【TED演讲】必看100场TED演讲合集 - 【TED演讲】成功人士是如何应对挑战的？

视频全文转录（中英双语）

以下为完整中英双语转录，已加标点。英文在前，中文在后，逐段对照。

由 Groq Whisper 转录 → M2.7 B 方案整文标点 + 分段 → M2.7 段号保留翻译 → 逐段对照。

[段 1]

Welcome Anjali, I’m so glad you’re here with us today. Thank you Stephanie, it is great to be here. At Vimeo, you lead a workforce of 1,300 people worldwide. You have creatives, you have finance people, you have technologists. So I’m going to start with a really easy question. What was it like to manage this diverse workforce through a global pandemic, a racial reckoning, and a very fraught return to office? Oh, it was a breeze, Stephanie, no. It was really challenging. And I think the only constant has been change. And as a leader, you obviously have a workforce that’s looking for certainty. And they’re looking to control what’s happening around them. And I think what we all found as leaders, no matter what company you were responsible for, was that you couldn’t offer certainty and you couldn’t always control the environment and the things around you. And so, you know, for me, it was really about agility. How do we stay flexible as a team How do we communicate in real time and keep people informed as we try and move through things And then also just how do we lead with more humanity You know for Vimeo one of the things I’ve really learned over the last few years is we each experience the world so differently. We have employees who are remote. We have an incredible team in Ukraine.

[译文 1]

欢迎 Anjali，我很高兴你今天能和我们在一起。谢谢 Stephanie，很高兴来到这里。在 Vimeo，你在全球范围内领导着一支1300人的团队。你们有创意人员，有财务人员，有技术人员。所以我要从一个非常简单的问题开始。在全球疫情、种族清算运动，以及充满争议的重返办公室的过程中，管理这样一支多元化的团队是什么感觉？哦，那简直是轻而易举，Stephanie，当然不是。那真的很有挑战性。我认为唯一的常态就是变化。作为领导者，你的团队显然在寻找确定性。他们在寻求控制周围发生的事情。我认为我们所有人作为领导者都发现，无论你负责哪家公司，你都无法提供确定性，你也无法总是控制环境和你周围的事物。所以对我来说，这真的关乎敏捷性。我们如何保持团队的灵活性？我们如何在实时中沟通并让人们了解情况，因为我们试图度过难关？然后还有我们如何以更多的人性化来领导？你知道，在 Vimeo，过去几年我真正学到的一件事是我们每个人对世界的体验是如此不同。我们有远程工作的员工。我们有一支在乌克兰的出色团队。

[段 2]

These are people who employees who are on the front lines, who are literally at war. On the other hand, you have people in different parts of the world who are experiencing mental health challenges or burnout. And so I think it was really just the hardest part was not being able to give everyone certainty, not being able to just apply a one-size-fits-all rule for everyone. But I ultimately think it forced us as a company to build more trust, because to be agile and flexible and to lead with humanity, you have to trust each other. And so I’m sort of optimistic that actually we’re emerging from this time with a culture that is more flexible and nimble and also hopefully has more trust. Can you give an example of something that you put into place, perhaps during the pandemic to enhance communications or build trust or you know create a greater sense of community or even to communicate that there is no certainty that is a muscle that you think you continue to use in the organization far into the future? There’s a couple of things that we did. One, and we are a video platform, so I obviously have to talk about video, but I mean this sincerely. One of the hardest parts when you’re all sort of disparate is you lose context and you lose nuance when you communicate.

[译文 2]

这些是一线员工，他们实际上正处于战争中。另一方面，你有世界各地不同地区的人正在经历心理健康挑战或倦怠。所以我认为最难的部分真的是无法给每个人确定性，无法对每个人都采用一刀切的规则。但我最终认为，这迫使我们作为一家公司建立了更多的信任，因为要敏捷和灵活，要以人性化的方式领导，你必须彼此信任。所以我有点乐观地认为，我们实际上正在从这段时期走出来，拥有一种更灵活、更敏捷的文化，而且希望也有更多的信任。你能举一个例子吗？比如在疫情期间你实施了什么措施来加强沟通或建立信任，或者创造更强的社区意识，甚至是为了传达没有确定性这件事——你认为这是你在组织中会长期坚持的做法？我们做了几件事。一，作为一家视频平台，我当然要谈谈视频，但我真的很真诚。当你们都很分散的时候，最困难的事情之一就是你失去了上下文和失去了细微差别。

