文化のギャップを埋めることにより、コストを削減し、離職率を改善させ、従業員エンゲージメントそして売上の向上を実現します。
Born in Japan and raised in the United States, Laura Kriska has been working to bridge cultural gaps her whole life. She has worked across four continents for over 30 years for major Japanese companies including SMBC, Mitsubishi Corporation, Sumitomo Corporation, Mitsui & Co., Itochu Corporation, Marubeni Corporation, and many other Fortune 500 companies. She was the first American woman to work at Honda Motor Co.'s Tokyo headquarters. Her goal is to help professionals build lasting trust across cultural differences to increase productivity, retention, and belonging.
Photo with Soichiro Honda (1989)
A business that fosters teamwork
It is now crucial for leaders to foster collaboration among people of diverse backgrounds.
To succeed in the global market, it is essential to work together as a team, transcending differences in age, race, nationality, social status, and other identities.
Kriska teaches leaders of any organization how to foster a sense of community among their members, prevent cultural conflicts, increase employee retention and productivity, and prevent lost time and legal risks that can result from misunderstandings.
At a time when investors, employees, customers and all other stakeholders are calling for lasting change, Kriska offers a practical roadmap for improvement. Her expertise helps leaders build productive, cohesive teams.
MISSION
My mission is to promote a safe, welcoming and productive environment by increasing collaboration among members, which I call "WE-Building."
In an age of increasing diversity and digital connectivity, WE-Building offers a tangible way to bridge the gaps between people of different ages, races, nationalities, religions and other identities .
Whether your goal is to make a great first impression, create a fair workplace or win the Indy 500, WE-Building is the secret to success in the 21st century.
Mr. Sugiura
Former President
Mitsubishi Corporation North America
Laura Kriska's WE-building tools are more important now than ever.
As a leader in a global company, I have seen the positive impact her strategies have had on improving connections among people of different backgrounds, making this book extremely important in an increasingly global marketplace.
Mr. Kurihara
Executive
Marubeni Corporation
In a survey conducted after the webinar, the majority of employees said that their anxiety about working with shareholders and expatriates who speak different languages and have different cultural backgrounds had decreased and they felt more positive about it.
There is no doubt that her webinars have contributed greatly to fostering this team spirit, and I feel that we have been able to achieve constructive dialogue even in difficult situations, without the confrontational relationship of "management versus expatriates" that I experienced at other companies where I previously worked.
Yoshida
Former EVP
Honda Motor Company (North America)
I am still glad that we made the decision to welcome Laura to Honda 35 years ago, right after she graduated from college.
The issue that Laura addresses as the most important one is "misunderstandings within the team," which is a fundamental issue for professionals in building mutual trust. I am impressed and appreciate that she has had a positive impact on many people.
すべての動画
すべての動画
Essentials： Lesson 5 ネガティブ・フィードバックをマスターする：ビジネス関係を深める鍵 (10 minutes)
Essentials： Lesson 4 英語話者の同僚をポジティブなフィードバックでやる気にさせる方法 (11_23)
