TED演講者：Anjali Sud / 安賈莉·蘇德

演講標(biāo)題：How great leaders take on uncertainty / 優(yōu)秀的領(lǐng)導(dǎo)怎么應(yīng)對(duì)不確定性

內(nèi)容概要：In a constantly changing world, it's impossible for leaders to provide employees with the assurance they want, says Vimeo CEO Anjali Sud. Her solution: lead with humanity and flexibility. In conversation with veteran journalist Stephanie Mehta, Sud discusses her experience connecting remote employees worldwide, addressing burnout and adapting company practices for the needs of the next generation. Hear her vision for the future of work and ideas on how to be a leader that empowers others.

在變化無(wú)端的世界里，Vimeo CEO 安加利·蘇德 (Anjali Sud) 認(rèn)為很難為員工做出他們期望的保證。她的解決方案是：靈活的、人性化的領(lǐng)導(dǎo)風(fēng)格。在與資深記者斯蒂芬妮·梅塔 (Stephanie Mehta) 的談話之中，蘇德談?wù)撝腿蚋鞯氐膯T工遠(yuǎn)程溝通的經(jīng)歷，談到壓力過(guò)載 (burnout) 和讓公司規(guī)范適應(yīng)新生代的需求。

*******************************************

【1】Stephanie Mehta: Welcome, Anjali.

斯蒂芬妮·梅塔 (Stephanie Mehta) :歡迎你,安賈莉,

【2】I'm so glad you're here with us today.

很高興你今天能來(lái)到這里。

【3】Anjali Sud: Thank you, it is great to be here.

安賈莉·蘇德 (Anjali Sud) : 謝謝你,很高興來(lái)到現(xiàn)場(chǎng)。

【4】SM: At Vimeo, you lead a workforce of 1,300 people worldwide -- you have creatives, you have finance people, you have technologists.

梅塔:你領(lǐng)導(dǎo)著 Vimeo 平臺(tái) 全球超 1,300 人的工作團(tuán)隊(duì), 包括藝術(shù)設(shè)計(jì)、財(cái)務(wù) 和技術(shù)專(zhuān)家。

【5】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?

我從一個(gè)非常簡(jiǎn)單的問(wèn)題開(kāi)始, 帶領(lǐng)著這個(gè)多元化的團(tuán)隊(duì) 扛過(guò)全球疫情、種族風(fēng)波 到匆忙恢復(fù)線下辦公 是怎樣的經(jīng)歷？

【6】AS: Oh, it was a breeze, Stephanie.

蘇德:斯蒂芬妮, 這完全不需要操心——

【7】No, it was really challenging.

其實(shí)是非常有挑戰(zhàn)性的。

【8】You know, I think the only constant has been change.

我覺(jué)得這段時(shí)間唯獨(dú)不缺變化。

【9】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.

而作為領(lǐng)導(dǎo), 顯然,你的工作團(tuán)隊(duì) 是追求確定性的, 職員們會(huì)嘗試掌握他們 周?chē)l(fā)生的事。

【10】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.

我覺(jué)得,我們作為領(lǐng)導(dǎo)者 都發(fā)現(xiàn)了一件事—— 不論你管理什么樣的公司, 你都無(wú)法確保穩(wěn)定, 也無(wú)法一直決定你周?chē)沫h(huán)境事物。

【11】And so, you know, for me, it was really about agility.

所以,你懂得,對(duì)我來(lái)說(shuō), 這關(guān)乎敏捷性。

【12】How do we stay flexible as a team?

我們整個(gè)團(tuán)隊(duì)怎樣保持靈活？

【13】How do we communicate in real time and keep people informed as we try and move through things?

我們?nèi)绾芜M(jìn)行實(shí)時(shí)交流, 并在探討方案時(shí)告知同事最新消息？

【14】And then, also just how do we lead with more humanity?

以及,我們?cè)趺醋龅饺诵曰墓芾恚?/p>

【15】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.

我在過(guò)去的幾年里從 Vimeo 切實(shí)學(xué)到的事情之一 是我們各自對(duì)世界的認(rèn)識(shí)大相徑庭。

【16】We have employees who are remote.

我們有遠(yuǎn)程辦公的雇員。

【17】We have an incredible team in Ukraine ...

我們?cè)跒蹩颂m 有一支非同尋常的團(tuán)隊(duì),

【18】employees who are on the front lines, who are literally at war.

正在上前線、 真正處于戰(zhàn)爭(zhēng)之中的員工。

【19】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.

