How we elevate our management game together at Headspace
summary
Headspace realizes post‑merge with Ginger that managers lack time, feedback skills and prioritization, so the company runs an assessment of leadership capabilities and deploys a three‑part program: self‑readiness, leading at Headspace and belonging. Concrete tactics include a third‑party Becoming Superhuman workshop (mindful meetings, energy management), mandatory focus blocks and the MIT rule (three tasks/day), quarterly Headspace Lab, feedback labs, a Performance Optimization Plan with biweekly one‑on‑ones and monthly check‑ins. Remaining problems: remote rollout, fragmented tools (Reflective, Litmus, Udi) and manual metrics to fix in 2024.
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chapters (21)
- 0:00Management elevation initiative
- 1:27Speaker background
- 3:35Leadership capability gaps
- 6:23Manager expectations
- 7:45Self-readiness framework
- 10:13Time management strategies
- 12:38Headspace leadership training
- 13:40Feedback for leaders
- 15:27Career development plans
- 16:50Culture and belonging
- 17:32Culture merge challenges
- 18:57Future mentorship goals
- 20:21Key takeaways
- 21:26Audience reflections
- 22:28Q&A: Personal values
- 24:13Q&A: Leadership approaches
- 25:16Q&A: Management growth start
- 26:41Q&A: Technical acumen
- 27:45Q&A: Leadership feedback example
- 28:51Q&A: Book for leaders
- 29:17Closing remarks
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