[段 3]

And we did make a concerted effort to move away from email and chat, text-based communication as much as possible, and actually try, particularly for our leadership team when we were communicating, to do it with your face and your hands and your body and your emotions. And we did that through live streaming a lot of communications, recording a lot of videos. We sent asynchronous video messages. So I send, like I record my screen and just send a note out to people. Every new hire, you know, does a video to welcome and introduce themselves. A lot of our meetings we’ve actually replaced with just quick video presentations. And actually what that really did was allow the humanity and the context to come through And I think that helped us a lot kind of stay close So that was one I think really important thing Another important thing is I think just creating mechanisms to make it easier to talk about when things aren’t working because a critical part of being agile is recognizing we have an area that isn’t working. And so one of the things that we do at Vimeo is we try, I do this in all of my town halls, we do in a lot of meetings is always talk about what’s working, what are our top three things, and what isn’t working yet.

[译文 3]

我们确实做出了认真的努力，尽可能地摆脱电子邮件、聊天和基于文本的交流，特别是当我们是领导团队在沟通时，实际上尽量用你的脸、你的手、你的身体和你的情绪来做。我们通过大量直播进行了很多交流，录制了很多视频。我们发送异步视频消息。所以我录制我的屏幕，然后给人们发送一个说明。每个新员工，你知道，都会制作一个视频来欢迎和介绍自己。我们很多会议实际上已经被简短的演示所取代。而实际上，这真的做到了让人类和上下文能够传达出来，我认为这帮助我们很多，能够保持紧密。这是其中一件我认为非常重要的事情。另一件重要的事情是，我认为只是创造机制，让在事情不顺利时更容易交谈，因为敏捷的一个关键部分就是认识到我们有一个不工作的领域。所以我们在 Vimeo 做的其中一件事是，我在我所有的镇政厅会议上都这样做，我们在很多会议中都这样做，就是总是谈论什么在起作用，我们的前三名是什么，以及什么还不工作。

[段 4]

And we’ve kind of created, I think, a framework that sort of takes the stigma away from talking about what’s not working. And when you make that normalized and comfortable for people, I feel like it’s allowed us to be more open as an organization about what do we need to change? What do we need to pivot? And both of those, you know, sort of being more video first in our communication and being more transparent and normalizing what’s not working. I think this has been really helpful and certainly something we’re carrying forward. I love that advice about being video first. So many of our members of our workforce live in a video world. They’re used to video as a means of communication, which bringsSo many of our members of our workforce live in a video world. They’re used to video as a means of communication, which brings me to my next question. You’ve talked about how the organization has changed. How do you see the workforce changing? What is different with the young millennials and even now the first wave of Gen Z coming into the workplace? Oh, I think it’s incredibly different. And, you know, one of the things that we think about at Vimeo a lot is a lot of the mechanisms and communication modes that we still use today, they’re really antiquated. They were designed for a totally different environment and a totally different generation.

[译文 4]

我们已经创造了一种框架，可以消除谈论什么不起作用的污名化。当你让这变得正常和对人们舒适时，我觉得它让我们作为一个组织更开放，关于我们需要改变什么？我们需要转向什么？这两个，你知道，在我们的沟通中首先成为视频，以及更透明并使什么不起作用正常化。我认为这真的很有帮助，当然是我们正在继续做的事情。我喜欢关于首先成为视频的建议。我们这么多员工生活在视频世界里。他们习惯于将视频作为一种交流手段，这让我想到我的下一个问题。你谈到了组织如何变化。你如何看待劳动力的变化？年轻千禧一代甚至现在进入职场的第一批 Z 世代有什么不同？哦，我认为这非常不同。你知道，我们在 Vimeo 经常思考的事情之一是，我们今天仍然使用的很多机制和交流模式，它们真的很过时。它们是为完全不同的环境和完全不同的世代设计的。

[段 5]