另一方面,也有世界各地 正在經(jīng)受心理危機(jī) 或者精力消竭的員工。 所以我認(rèn)為這是最困難的: 沒(méi)辦法給每個(gè)人指明確切的方向, 無(wú)法制定一條適用于所有人的規(guī)則。

【20】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.

但我覺(jué)得這最終使得 整個(gè)公司營(yíng)造出更多的信任, 因?yàn)橄胍`活、動(dòng)態(tài)、 人性化地管理, 必須互相信任。

【21】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.

所以,我很高興能看到我們 能從如今的境況中收獲愈加靈活、敏捷 和更多信任的企業(yè)文化。

【22】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:你能列舉一項(xiàng) 可以是為了增強(qiáng)溝通或者建立信任, 或者是營(yíng)造更為濃厚的社區(qū)氛圍, 甚至是闡明 確定性是不可能存在的, 而且是一些你覺(jué)得會(huì)繼續(xù)在公司內(nèi)部沿用的有力措施？

【23】AS: There's a couple of things that we did.

蘇德:我們做了幾件事。

【24】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.

首先——我們本身是視頻平臺(tái), 所以我必然要談到視頻, 但我真是這個(gè)意思—— 最難的環(huán)節(jié)之一, 是當(dāng)你們彼此分離的時(shí)候, 你在溝通的時(shí)候會(huì)丟失情景 與細(xì)節(jié)信息。

【25】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,

而我們也共同努力以盡可能地 擺脫電子郵件、聊天功能 這類(lèi)文字交流, 并盡力嘗試, 特別是我們管理團(tuán)隊(duì), 在我們溝通時(shí)

【26】to do it with your face, and your hands and your body and your emotions.

加上面部表情、手勢(shì)、身體動(dòng)作 和情感。

【27】And we did that through live streaming a lot of communications, recording a lot of videos.

而我們通過(guò)大量實(shí)時(shí)連線, 錄制很多視頻達(dá)成了這一目標(biāo)。

【28】We sent asynchronous video messages.

我們還發(fā)給對(duì)方視頻消息。

【29】So I send ... I record my screen and just send a note out to people.

我會(huì)錄屏然后 附上一條留言發(fā)給其他人。

【30】Every new hire does a video to welcome and introduce themselves.

每位新員工都會(huì)錄制 一段介紹自己的視頻。

【31】A lot of our meetings we’ve actually replaced with just quick video presentations.

我們將很多會(huì)議 替換成短時(shí)的視頻演講。

【32】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.

其實(shí),這真正的效果 是讓人性和情景傳達(dá)出來(lái), 我認(rèn)為這使我們拉近了距離。

【33】So that was one, I think, really important thing.

這是我認(rèn)為很重要的一點(diǎn)。

【34】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.

另一個(gè)重要的點(diǎn)是 在事情行不通時(shí)建立新的機(jī)制, 因?yàn)楸３朱`活的核心一環(huán) 是承認(rèn)我們有不如人意之處。

【35】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.

我們?cè)?Vimeo 干的事情之一是去嘗試—— 我們?cè)谒屑w會(huì)議中 都是這么做的—— 探討那些收效不錯(cuò)、 排在前三的, 還有目前還沒(méi)解決的事項(xiàng)。

【36】And we've kind of created, I think, a framework that sort of takes the stigma away from talking about what's not working.

而我們差不多形成了 一個(gè)讓討論效果不好的事項(xiàng) 不再是負(fù)累的框架。

【37】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.

當(dāng)此類(lèi)討論對(duì)于同事來(lái)說(shuō) 變得自然、稀松平常, 我便覺(jué)得,我們整個(gè)公司關(guān)于 需要改變什么、調(diào)整什么 會(huì)更具開(kāi)放性。

【38】And both of those, being more video-first in our communication and being more transparent and normalizing what's not working,

而這兩者—— 在溝通中優(yōu)先采用視頻的方式 和讓問(wèn)題分析 更為透明、常態(tài)化,

【39】I think has been really helpful, and certainly something we’re carrying forward.

我覺(jué)得是極為有效的, 也是我們將延續(xù)的。

【40】SM: I love that advice about being video-first.

梅塔:我喜歡這個(gè)視頻優(yōu)先的建議。

【41】So many of our members of our workforce live in a video world.

我們的很多職員都對(duì)視頻習(xí)以為常。

【42】They're used to video as a means of communication.

他們習(xí)慣把視頻作為交流方式,

【43】Which brings me to my next question.

這就引出了我的下一個(gè)問(wèn)題:

【44】You've talked about how the organization has changed.

你談到了公司發(fā)生了什么變化。

【45】How do you see the workforce changing?

那么你怎么看待員工的變化？

【46】What is different with the young millennials, and even, now, the first wave of Gen Z coming into the workplace?

