Headspace

Some very passionate, smart people in many departments throughout the company.

Competitive salaries.

Very generous benefits (amazing healthcare plan, 401k match, and mental health days).

Company's culture is to try to help employees.

Mission-driven, lofty goals.

Changes in executive leadership, with at least three CEOs, four heads of HR/People, four heads of Engineering, and three heads of Sales during as many years.

Former CEO hired continuous waves of friends and family regardless of optics or whether they were an appropriate fit to lead in a growing wellness startup.

Lack of transparency in addressing employee concerns and questions about strategy, spending, career pathing for employees, or company equity.

Employees need a break; mental health days aren’t effective if the same amount of work just needs to be completed in fewer days.

The merger has not been easy on many of us. Finding a way to combine the work cultures, processes, data, applications, strategies, and benefits of two organizations is a daunting task.

Executive leadership needs to realize that adding these efforts on top of everyone’s existing work responsibilities without providing additional resources is just a bad way of handling this. They need to figure out a way of answering anonymous concerns, which they currently run out of time for after only a small number have been answered. They need to call out ineffective people leaders who fail to support their teams, especially those in the People function itself.