But I see a lot of differences. One of them, I think, is the line between your personal life and work life is definitely blending. And we’re used to, if you think about your personal life, look at TikTok. Like, this generation is used to consuming content, learning, engaging in a very specific way. And if they then have to come to work and to be trained on a job, read a 300-page manual, like, it’s not going to happen, right? Or if you miss the meeting and you have to watch the Zoom recording of a three meeting like that just not going to happen And so I think that there is definitely sort of this you know we talk about the consumerization of enterprise and those are just fancy words for saying the way that things that way we communicate and interact in our personal lives is going to translate to work. And so I definitely think that’s an area of opportunity. The other thing I see from sort of the generation, the newest generation coming into the workforce is sort of, of course, mission driven. But I think there’s a desire to really understand the why behind things. And one of our sort of communication mantras is we never talk about the what without the why. And I think there’s just a desire to, you know, the idea of like, well, there’s a hierarchy or, you know, my boss told me that this is what we’re going to do.

[译文 5]

但我看到很多差异。其中之一，我认为是你个人生活和工作生活之间的界限肯定在融合。我们习惯于，如果你想想你的个人生活，看看 TikTok。这一代人习惯于以非常特定的方式消费内容、学习、参与。如果他们然后必须来工作并接受工作培训，阅读一份300页的手册，就像，这不会发生，对吧？或者如果你错过了会议，你必须观看三个会议的 Zoom 录音，就像那根本不会发生。所以我认为肯定有这些，你知道，我们谈论企业的消费化，这些只是花哨的词，意思是说我们在个人生活中沟通和互动的方式将会转化为工作。所以我绝对认为这是一个机会领域。另一件事，我从进入劳动力的新一代身上看到的是，你知道，当然是有使命感的。但我认为有一种真正理解事物背后原因的渴望。我们的一种沟通口头禅是，我们从不谈论什么而不谈论为什么。我认为这只是有一种渴望，你知道，像这样的想法，呃，有等级制度，或者，你知道，我的老板告诉我这就是我们要做的。

[段 6]

Or, you know, that I think is increasingly moving away and people, they don’t want to just do something because someone with a formal authority told them to do it. They want to do it because they understand why it matters, why it ties to the mission. I think that that forces leaders to really bring more of the why into how we communicate and motivate people So those are two of the things I see And then you know the third I think is just flexibility right I think, and this is true of all of us, but particularly the younger generation, I think they’re looking for flexibility and they want options and choices. And, you know, it’s not always easy and feasible to provide ultimate flexibility, but this is where I try and orient it more to agility. It’s like, how can we have approaches and principles and be committed to things, but also know when to question and when to actually pivot? Yeah. Anjali, can you share a few examples of ways that you at Vimeo have tried to really be proactive when it comes to addressing or understanding what your next generation of employees are going to want, either in terms of purpose or in terms of benefits or in terms of flexibility? flexibility? Are there programs or processes you’ve put in place that really speak to this big sea change we’re seeing in terms of values from the workforce?

[译文 6]

或者，你知道，我认为这越来越远，人们不想仅仅因为有正式权威的人告诉他们这样做就做某件事。他们想做是因为他们理解为什么它重要，为什么它与使命相关。我认为这迫使领导者们真的把更多的为什么带入我们如何沟通和激励人们。所以这是我看到的其中两件事。然后你知道，第三件事只是灵活性，对吧？我认为，这对我们所有人都是真的，但特别是年轻一代，我认为他们正在寻找灵活性，他们想要选择和选择。而且，你知道，提供终极灵活性并不总是容易和可行的，但这就是我试图更多地将其 orient 到敏捷性的地方。就像，我们如何能够拥有方法和原则并致力于事情，但也知道什么时候质疑和什么时候实际转向。是的。Anjali，你能分享一些例子，说明你在 Vimeo 尝试真正主动做什么，在 addressing 或理解你的下一代员工会想要什么方面，无论是关于目的还是关于福利还是关于灵活性？灵活性？你是否有我们真正实施的计划或流程，真正说明我们在劳动力价值观方面看到的这场重大变革？

[段 7]