對(duì)于年輕的 80 后到現(xiàn)在 已經(jīng)初入職場(chǎng)的 00 后而言 有什么不同？

【47】AS: I think it's incredibly different.

蘇德:我認(rèn)為這差異巨大。

【48】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.

我們?cè)?Vimeo 經(jīng)常想到的一件事是 我們?nèi)缃襁\(yùn)用的大部分 交流模式和機(jī)制 已十分過(guò)時(shí)。

【49】They were designed for a totally different environment and a totally different generation.

它們是為一個(gè)完全不同的環(huán)境 和一代人設(shè)計(jì)的。

【50】But I see a lot of differences.

我看到了很多不同之處。

【51】One of them, I think, is the line between your personal life and work life is definitely blending. ...

其一是私人生活與工作的界限 毋庸置疑變得越來(lái)越模糊。

【52】If you think about your personal life -- look at TikTok.

考慮你的私人生活時(shí)—— 分析下 TikTok。

【53】This generation is used to consuming content, learning, engaging, in a very specific way.

這一代人習(xí)慣用一種特定的方式 接受內(nèi)容、學(xué)習(xí)、參與。

【54】And if they then have to come to work and to be trained on a job, read a 300-page manual?

那他們是不是還得在崗位培訓(xùn)時(shí) 閱讀一本 300 多頁(yè)的手冊(cè)？

【55】Like, it's not going to happen, right?

這是不可能的,對(duì)吧？

【56】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.

比如你未參加會(huì)議, 而你得回看一場(chǎng)三小時(shí) 會(huì)議的 Zoom 錄像, 這也不太現(xiàn)實(shí)。

【57】And so I think that there is definitely sort of this -- you know, we talk about the “consumerization of enterprise.”

所以我覺(jué)得肯定有這類(lèi)—— 我們談到“企業(yè)消費(fèi)化”,

【58】Those are just fancy words for saying the way ... we communicate and interact in our personal lives is going to translate to work.

這只是高大上的詞語(yǔ) 來(lái)表述我們 個(gè)人生活中的交流互動(dòng) 會(huì)轉(zhuǎn)化到工作內(nèi)。

【59】And so I definitely think that's an area of opportunity.

我認(rèn)為這塊領(lǐng)域絕對(duì)充滿(mǎn)機(jī)遇。

【60】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.

還有一個(gè)我從這一代, 最新步入職場(chǎng)的這一代人身上 得出的觀察: 他們當(dāng)然是目標(biāo)驅(qū)使的, 但我認(rèn)為還有一種真正去理解 事情背后“為什么”的渴求。

【61】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,

我們的溝通規(guī)矩之一 是我們從不忽略原因只談結(jié)果。 還有一類(lèi)傾向—— 這個(gè)對(duì)于階級(jí)關(guān)系,

【62】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.

或者“我的老板告訴我 這是我們?cè)撟龅摹?等等 這代人逐漸拋棄的想法, 員工不想只是擁有權(quán)威的人 指揮他們?nèi)プ鍪裁?

【63】They want to do it because they understand why it matters, why it ties to the mission.

他們更想知道任務(wù)的意義后再去做, 知道這個(gè)任務(wù) 和最終目標(biāo)之間的聯(lián)系。

【64】And I think that that forces leaders to really bring more of the “why” into how we communicate and motivate people.

我也覺(jué)得這驅(qū)使著 領(lǐng)導(dǎo)把更多“為什么” 加進(jìn)與人交流和激勵(lì)性的環(huán)節(jié)。

【65】So those are two of the things I see, and then, you know, the third I think is just flexibility.

以上是我看到的兩件事。 第三個(gè)我覺(jué)得是靈活度。

【66】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.

我認(rèn)為這對(duì)我們所有人皆是如此, 但特別是年輕一代, 他們正在尋求彈性, 他們需要選擇的余地。

【67】And it's not always easy and feasible to provide ultimate flexibility, but this is where I try and orient it more to agility.

提供絕對(duì)的彈性并不切實(shí)可行, 于是我便在敏捷度上下功夫。

【68】How can we have approaches and principles and be committed to things, but also know when to question, and when to actually pivot?

我們?cè)鯓幽芑谠瓌t和方式 并身心投入, 但同時(shí)也清楚什么時(shí)候 提出質(zhì)疑,什么時(shí)候調(diào)整策略？

【69】SM: Yeah.

梅塔:嗯。

【70】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?

安賈莉,你能分享幾個(gè)例子,關(guān)于 你們?cè)?Vimeo 為了在處理或理解 新一代員工的需求, 不論是追求,還是利益,或是靈活度方面 變得更為主動(dòng)而做過(guò)的嘗試嗎？

【71】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?

