation of employees are going to want, in terms of purpose or in terms of benefits or in of flexibility? Are there programs or processes you’ve put place that really speak to this big sea change we’re seeing in of values from the workforce?
AS: Firstly, of course, it’s all about listening, right? I think, like many organizations, the way we’ve tried to listen understand our workforce is very similar: it’s Q and and engagement surveys, and things like that. And some of things that we’ve done, we have a people and NPS, net promoter score, the same way we have for our users, for our internal teams. I would say one of the things that we’ve really tried to do is that when we get inputs from our employees, 1,300 … you can’t look at the averages. You can’t look at it all totality and try and pull out an obvious “Oh, this is everybody’s feeling.” Because what you actually — when you really dig it and truly listen and do focus groups and talk people — what you’ll find is actually there’s very different experiences and desires among employees. And so, I think for us, what we’ve really just tried to do is have bunch of different listening mechanisms and then resist the to conveniently pull, like, “Oh, this is what everyone’s feeling, let’s just do this thing as the action.” it’s hard, and we’re still kind of figuring it out, but I will you, some of the things that we’ve heard from employees have changed our to hybrid work or travel or even things like our to compensation or our approach to DE and I. So I think it’s more like I said, that agile listening, constantly really understanding what’s happening, but treating everything as, like, an average or the same. And for us, it’s been stark because we have offices and teams in so many different countries the differences, they’re substantial. They’re really substantial, about the way solve different things. And we used to have a very, of, “One Vimeo” global approach in the name of consistency and fairness, and what we found is we to be more localized. We really do. We have to design mechanisms to support our in a very different way, because their experiences and the around them is quite different.
So I think that’s been one, and I will tell you, it has a lot of — as an executive team and team — it’s involved a lot of trying things, not working, and changing them. And a great example is our Q A. I feel like every leader I know has a perspective on whether do open Q and A or anonymous Q and A, or real-time Q A. We’ve changed our approach there multiple times, and know we will again, because we’re still figuring out the right way to listen have a dialogue with a very diverse workforce.
SM: I want stay on newcomers to the workplace for just another moment, because another thing I hear from of my generation and older is a concern about making sure we are not just providing our youngest employees with flexibility and the purpose that they need, but also the training and the that comes, oftentimes, from being in close proximity to mentor or to somebody who’s done the job for many years. What is your philosophy and take on making sure that transfer is happening?
AS: I think it’s a major challenge I don’t know that everyone will sort of have a solution for. think about that all the time. We have a very distributed workforce at Vimeo. have people in over eight countries. My executive team entirely distributed. So I’ve really realized the benefits of being to have a distributed workforce and being able to attract talent and be more inclusive. On the flip side, there’s definitely, think, a lack of the same kinds of learning and mentorship, particularly for the youngest folks that are the workforce. So I think it’s a challenge. One of approaches that we’ve been taking, and what’s sort of nice, we’re modeling it at the top. So if my entire executive team distributed, that means I have to learn how to real-time feedback, mentorship and development for a whole set of new executives who have just joined. We sort of changed up the executive team almost entirely in the last twelve months. So I’ve had to with the same challenges. And we’ve had to literally — call it our operating system — we’ve had to design an operating system, as an team, for how we’re going to work together in that environment. do we share real-time feedback? How do we create the right communication loops? so I think, from my perspective, it’s more we to be able to do it ourselves and model it and then, think it’s a more proven mechanism for young people. I will say, like many companies … I believe that in-person collaboration is really important for learning. We do have — we bring people into office. If you’re remote, we ask folks to come in spend time in a room with their team, do social activities, all of those things. don’t think they will go away, nor do I they should. But, you know, candidly, it’s an area I don’t think we’ve really figured out perfectly and I think it’s really critical that as leaders, do that, so that this next generation is able to get same growth opportunities that we all had.
SM: Well, and it’s — the tools that you mentioned at the very beginning of our conversation, video, can be really helpful there. I’ve heard of a number of organizations have really encouraged their young people to present, as a way of having to go and find the information they need. And then, because have video tools available to us now, you know, have an opportunity to share their ideas with a large group people, but first, kind of going through the fact-finding and research, and then sharing their ideas. In an earlier comment, you talked little bit about mental illness and the different things that people are to work, whether it is, you know, exhaustion, burnout. During the Black Lives Matter protests, we had a of people coming to the office feeling trauma, and really personal issues bubble to the surface. I’m wondering you can share a little bit about how you with this increasing personal — you know, when people their whole selves to the office, which we encourage, sometimes, they things, parts of themselves that are challenging.
