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