你有沒(méi)有推動(dòng)過(guò)一些項(xiàng)目或流程 真正對(duì)員工的價(jià)值產(chǎn)生了 巨大影響？

【72】AS: Firstly, of course, it's all about listening, right?

蘇德:首先,顯然的, 一切都和傾聽(tīng)有關(guān),對(duì)吧？

【73】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.

我覺(jué)得,像許多組織一樣, 我們?cè)噲D傾聽(tīng)、了解員工的方式 是十分相似的, 通過(guò)問(wèn)答和參與度調(diào)研, 諸如此類(lèi)的。

【74】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.

我們的成果包括 我們創(chuàng)建了 員工和文化 NPS（凈推薦值） 將用于用戶(hù)的 NPS 應(yīng)用于我們的內(nèi)部團(tuán)隊(duì)。

【75】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 ...

但我覺(jué)得我們確實(shí)花費(fèi)氣力嘗試的 是認(rèn)識(shí)到當(dāng)我們收到來(lái)自 多達(dá) 1,300 名員工的答復(fù),

【76】you can’t look at the averages.

你不能只看平均值,

【77】You can’t look at it all in totality and try and pull out an obvious "Oh, this is how everybody's feeling."

不能整體而論, 并得出一個(gè)清晰的結(jié)論, “噢,這是大家的感受?！?/p>

【78】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.

因?yàn)閷?shí)際上, 當(dāng)你真正深入研究、 傾聽(tīng)、小組訪談并與人交談—— 你會(huì)發(fā)現(xiàn),實(shí)際上, 員工群體之中的經(jīng)歷 和需求差異很大。

【79】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."

所以我覺(jué)得對(duì)我們來(lái)說(shuō), 我們真正要嘗試做的 是利用幾種不同的聆聽(tīng)方式, 并切忌這么簡(jiǎn)單地做總結(jié), “噢,這就是所有人的感受, 我們采取這個(gè)行動(dòng)吧?！?/p>

【80】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.

所以這挺難的, 我們也在嘗試完善它, 但我可以這樣告訴你,我們 從員工那兒得到的一些反饋 改變了我們 對(duì)混合辦公和差旅的規(guī)定, 甚至是像我們的補(bǔ)償規(guī)則 和我們對(duì)多樣性、 包容和平等的政策等等。

【81】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.

如我所說(shuō), 靈活地吸納意見(jiàn),持續(xù)地 真正理解發(fā)生的情況, 不要把每個(gè)人看作是 中間值或趨同的。

【82】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.

對(duì)我們來(lái)說(shuō),這尤其明顯, 因?yàn)槲覀冊(cè)谶@么多國(guó)家 有著辦公室和團(tuán)隊(duì), 差別是不可小覷的。

【83】They're really substantial, about the way we solve different things.

我們處理不同事物的方式 差別顯著。

【84】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.

我們?cè)?jīng)以公平一致的名義 制定了全球“同一個(gè) Vimeo”戰(zhàn)略, 但我們后來(lái)意識(shí)到 得有地區(qū)性的分化。

【85】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.

我們的確需要。 我們必須設(shè)計(jì)機(jī)制 區(qū)別服務(wù)我們的團(tuán)隊(duì), 因?yàn)樗麄兊慕?jīng)歷和身邊的環(huán)境 是截然不同的。

【86】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.

這肯定是一塊, 我也會(huì)告訴你, 它涉及到很多—— 作為高級(jí)行政和管理團(tuán)隊(duì)—— 它涉及大量的嘗試, 碰到阻礙, 并解決它們。

【87】And a great example is our Q and A.

一個(gè)很好的例子是我們的問(wèn)答。

【88】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.

我感覺(jué)我認(rèn)識(shí)的每一位領(lǐng)導(dǎo) 都對(duì)于選擇開(kāi)放性問(wèn)答、 匿名問(wèn)答和實(shí)時(shí)問(wèn)答 有自己的邏輯。

【89】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.

我們改變了很多個(gè)方式, 我們之后還會(huì)的, 因?yàn)槲覀冞€在研究 聆聽(tīng)的正確方式, 與多元化的團(tuán)隊(duì)溝通的方式。

【90】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

梅塔:我想再聊一聊 新入職員工這個(gè)話題上, 因?yàn)槲覐奈夷且淮?更早的 CEO 所了解到的 是確保我們不僅為最年輕的雇員

【91】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.

