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