I mean firstly of course it all about listening right And I think like many organizations the way we tried to listen and understand our workforce is very similar It Q and engagement surveys and things like that And some of the things that we’ve done, we have a people and culture NPS, sort of net promoter score, the same way we have for our users, for our internal teams. But I would say one of the things that we’ve really tried to do is appreciate that when we get inputs from our employees, 1,300 employees, you can’t look at the averages. You can’t look at it all in totality and try and pull out an obvious, oh, this is how everybody’s feeling. Because when you really dig into it and truly listen and do focus groups and talk to people, what you’ll find is actually there’s very different experiences and desires among your employees. And so I think for us, what we’ve really just tried to do is have a bunch of different listening mechanisms and then resist the urge to conveniently pull, like, oh, this is what everyone’s feeling. Let’s just do this thing as the action. And it’s hard, and we’re still kind of figuring it out. But I will tell you, some of the things that we’ve heard from employees have changed our approach to hybrid work or travel or evenWe’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&I.

[译文 7]

我的意思是，首先当然一切都与倾听有关。我认为与许多组织一样，我们尝试倾听和了解员工队伍的方式非常相似，比如Q&A、敬业度调查之类的东西。我们所做的一些事情中，有人与文化NPS，即净推荐值，就像我们对用户做的那样，也对我们的内部团队做。但我想说的是，我们真正尝试做的一件事是认识到，当我们从员工那里获得反馈时，1300名员工，你不能只看平均值。你不能把所有东西作为一个整体来看，然后试图得出一个简单的结论，哦，这就是每个人的感受。因为当你真正深入挖掘，真正倾听，做焦点小组，与人们交谈，你会发现实际上你的员工之间有着非常不同的体验和愿望。所以我认为对我们来说，我们真正尝试做的只是建立一堆不同的倾听机制，然后抵制那种方便地得出结论的冲动，哦，这就是每个人的感受。我们就这样做吧。因为这很难，而且我们仍在摸索中。但我可以告诉你，我们从员工那里听到的一些东西已经改变了我们对混合办公或出差，甚至是我们对薪酬或DE&I（多元、平等与包容）的方法。

[段 8]

And so I think it’s more just, like I said, that agile listening, like constantly really understanding what’s happening, but not treating everything as like an average or the same. And for us, it’s been particularly stark because we have offices and teams in so many different countries. And the differences, they’re substantial. They’re really substantial about the way we solve different things. And we used to have a very sort of one Vimeo global approach in the name of consistency and fairness. And what we found is we have to be more localized. We really do. We have to design mechanisms to support our teams in a very different way because their experiences in the world around them is quite different. So I think that that’s, you know, that’s definitely been one. And I will tell you, it has involved a lot of, as an executive team and leadership team, it’s involved a lot of trying things it not working and changing them And a great example is our Q I feel like every leader I know has a perspective on whether they do open Q or anonymous Q or real Q 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. I want to stay on newcomers to the workplace for just another moment, because another thing I hear from CEOs of my generation and older is a concern about making sure that we are not just providing our youngest employees with the flexibility and the purpose that they need, but also the training and the wisdom that comes oftentimes from being in close proximity to a mentor or to somebody who’s done the job for many more years.

[译文 8]

所以我认为更重要的是，就像我说的，那种敏捷的倾听，不断地真正了解正在发生的事情，但不要把所有事情都当作平均值或相同的事情来处理。对我们来说，这一点特别明显，因为我们有分布在许多不同国家的办公室和团队。差异是实质性的。关于我们解决不同问题的方式，差异真的很大。我们过去有一种非常Vimeo全球统一的方法，以一致性和公平性的名义。但我们发现，我们必须更加本地化。我们确实需要这样做。我们必须设计机制来以非常不同的方式支持我们的团队，因为他们周围的世界中的体验是相当不同的。所以我认为这是肯定的，这绝对是其中之一。我可以告诉你，这需要我和执行团队以及领导团队进行大量的尝试，尝试后不起作用，然后改变。我的一个很好的例子是我们的Q。我知道我认识的每位领导者对于是否做开放Q或匿名Q或真实Q都有自己的看法。我们在那里已经多次改变了方法，我知道我们还会再改，因为我们仍在找出正确的方式来倾听和与一个非常多元化的员工队伍进行对话。我想在新入职者方面再停留一会儿，因为我从我和older这一代CEO那里听到的另一个问题是，他们担心确保我们不仅仅是为 youngest employees提供他们所需的灵活性和目标感，还要提供培训和 wisdom，这种 wisdom 通常来自于与导师或从事这份工作多年的人 close proximity。