AS: Yeah … I’ve always thought the responsibility of a is to empower people to do their best work and the of a company is to empower our people to do their work. And so, of course, we have a real role to play in supporting like mental-health issues or burnout. And, you know, the way think, like many companies, the way we initially probably sought to that was more, you know, you’re seeing a problem and you’re reacting by trying to provide mental-health or support or time off. And, I think — and empathy, just empathy. I that’s really important. And I always say, to so many of our … just care. If we just care, a lot of things get easier. don’t have to design a hundred mechanisms if you just have the right people in place care. At the same time, I will say what we’re realizing now, in sort this next phase, is that that’s a reactive approach and actually the root — that we can control at Vimeo — the root of a lot of stress and burnout is sometimes people don’t have enough … focus, we’re asking people to do too many things or they don’t feel they’re supported in doing those things. And that, I think, is actually where we should be more time — is how do we actually set the right and focus. There’s some issue there, right? There’s a root cause that’s a “Oh, I feel like I’m stressed because there’s too much going on. I don’t feel equipped to it.” Then, we should get into the “What is the detail there, do we need to do things differently?” And, you know, one of our at Vimeo this year was “Do less, better.”
SM: the economy starts to, maybe, move sideways, do you think that there are going to be stakeholders say, you know, “Out with all of this touchy-feely, the workplace-as-a-family stuff. Where are my results?”
AS: Absolutely. think the pendulum has already swung pretty clearly. I mean, I work in SAS, software a service, so we already went from “growth at all cost” to “profitability,” you know, swing. My perspective on this — and it hasn’t — I think the best leaders and cultures deliver results and people well. And I actually think, if you treat people well, with kindness and empathy, you will better results. And so, you know, for me, I what I observed over the last few years is — part, I think, hasn’t changed and shouldn’t change. There were, I think, lot of times when companies, we did things because maybe it was lip service or felt pressured. And that’s not going to be sustainable. But that’s not — ultimately, that’s not what people need, in any case. So, you know, sort of see it as — the way you channel how you are caring towards your employees and you are empathetic, always should be in service of people do their best work, which will deliver results, which will good for the bottom line. And you have to believe that. have to be committed to that and if you use that consistently in your decision-making, it should be a trade-off. These are not mutually exclusive things.
SM: Anjali, have you been taking care of yourself during this period tremendous turmoil and change, but also growth? You mentioned you just had a baby. There’s a on your shoulders. How, as a leader, do you practice some self-care or how you make sure that you’re getting the balance you need to be the most leader you can be?
AS: I think — recently, the phrase use a lot to myself is “two things can true, both can be true.” I say this a lot. And for me, I of it as, like, “This job is hard, and it’s gotten harder.” We went public at height of the pandemic and last year, market volatility has been tremendous. You know, we’re obviously going through ton with post-pandemic, we have a team in Ukraine going through a — all these things that have happened. And so, it’s a hard job, and it’s incredibly privileged job. It’s a gift, right? And so, I for me, it’s sort of acknowledging both of those things has helped a lot. The way I’ve tried to kind of lead, has been — it’s always been way, which is, for me, it’s I have to passion. I have to have passion. I have to believe so deeply that what Vimeo is doing is and matters for the world. And if I have passion, I have energy and then I will — can kind of move through anything. I have to joy in my team. I feel like, especially in hard times, I look back at career and actually, some of my most fulfilling times in work were — in the hardest business situations. But it’s because brought a group of people together all on one team, and so I that’s been, you know, a really big part of it. And then, yeah, like, you have to be a selfish sometimes, and take care of yourself. And I am fortunate. I think I have a great support network around me I do … My husband and I have a deal, on Sundays, I disappear for a couple of hours. just disappear and I walk around the city and I to my music and do whatever I need to do, and that’s important.
SM: So you talked about how hybrid work is to look very different in the future than how we describe it today. It’s basically in office couple of days, work from home a couple of other days. us a little bit more about what you could see that evolving into.
AS: I think the idea of an as a time and place completely goes away. And I think it’s really going to be people are to want to work from anywhere, anywhere in the world. Even the concept of where you’re located is going change. And then the idea of like “I’m going to work on this time zone” “I’m going to attend this meeting that’s scheduled on this date” — I think that’s going go away. And I think what you’re going to find more and more work, particularly from knowledge workers, is going to be anywhere, anytime. Communication and collaboration will happen asynchronously and we be using tools and technology — whether it’s video, it’s AI — to basically enable that at scale many people, anywhere in the world. And then I think leadership, leaders going to look different. Because I think it’s going require — if you think about the skill set to a global CEO 30 years ago versus what that require now — I think in the future … the skill set is going to be like, “How you communicate with diverse, global audiences and employees across time zones in way that is effective, that provides context and alignment at scale? How do you programs, whether it’s compensation, whether it’s, you know, training?” All of that is going to look different. But I think the ultimate thing you’ll see just … there were these constraints that we’ve lived with, it was time or place or budget, in some cases. And think those constraints are going to go away. And the promise that if we are flexible and smart and we use technology in right way, that we’ll actually come away a much more evolved and efficient workforce.
SM: Well, think you just showed us some of the passion you’ve talked about as being the thing that gives you energy to lead organization of 1,300 people worldwide. Anjali, thank you so much for here today.
AS: Thank you. This was great.