帶去彈性與成就感, 還有歷練與智慧; 這些通常是與師父 或擔(dān)任了這項(xiàng)職務(wù)許多年的老員工的 密切交流學(xué)習(xí)中得來(lái)的。

【92】What is your philosophy and take on making sure that knowledge transfer is happening?

你對(duì)于這種經(jīng)驗(yàn)傳授持什么看法, 又如何讓它進(jìn)行下去？

【93】AS: I think it's a major challenge that I don’t know that everyone will sort of have a solution for.

蘇德:我覺(jué)得 大家不一定知道該如何 應(yīng)對(duì)這項(xiàng)艱巨的挑戰(zhàn)。

【94】I think about that all the time.

我一直在考慮這個(gè)問(wèn)題。

【95】We have a very distributed workforce at Vimeo.

Vimeo 擁有 背景很多元化的員工群體。

【96】We have people in over eight countries.

我們?cè)诔^(guò)八個(gè)國(guó)家有員工。

【97】My executive team is entirely distributed.

我的管理團(tuán)隊(duì)也是四散在各地的。

【98】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.

我真切感受到了 遍布全球的員工群體、 吸引人才和提高包容性 帶來(lái)的好處;

【99】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.

另一方面, 我覺(jué)得肯定存在 以往學(xué)習(xí)提升和從師機(jī)會(huì)的缺乏, 特別是對(duì)于步入職場(chǎng) 不久的年輕職員。

【100】So I think it's a challenge.

我認(rèn)為這是個(gè)挑戰(zhàn)。

【101】One of the approaches that we've been taking, and what's sort of nice, is we're modeling it at the top.

我們所采取的方法之一, 也挺巧妙的,是從頂部培訓(xùn)。

【102】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.

我的整個(gè)執(zhí)行團(tuán)隊(duì)既然是分散的, 我就得學(xué)會(huì)如何為新一班剛剛加入的 高管提供實(shí)時(shí)的反饋、指導(dǎo)和發(fā)展。

【103】We have sort of changed up the executive team almost entirely in the last twelve months.

我們?cè)谶^(guò)去幾乎整整一年里 對(duì)管理團(tuán)隊(duì)做了變動(dòng)。

【104】So I’ve had to deal with the same challenges.

我也得解決類(lèi)似的挑戰(zhàn)。

【105】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.

我們實(shí)際上——我們把它 稱(chēng)為我們的“操作系統(tǒng)”—— 我們作為管理團(tuán)隊(duì) 還得設(shè)計(jì)一個(gè)操作系統(tǒng), 以規(guī)定我們?cè)诖谁h(huán)境下怎么合作。

【106】How do we share real-time feedback?

我們?cè)趺垂蚕韺?shí)時(shí)反饋？

【107】How do we create the right communication loops?

我們?nèi)绾卧O(shè)立合適的溝通閉環(huán)？

【108】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.

我認(rèn)為,從我的角度而言, 我們需要自己去嘗試和調(diào)整, 我覺(jué)得這才會(huì)是對(duì)年輕人來(lái)說(shuō) 更有效的機(jī)制。

【109】I will say, like many companies ...

我的觀點(diǎn)是,像許多公司一樣,

【110】I do believe that in-person collaboration is really important for learning.

我深信面對(duì)面合作 對(duì)于學(xué)習(xí)的重要性。

【111】We do have -- we bring people into an office.

我們讓員工進(jìn)到辦公室。

【112】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.

我們要求遠(yuǎn)程辦公的那些同事 與團(tuán)隊(duì)共處一室、 進(jìn)行社交活動(dòng)等等。

【113】I don't think they will go away, nor do I think they should.

我不覺(jué)得他們會(huì)離開(kāi), 也不認(rèn)為他們應(yīng)該離開(kāi)。

【114】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.

但坦白地說(shuō), 這是個(gè)我認(rèn)為 我們還沒(méi)有搞明白的方面, 我也覺(jué)得我們領(lǐng)導(dǎo)這么做很關(guān)鍵, 以便新一代能夠獲得 像我們那時(shí)的成長(zhǎng)機(jī)會(huì)。

【115】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.

梅塔:嗯,這挺有趣—— 你在談話一上來(lái)提到的 視頻的輔助 會(huì)是很有幫助的。

【116】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.

我了解到很多組織 鼓勵(lì)他們的年輕人去演講, 作為一種出去尋找 他們所需信息的方式。

【117】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.

而且,由于我們現(xiàn)在 有了視頻工具的輔助, 于是他們就有機(jī)會(huì)與一大群人 分享見(jiàn)解, 但之前得有研究與數(shù)據(jù)搜集, 再去分享想法。

【118】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.