[段 9]

What is your philosophy and take on making sure that that knowledge transfer is happening? I think it’s a major challenge that I don’t know that everyone, you know, we’re sort of have a solution for. I think about that all the time. You know, we have a very distributed workforce at Vimeo. We have people in over eight countries. My executive team is entirely distributed. So I really realized the benefits of being able to have a distributed workforce and being able to attract talent and just be more inclusive On the flip side there definitely I think a lack of the same kinds of learning opportunities and mentorship, particularly for the youngest folks that are entering the workforce. So I think it’s a challenge. One of the approaches that we’ve been taking is, and what’s sort of nice, is we’re modeling it at the top. So if my entire executive team is distributed, that means I have to learn how to provide real-time feedback, mentorship, and development for a whole set of new executives who’ve just joined my – we have sort of changed up the executive team almost entirely in the last 12 months. So I’ve had to deal with the same challenges. And we’ve had to literally – we call it our operating system. We’ve had to design an operating system as an executive team for how we’re going to work together in that environment.

[译文 9]

您对于确保知识转移正在发生的理念和看法是什么？我认为这是一个重大挑战，我不知道每个人是否都有解决方案。我一直在思考这个问题。我们Vimeo有一支非常分散的员工队伍。我们有分布在八个以上国家的人。我的整个执行团队都是分散的。所以我 really realized 能够拥有分布式员工队伍并能够吸引人才以及更加包容的好处。另一方面，肯定存在缺乏相同类型的学习机会和指导的问题，尤其是对于正在进入劳动力市场的最年轻的员工。所以我认为这是一个挑战。我们一直在采取的一种方法，而且相当不错的是，我们正在高层树立榜样。所以如果我的整个执行团队都是分散的，这意味着我必须学会如何为刚刚加入我团队的新 executives 提供实时反馈、指导和发展——我们在过去12个月里几乎完全改变了执行团队。所以我不得不应对同样的挑战。我们不得不 literally——我们称之为我们的操作系统。我们不得不作为一个执行团队设计一个操作系统，用于在那种环境中我们如何一起工作。

[段 10]

How do we share real-time feedback? How do we create the right communication loops? And so I think from my perspective, it’s more we have to be able to do it ourselves and model it. And then I think it a more proven mechanism for young people I will say like many companies I do believe that in collaboration is really important for learning We do have you know we bring people into an office If you remote we ask folks to come in and spend time in a room with their team, do social activities, all of those things. I don’t think they will go away, nor do I think they should. But, you know, candidly, it’s an area that I don’t think we’ve really figured out perfectly. And I think it’s really critical that as leaders we do that so that this next generation is able to get the same growth opportunities that we all have. Well, and it’s interesting, you know, the tools that you mentioned at the very beginning of our conversation around video can be really helpful there. I’ve heard of a number of organizations that have really encouraged their young people to present as a way of, you know, having to go out and find the information they need. And then because we have video tools available to us now, you know, they have an opportunity to share their ideas with a large group of people.

[译文 10]

我们如何在实时反馈方面进行分享？我们如何创建正确的沟通循环？所以我认为从我的角度来看，更重要的是我们必须能够自己做并树立榜样。然后我认为对于年轻人来说，这是一个更经过验证的机制，我会说像许多公司一样，我真的相信协作对学习非常重要。我们确实有，你知道我们把人 bring into an office。如果你是 remote，我们 ask folks to come in 并与他们的团队共度时光，做社交活动，所有这些事情。我不认为它们会消失，我也不认为它们应该消失。但是，candidly，这是一个我不认为我们已经真正完美解决的问题。我认为作为领导者，我们 really critical 要做到这一点，这样下一代人才能获得我们都拥有的相同成长机会。嗯，有趣的是，你知道，你在对话开始时提到的工具围绕 video 可能真的很有帮助。我听说有一些组织真正鼓励他们的年轻人做演示作为一种方式，你知道，出去寻找他们需要的信息。然后因为我们现在有 video tools available to us，他们有机会与一大群人分享他们的想法。

[段 11]

