Once a project is completed, teams at Miro host a “retrospective,” an open and honest conversation reflecting on the initiative’s successes and failures.
Retrospectives allow team members to pull back from the creation process and hone in on what parts are most important to the company’s mission: to empower teams to create the next big thing through its online collaborative whiteboard.
“When we involve Mironeers in the co-creation of our products from ideation to design to pilot, we get outputs that resonate more profoundly across our organization,” Hollie Castro, Miro’s head of people, said.
Miro is one of two Los Angeles area companies championing their dedication to nurturing a mission-driven culture. At Miro and Tebra, the mission is not something that’s just buried on the company website; rather, according to their leaders, it is a goal that employees feel connected to and passionately strive toward every day.
These featured companies say their employees act with empathy, curiosity and transparency. Regularly seeking out feedback and iterating on their work, these teams try to ensure the best customer experience possible — because they know their products and services drive real positive change.
Built In Los Angeles connected with leaders at Tebra and Miro to learn more about how their organizations’ missions are reflected in their teams’ actions, goals and culture.
At Tebra, a healthtech company that supports independent practices, customers and their patients always come first. As someone with a chronic illness, Daire Manning, Tebra’s vice president of go-to-market operations and enablement, feels drawn to helping healthcare providers and improving their patients’ experiences.
What is your company’s mission?
Our mission is to improve healthcare delivery for patients and providers.
As a leader, how do you translate your company mission into specific actions or goals for your team?
Our operations and enablement team’s job is to provide our frontline employees with the strategic direction, process infrastructure and capabilities to successfully deliver outcomes for our customers and their patients.
Examples of this are determining how our teams should be specialized or training our salespeople and account managers on how a new product works.
As someone with a chronic illness who spends a lot of time interacting with healthcare providers, I’m very passionate about our mission.”
What aspect of your company culture or values best reflects your company mission?
The aspect of our company culture that best reflects our mission is our customer obsession. My team is an internal-facing one, but our customers and the patients who are their customers are always front of mind for us.
As someone with a chronic illness who spends a lot of time interacting with healthcare providers, I’m very passionate about our mission. I love how customer-centric our culture is and how focused we are on solving for a better provider and patient experience.
Miro wants to make it easier for teams to collaborate and get work done — regardless of whether they are in-person, remote or hybrid. During the interview process, leaders are looking for candidates who demonstrate core values including curiosity and a learner’s mindset.
What is your company’s mission?
Our mission, simply put, is to empower teams to create the next big thing. As the leading visual collaboration platform, Miro empowers remote, in-office and hybrid teams to communicate and collaborate across formats, tools, channels and time zones — without the constraints of physical location, meeting spaces or whiteboards.
As a leader, how do you translate your company mission into specific actions or goals for your team?
The people organization exists to bring Miro’s vision to life inside the company. We are co-creating one of the best hybrid companies in the world. This means cultivating our most important and expensive asset — our people.
From the beginning to the end of the employee lifecycle, we are charged with creating, curating and iterating an amazing experience. This results in enabling the world’s teams to create the next big thing and, ultimately, make a positive change in the world, which is awe-inspiring.
Doing this effectively means designing from a user-centric mindset, constantly reprioritizing based on impact and removing friction from our daily work. Making work easier is part of our goal.
As a leader, I also lean into a learning mindset rooted in curiosity, experimentation and iteration — and I encourage everyone in my organization to do the same. These traits are core to my DNA and to Miro’s culture. I firmly believe that being transparent and sharing constructive feedback enables us to learn, deliver impact and achieve success as a team.
As a leader, I also lean into a learning mindset rooted in curiosity, experimentation and iteration — and I encourage everyone in my organization to do the same.”
What aspect of your company culture or values best reflects your company mission?
We start with interviewing and hiring. It’s easy to look for skills and competencies without paying attention to hiring for our values, but this is core to who we bring through our doors. Our values guide our mission every day, shape our culture and influence how we work together to create an impact.
We play as a team to win the world. We focus on impact and make it happen. We practice empathy to gain insight, and we learn, grow and drive change.
In order to learn, grow and drive change, we make a habit of looking backward so that we can iterate and improve going forward. These open and honest conversations, which we call “retrospectives,” allow us to reflect together on the successes and failures of a given project, initiative or event.
A critical component of Miro’s ways of working, an effective “retro” is one that comes from a place of empathy and respect, goes deep and finishes with specific action steps that our teams can take in order to drive positive change and achieve more in the next iteration. When we involve Mironeers in the co-creation of our products from ideation to design to pilot, we get outputs that resonate more profoundly across our organization.
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