在之前的評(píng)論中, 你談到一些精神疾病, 還有人們帶去工作的那些問(wèn)題, 無(wú)論是什么, 如精疲力竭、負(fù)擔(dān)過(guò)重。

【119】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.

在“黑人的命也是命”的 抗議活動(dòng)中, 很多人來(lái)到辦公室, 感到內(nèi)心受到創(chuàng)傷, 覺(jué)得非常私人的問(wèn)題被公之于眾。

【120】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.

我在想你是否可以 分享一下你是怎么處理 越來(lái)越多私人的—— 當(dāng)人們來(lái)到辦公室, 思緒毫無(wú)保留, 這我們是鼓勵(lì)的, 但有時(shí)隨之而來(lái)的棘手的事情。

【121】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.

蘇德:對(duì)......我一直認(rèn)為 領(lǐng)導(dǎo)者的責(zé)任 是發(fā)動(dòng)員工做到最好, 而公司的責(zé)任就是讓員工 發(fā)揮出最佳水平。

【122】And so, of course, we have a real role to play in supporting things like mental-health issues or burnout.

顯而易見(jiàn),我們 在緩解心理問(wèn)題 和精力消竭方面作用很大。

【123】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.

而且,我像其他許多公司那樣, 我們最初嘗試去做的更像是 發(fā)現(xiàn)問(wèn)題之后,通過(guò)提供心理健康資源、支持 或者批準(zhǔn)假期處理這個(gè)問(wèn)題。

【124】And, I think -- and empathy, just empathy.

還有是......同理心, 同情心本身。

【125】I think that's really important.

我認(rèn)為這非常重要。

【126】And I always say, to so many of our managers ...

我總是說(shuō),對(duì)于我們 那么多的經(jīng)理,

【127】just care.

付出關(guān)心。

【128】If we just care, a lot of things get easier.

只要我們付出關(guān)心, 很多事情會(huì)變得簡(jiǎn)單。

【129】You don’t have to design a hundred mechanisms if you just have the right people in place who care.

如果你把合適的員工 放到受到關(guān)注的職位, 就不需要設(shè)計(jì)百來(lái)項(xiàng)機(jī)制。

【130】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

同時(shí),我得說(shuō), 我們?cè)谶@種新階段正在實(shí)現(xiàn)的, 是一種響應(yīng)模式, 而實(shí)際上我們?cè)?Vimeo 調(diào)控的是根本因素, 許多壓力和力竭的根源

【131】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.

要么是人們沒(méi)有重點(diǎn), 即我們派給他們的任務(wù)太雜, 或是他們?cè)谕瓿扇蝿?wù)時(shí) 不覺(jué)得受到了支持。

【132】And that, I think, is actually where we should be spending more time -- is how do we actually set the right prioritization and focus.

我覺(jué)得我們真正應(yīng)該 花更多時(shí)間去解決的, 是如何安排合適的優(yōu)先級(jí) 和設(shè)立目標(biāo)。

【133】There's some issue there, right?

這里面有些問(wèn)題,對(duì)吧？

【134】There's a root cause there that's a "Oh, I feel like I'm stressed because there's too much going on.

其中存在一個(gè)根本問(wèn)題; “噢,我備感壓力, 因?yàn)橐幚砗芏嗍虑?

【135】I don't feel equipped to solve it."

而我沒(méi)有能力解決它。”

【136】Then, we should get into the "What is the detail there, and do we need to do things differently?"

之后,我們應(yīng)該討論, “詳情是什么, 我們需要調(diào)整做事的方法嗎？”

【137】And, you know, one of our themes at Vimeo this year was "Do less, better."

你也知道,我們今年 Vimeo 的主題之一 是“事半功倍”。

【138】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.

梅塔:隨著經(jīng)濟(jì)開(kāi)始橫向發(fā)展, 你認(rèn)為股東會(huì)有此類(lèi)意見(jiàn)嗎, 比如“別搞這些膩歪的、 把同事看作大家庭的東西。

【139】Where are my results?"

我要的成果呢？”

【140】AS: Absolutely. I think the pendulum has already swung pretty clearly.

蘇德:當(dāng)然了。我覺(jué)得 這類(lèi)趨勢(shì)已經(jīng)十分明顯了。

【141】I mean, I work in SAS, software as a service, so we already went from "growth at all cost"

我的工作領(lǐng)域是 SaaS,即軟件服務(wù), 所以我們?cè)缫褟摹安幌Т鷥r(jià)的增長(zhǎng)”

【142】to "profitability," you know, pendulum swing.

轉(zhuǎn)向“收益率”,大勢(shì)所趨。

【143】My perspective on this -- and it hasn't changed -- I think the best leaders and cultures deliver results and treat people well.