But first kind of going through the fact finding and the research and then sharing their ideas. In an earlier comment, you talked a little bit about mental wellness and, you know, the different things that people are bringing to work, whether it is, you know,In an earlier comment, you talked a little bit about mental wellness and, you know, the different things that people are bringing to work, whether it is, you know, exhaustion, burnout. During the Black Lives Matter protests, we had a lot of people coming to the office feeling trauma and feeling, you know, really personal issues bubble to the surface. I’m wondering if you can share a little bit about how you deal with this increasing personal, you know, when people bring their whole selves to the office, which we encourage, sometimes they bring things, parts of themselves that are challenging. Yeah, I mean, you know, I think I’ve always thought, you know, it’s the responsibility of a leader is to empower people to do their best work. And the responsibility of a company is to empower our people to do their best work. And so, of course, we have a real role to play in supporting things like mental health issues or burnout. And the way I think, like many companies, the way we initially probably sought to do that was more that you seeing a problem and you reacting by trying to provide mental health resources or support or time off And I think and empathy just empathy And I think that really important And I always say to so many of our managers, like, just care.

[译文 11]

但首先 kind of 去完成事实调查和研究，然后分享他们的想法。在 earlier comment 中，您谈到了一点关于 mental wellness 以及人们带到工作中的不同东西，无论是 it is, you know, exhaustion, burnout。在 Black Lives Matter 抗议活动期间，我们有很多人来办公室感到创伤，感到 personal issues 浮出水面。我想知道您是否可以分享一点关于您如何处理这种越来越多的 personal stuff，当人们把整个 selves 带到办公室时，我们 encourage，有时他们会带来具有挑战性的 parts of themselves。是的，我的意思是，你知道，我认为我一直认为，作为 leader 的 responsibility 是 empowerment 人们做他们最好的工作。公司的 responsibility 是 empowerment 我们的员工做他们最好的工作。所以，我们当然在支持心理健康问题或 burnout 方面发挥 real role。关于我是如何思考的，就像许多公司一样，我们最初可能寻求这样做的方式更多是当 you seeing a problem 时，你 react by trying to provide mental health resources 或支持或 time off。我认为 empathy just empathy And I think that really important And I always say to so many of our managers, like, just care。

[段 12]

If we just care, a lot of things get easier. You don’t have to design a hundred mechanisms if you just have the right people in place who care. At the same time, I will say what we’re realizing now in sort of this next phase is that that’s a reactive approach. And actually the root cause that we can control at Vimeo, the root cause of a lot of stress and burnout is sometimes people either don’t have enough, we don’t have enough focus, right? We’re being asking people to do too many things or they don’t feel like they’re supported in doing those things. And that I think is actually where we should be spending more time is how do we actually set the right prioritization and focus? There’s some issue there, right? There’s a root cause there that’s a, oh, I feel like I’m stressed because there’s too much going on and I don’t feel equipped to solve it. Then we should get into the what is the detail there and do we need to do things differently? And one of our themes at Vimeo this year was do less better 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, you know, the workplace as a family stuff, where are my results?

[译文 12]

如果我们真正关心，很多事情会变得更容易。如果你有了合适的、真正关心的人，你就不必设计一百种机制。与此同时，我要说的是，在下一阶段我们正在认识到，这是一种被动的方法。实际上，在Vimeo我们可以控制的根本原因，很多压力和倦怠的根本原因是有时人们没有足够的东西，我们没有足够的专注，对吧？我们要求人们做太多事情，或者他们觉得自己在这些事情上没有获得支持。我认为这实际上是我们应该花更多时间的地方——我们如何真正设置正确的优先级和专注度？那里有一些问题，对吧？根本原因是我觉得自己压力很大，因为事情太多，而我感觉自己没有能力解决它。然后我们应该深入了解细节，我们是否需要以不同的方式做事？今年在Vimeo，我们的主题之一是“少做，但做得更好”。随着经济开始横向移动，你认为是否会有利益相关者说，你知道吗，放弃所有这些温情脉脉的东西，工作场所像家庭这样的东西，我的业绩在哪里？

[段 13]

Absolutely. I think the pendulum has already swung pretty clearly. I mean, I work in SaaS, software as a service, so we already went from the, you know, growth at all costs to profitability, you know, pendulum swing. My perspective on this, and it hasn’t changed, you know, I think the best leaders and cultures deliver results and treat people well. And I actually think if you treat people well with kindness and empathy, you will get better results. And so, you know, for me, I think what I observed over the last few years is that part, I think, hasn’t changed and shouldn’t change. There were, I think a lot of times when companies, we did things because maybe it was lip service or we felt pressured and that’s not going to be sustainable, but that not what ultimately that not what people need in any case So you know I sort of see it as um as be the way you channel how you are caring towards your employees and how you are empathetic always should be in service of helping people do their best work, which will deliver results, which will be good for the bottom line. And you have to believe that and you have to be committed to that. And if you use that consistently in your decision-making, it should not be a trade-off. These are not mutually exclusive things.

[译文 13]

当然。我认为钟摆已经相当清楚地摆动了。我的意思是，我在SaaS（软件即服务）行业工作，所以我们已经从不惜一切代价的增长转向了盈利，钟摆已经摆动。对于这一点我的看法没有改变，你知道，我认为最好的领导者和文化既能交付成果，又能善待员工。实际上，我认为如果你用善良和同理心善待员工，你会得到更好的结果。所以，你知道，对我来说，我认为我在过去几年观察到的是，那部分，我认为，没有改变，也不应该改变。很多时候，公司，我们做一些事情可能只是表面功夫，或者我们感到压力很大，这不是可持续的，但这最终不是人们需要的。所以，你知道，我把它看作，你如何将对员工的关怀以及你的同理心引导到帮助人们发挥最佳工作表现的服务中，这将带来成果，对利润有好处。你必须相信这一点，你必须对此做出承诺。如果你在决策中始终坚持这一点，就不应该是一种权衡。这些并不是相互排斥的事情。

[段 14]

Anjali, how have you been taking care of yourself during this period of tremendous turmoil and change, but also growth? You mentioned you just had a baby. There’s a lot on your shoulders. How, as a leader, do you practice some self-care or how do you make sure that you’re getting the balance you need to be the most effective leader you can be? I think recently the phrase I use a lot to myself is two things can be true. Both can be true. I say this a lot. And for me, I think of it as like, this job is hard and it’s gotten harder. We went public at the height of the pandemic. Last year, market volatility has been tremendous. We’re obviously going through a ton with post-pandemic. Yeah.pandemic. Last year, market volatility has been tremendous. We’re obviously going through a ton with post-pandemic. We have a team in Ukraine going through a war, all these things that have happened. And so it’s a hard job and it’s an incredibly privileged job. It’s a gift, right? And so I think for me, it’s sort of acknowledging both of those things has helped me a lot. The way I’ve tried to kind of lead has been, it’s always been this way, which is for me, it’s, I have to have passion. You know, I have to have passion.

[译文 14]

Anjali，在这段巨大的动荡、变革但同时也有增长的时期，你是如何照顾自己的？你提到你刚生了孩子。你肩上有很多责任。作为一名领导者，你如何进行自我照顾，或者你如何确保自己获得所需的平衡以成为最有效的领导者？我认为最近我对自己说的一句话是，两件事可以同时为真。两者都可以为真。我经常说这句话。对我来说，我想的是，这份工作很难，而且变得更加困难。我们在疫情最严重的时候上市。去年，市场波动非常剧烈。我们显然在后疫情时代经历了很多。我们有一支团队在乌克兰，正在经历战争，所有这些事情都发生了。所以这是一份艰难的工作，也是一份极其 Privileged的工作。这是一份礼物，对吧？所以我认为对我来说，承认这两件事帮助了我很多。我试图领导的方式，一直是这样的，对我来说，我必须有热情。你知道，我必须有热情。

[段 15]

I have to believe so deeply that what Vimeo is doing is important and matters for the world. And if I have passion, I have energy and then I will, you know, I can kind of move through anything. I have to find joy in my team. You know, I feel like, especially in hard times, I look back at my career and actually some of my most fulfilling times in work were when in the hardest business situations. But it’s because it brought a group of people together all in one team. And so I think that’s been a really big part of it. And then, yeah, you have to be a little selfish sometimes and take care of yourself. And I am really fortunate. I think I have a great support network around me. and I do. I always say my husband and I have a deal where on Sundays I disappear for a couple hours. I just disappear and I walk around the city and I listen to my music and I do whatever I need to do and that’s really important. So you talked about how hybrid work is going to look very different in the future than how we describe it today. It’s basically in office a couple days, work from home a couple of other days. Tell us a little bit more about what you could potentially see that evolving into.