我對(duì)此的看法,未曾改變過(guò): 最優(yōu)秀的領(lǐng)導(dǎo)和文化 拿出成果的同時(shí)待人以仁。

【144】And I actually think, if you treat people well, with kindness and empathy, you will get better results.

而且我認(rèn)為,如果你帶著關(guān)懷 與同理心善待員工, 你會(huì)得到更佳的成果。

【145】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.

對(duì)我來(lái)說(shuō), 我在過(guò)去的幾年里觀察到的, 是這一點(diǎn)沒(méi)有改變, 也沒(méi)有理由改變。

【146】There were, I think, a lot of times when companies, we did things because maybe it was lip service or we felt pressured.

我覺(jué)得,有很多情形, 我們會(huì)在公司里因?yàn)?只需要?jiǎng)觿?dòng)嘴皮子或受到壓力 而去做某些事。

【147】And that's not going to be sustainable.

這是不可持續(xù)的。

【148】But that’s not what -- ultimately, that’s not what people need, in any case.

說(shuō)到底這也不是人們需要的。

【149】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.

那么,我的理解是 你把內(nèi)在的關(guān)心與同情 傳達(dá)給雇員, 應(yīng)該一直這樣, 以幫助員工發(fā)揮出最佳水平, 這能夠產(chǎn)出成果, 整體來(lái)看也有益處。

【150】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.

你必須相信這一點(diǎn)。 你必須致力于它, 而如果你決策時(shí)一直如此, 它就不應(yīng)該是 需要你來(lái)權(quán)衡的事情。

【151】These are not mutually exclusive things.

這些行為并非互不相容的。

【152】SM: Anjali, how have you been taking care of yourself during this period of tremendous turmoil and change, but also growth?

梅塔:安賈莉,你最近在這段 混亂、動(dòng)蕩以及成長(zhǎng)的日子里 是如何照顧好你自己的呢？

【153】You mentioned you just had a baby.

你提到你剛剛生了一個(gè)孩子。

【154】There's a lot on your shoulders.

你的負(fù)擔(dān)挺重。

【155】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?

那么,作為領(lǐng)導(dǎo), 你怎么自我關(guān)懷, 你怎么確保你能維持足夠的平衡, 在領(lǐng)導(dǎo)職務(wù)上達(dá)到最高的效率？

【156】AS: I think -- recently, the phrase I use a lot to myself is “two things can be true, both can be true.”

蘇德:我看來(lái)...... 最近,我經(jīng)常自己惦記這句話, “兩件事都能成立”、 “雙雙成立”。

【157】I say this a lot. And for me, I think of it as, like, "This job is hard, and it's gotten harder."

我經(jīng)常這樣自勉。 而對(duì)我來(lái)說(shuō),我覺(jué)得是, “這是個(gè)很難的工作 而且只會(huì)變得更難。”

【158】We went public at the height of the pandemic and last year, market volatility has been tremendous.

我們?cè)谝咔轫敺迤陂g上市, 而去年的市場(chǎng)波動(dòng)巨大。

【159】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.

我們?cè)谝咔楹筇幚砹藷o(wú)數(shù)事情, 我們?cè)跒蹩颂m的團(tuán)隊(duì)經(jīng)受戰(zhàn)爭(zhēng)—— 還發(fā)生了各種各樣的事。

【160】And so, it's a hard job, and it's an incredibly privileged job.

這是一份辛苦的工作, 但也是一份極為幸運(yùn)的工作。

【161】It's a gift, right?

一種眷顧,不是嗎？

【162】And so, I think for me, it’s sort of acknowledging both of those things has helped me a lot.

對(duì)我來(lái)說(shuō), 自己認(rèn)識(shí)到這兩件事 對(duì)我?guī)椭艽蟆?/p>

【163】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.

我嘗試領(lǐng)導(dǎo)的風(fēng)格, 這從來(lái)是......一直是這樣的, 在我看來(lái),要有激情,

【164】I have to have passion.

必須得有激情。

【165】I have to believe so deeply that what Vimeo is doing is important and matters for the world.

我需要深切相信 Vimeo 所做的對(duì)于世界 有意義,也重要。

【166】And if I have passion, I have energy and then I will -- I can kind of move through anything.

如果我有激情,我就有精力, 那我就差不多可以解決任何事。

【167】I have to find joy in my team.

我得在我的團(tuán)隊(duì)中找到快樂(lè)。

【168】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.

我覺(jué)得,尤其是在困難時(shí)期, 我回顧我的職業(yè)生涯, 發(fā)現(xiàn)我最具成就感的工作時(shí)光 是在最艱難的商業(yè)環(huán)境中。

【169】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.

它讓一群人走到一起, 形成一個(gè)團(tuán)隊(duì)。 我覺(jué)得這是很重要的部分。

【170】And then, yeah, like, you have to be a little selfish sometimes, and take care of yourself.

還有,是的,有時(shí)你得自私些, 照顧好你自己。

【171】And I am really fortunate.

而我十分幸運(yùn)。

【172】I think I have a great support network around me and I do ...

我覺(jué)得我身邊有很多人 給了我堅(jiān)實(shí)的支持, 我......

【173】My husband and I have a deal, where on Sundays, I disappear for a couple of hours.

我和我老公有個(gè)約定, 每周日我都會(huì)離開(kāi)幾個(gè)小時(shí)。

【174】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.

我會(huì)消失, 在城市里走來(lái)走去, 聽(tīng)我的音樂(lè), 做任何我要做的事, 這很重要的。

【175】SM: So you talked about how hybrid work is going to look very different in the future than how we describe it today.

梅塔:那么你談到了混合辦公模式 在未來(lái)較我們今天的定義 會(huì)非常不同。

【176】It's basically in office a couple of days, work from home a couple of other days.

本質(zhì)上是去辦公室?guī)滋? 剩下幾天在家辦公。

【177】Tell us a little bit more about what you could potentially see that evolving into.

再跟我們講講 在你看來(lái)這會(huì)演變成什么樣子？

【178】AS: I think the idea of an office as a time and place completely goes away.

蘇德:我認(rèn)為辦公室所帶的 時(shí)間和空間的概念 會(huì)徹底消失。

【179】And I think it’s really going to be people are going to want to work from anywhere, anywhere in the world.

我認(rèn)為很有可能會(huì)發(fā)展成 人們會(huì)要求在世界任何地方工作。

【180】Even the concept of where you’re located is going to change.

甚至你的實(shí)際位置 這個(gè)概念也會(huì)消失。

【181】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” --

還有這樣的想法: “我要在這個(gè)時(shí)區(qū)工作”, 和“我要參加這一天 安排的這次會(huì)議”,

【182】I think that’s going to go away.

我認(rèn)為這些都會(huì)消失。

【183】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.

你會(huì)發(fā)現(xiàn) 越來(lái)越多的工作, 尤其是知識(shí)工作者的工作, 能在任何時(shí)間、地點(diǎn)來(lái)完成。

【184】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.

我們會(huì)進(jìn)行不同步的溝通和協(xié)作, 而我們將能夠利用工具和科技, 不論是視頻,還是 AI, 使得這能以全球的規(guī)模, 供世界各地的人共同合作交流。

【185】And then I think leadership, leaders are going to look different.

我認(rèn)為領(lǐng)導(dǎo)力、領(lǐng)導(dǎo)會(huì)發(fā)生改變。

【186】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 --

因?yàn)槲矣X(jué)得它會(huì)要求—— 如果你比較 30 年前和現(xiàn)在 成為跨國(guó)企業(yè) CEO 所需的技能——

【187】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?

我猜,在未來(lái)...... 技能要求會(huì)是, “你是如何和跨時(shí)區(qū)的 多元、全球的用戶(hù)與員工 通過(guò)有效的方式溝通的, 同時(shí)在整體上提供背景信息、 保證信息一致？

【188】How do you organize programs, whether it’s compensation, whether it’s, you know, training?” All of that is going to look very different.

你如何策劃項(xiàng)目, 無(wú)論是補(bǔ)償,還是培訓(xùn)？” 這些都會(huì)發(fā)生改變。

【189】But I think the ultimate thing you’ll see is just ...

但最終會(huì)是......

【190】there were these constraints that we’ve lived with, whether it was time or place or budget, in some cases.

我們生活帶來(lái)的限制, 不論是時(shí)間、地點(diǎn),也許是預(yù)算,

【191】And I think those constraints are going to go away.

我認(rèn)為這些約束是會(huì)自然消散的。

【192】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.

愿景是如果我們靈活、智慧, 并合理地利用科技, 我們就會(huì)創(chuàng)造 一個(gè)更加先進(jìn)高效的員工群體。

【193】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.

梅塔:嗯,你剛剛就向我們展現(xiàn)了 一種使你能夠領(lǐng)導(dǎo) 全球 1,300 人的公司的激情。

【194】Anjali, thank you so much for being here today.

安賈莉,非常感謝你 今天來(lái)到這里。

【195】AS: Thank you. This was great.

蘇德:謝謝你, 這很不錯(cuò)。