[译文 15]

我必须如此深信Vimeo正在做的事情对世界来说是重要的、有意义的。如果我有热情，我就有精力，然后我就，你知道，我可以穿越任何东西。我必须在团队中找到快乐。你知道，我觉得，尤其是在困难时期，回顾我的职业生涯，实际上我在工作中最充实的时候是在最艰难的商业环境中。但那是因为它把一群人聚集在一起成为一个团队。所以我认为这是非常重要的一部分。然后，是的，你有时必须稍微自私一点，照顾好自己。我真的很幸运。我认为我周围有一个很好的支持网络。确实如此。我总是说我和丈夫有一个约定，周日我会消失几个小时。我就消失，我在城市里走走，听我的音乐，做我需要做的任何事情，这真的非常重要。所以你谈到了混合工作在未来会看起来与我们今天描述的非常不同。它基本上是几天在办公室，几天在家工作。告诉我们更多关于你可能看到它会发展成什么样子。

[段 16]

I mean I think the idea of an office as a time and place completely goes away right And I think it really going to be people are going to want to work from anywhere anywhere in the world Even the concept of like where you’re located is going to change. And then the idea of like, I’m going to work on this time zone or I’m going to attend this meeting that’s scheduled on this date. I think that’s going to go away. And I think what you’re going to find is more and more work, particularly from knowledge workers, is going to be done anywhere anytime. Communication and collaboration will happen asynchronously. And we will be using tools and technology, whether it’s video, whether it’s AI, to basically enable that at scale among many people anywhere in the world. And then I think leadership, leaders are going to look different, right? Because I think it’s going to require, if you think about the skill set, to be a global CEO 30 years ago versus what that will require now. I think in the future, you’re going to have to be, the skill set’s going to be like, how do you communicate with diverse global audiences and employees across time zones in a way that is effective, that provides context and alignment at scale? How do you organize programs, whether it’s compensation, whether it’s training, all of that is going to look very different.

[译文 16]

我的意思是，我认为办公室作为一个时间和地点的概念完全消失了，我认为真正的是，人们会想要在世界任何地方工作，甚至你所在位置的概念都会改变。然后，像我在这个时区工作，或者我要参加这个预定日期的会议这样的想法，我认为这将会消失。我认为你会发现越来越多的工作，特别是知识工作者的工作，将在任何地方、任何时间完成。沟通和协作将异步进行。我们将使用工具和技术，无论是视频还是人工智能，基本上在大规模的情况下，在世界任何地方的多个人之间实现这一点。然后我认为领导力，领导者将看起来不同，对吧？因为我认为这需要，如果你想想技能组合，30年前做一个全球CEO与现在需要的相比。我认为在未来，你必须，技能组合将是，你如何以有效的方式与不同的全球受众和跨时区的员工沟通，提供背景和大规模的协调？你如何组织项目，无论是薪酬还是培训，所有这些都将看起来非常不同。

[段 17]

But I think the ultimate thing you’ll see is just this, there were these constraints that we’ve lived with, whether it was time or place or budget in some cases. And I think those constraints are going to go away. And the promise is that if we are flexible and smart and we use technology in the right way, that will actually come away a much more evolved and efficient workforce. Well, I think you just showed us some of the passion that you’ve talked about as being the the thing that gives you energy to lead that organization of 1,300 people worldwide. Anjali, thank you so much for being here today. Thank you. This was great.

[译文 17]

但我认为你最终会看到的就是这些，我们所生活的这些限制，无论是时间、地点还是在某些情况下是预算。我认为这些限制将会消失。而希望是，如果我们灵活、聪明，我们以正确的方式使用技术，这将实际上带来一个更加进化和高效的劳动力。嗯，我认为你刚刚向我们展示了一些你所说的热情，那是给你能量来领导这个在全球拥有1300人的组织的东西。Anjali，非常感谢你今天来到这里。谢谢你。这太棒了。