تدريب Shadowing: Everything I Learned Sitting in Billion-Dollar Boardrooms - تعلم التحدث بالإنجليزية مع YouTube
C1
Most people think success is about working harder or being smarter.
305 جمل
إذا كانت الجمل قصيرة أو طويلة جدًا، انقر على Edit لتعديلها.
1
Most people think success is about working harder or being smarter.
2
But after spending years inside billion-dollar boardrooms and working with some of the most successful CEOs,
3
I started to see a third pattern,
4
a deeper set of rules the top 1% actually play by.
5
These are principles I have seen repeat across every arena,
6
and almost no one talks about them.
7
They shape how the top 1% think and operate,
8
how they learn, how they make decisions.
9
We'll cover science-based, actionable principles you can start using today to escape the 99% and stay ahead of everyone else.
10
First, listening to the ghost notes.
11
Most people listen to confirm what they already believe,
12
but the top 1% listen to what's not being said.
13
And that's where they find the truth.
14
Back in 1943, the US military faced a crisis.
15
American fighter planes were getting shot down as they flew over Germany.
16
So the military brought in a team of scientists and mathematicians from Columbia University,
17
and the generals laid out all the photographs of the planes that returned.
18
And they pointed at the bullet holes on the wings,
19
on the fuselage, and they said, they're hitting us here.
20
What should we do?
21
How do we put more armor on these specific areas?
22
How do we protect them?
23
One of the mathematicians, Abraham Wald, shook his head.
24
And he said, if you do that, you'll make things worse.
25
And then he slowly pointed to the engines and the cockpit,
26
where there were no bullet holes.
27
And he said, you're only looking at the planes that made it back home.
28
The ones hid in the engine or cockpit never survived,
29
and they never returned.
30
That's where we need more armor.
31
Most people make the same mistakes the generals made.
32
They trust the data they can see.
33
We're terrible at processing what's absent.
34
Yet that's where the real insights live sometimes.
35
Top musicians always listen to the ghost notes.
36
Now ghost notes are those invisible,
37
subtle sounds that you feel more than you hear.
38
In business and in life,
39
the ghost notes are the data points that never show up.
40
If the CMO talks for 10 minutes about amazing retention,
41
but never once mentions how much it costs to acquire these customers,
42
that's a ghost note.
43
If a candidate in an interview can list every win,
44
but struggles to talk about a real failure, that's a ghost note.
45
And you have to train your mind to listen for those ghost notes,
46
to look for that absent data.
47
This is called Bayesian filtering,
48
updating your beliefs based on evidence that never appeared.
49
And this shows up in everyday meetings.
50
But history is full of disasters where investors and board members ignored the invisible.
51
So the top performers don't get hypnotized by the stage show.
52
They look behind the curtain.
53
So here's something you can try.
54
In your next important meeting,
55
don't just stare at the slides everyone else is looking at.
56
Instead, write down three things that logically should have been there, but are missing.
57
And then with calmness, with curiosity,
58
ask one or two questions about those gaps.
59
Most people will focus on the loudest parts.
60
The 1% will focus on the silence,
61
where the ghost notes are.
62
Now that we know how to see differently,
63
let's talk about how the 1% learn differently.
64
The second principle sounds backwards.
65
The top performers don't try to get things right.
66
They optimize for getting things wrong.
67
In 1990s, a neuroscientist named Michael Merzenich ran a series of studies that changed everything we know about learning.
68
He found that when you repeat a task that you're already good at,
69
the brain almost stops rewiring.
70
Somehow, the same neurons fire in the same patterns and no new pathways are formed.
71
But the moment you make a mistake,
72
your brain releases specific neurochemicals that create this feeling of agitation.
73
And this is where the new neural pathways start forming.
74
No errors, no learning.
75
The more high quality mistakes you make and correct, the faster you learn.
76
And that's what top performers know intuitively.
77
Don't optimize for efforts, optimize for errors.
78
This is exactly how AI learns, right?
79
In machine learning, the system spots the error and learns faster by reducing the error in the next cycle.
80
It minimizes its loss function and it does it billions and billions of times over.
81
It doesn't care about feeling good next time,
82
it doesn't get upset when it makes mistakes,
83
it only cares about one thing,
84
being less wrong next time.
85
But we humans try to to avoid mistakes at all costs.
86
That's why so many talented people plateau after years of excellence.
87
They keep doing the things that make them feel good,
88
or even worse, look good.
89
When I was learning music from my teacher,
90
he would give me these exercises and compositions,
91
and I would play it while staring at him,
92
waiting to see if he likes it or not.
93
And he would always say,
94
why are you looking at me?
95
Don't look at me, look at your hands.
96
They are your best teachers." And he was right.
97
When I focused on the tiny mistakes that I was making by looking down at my own hands,
98
yes, I felt horrible, I was annoyed,
99
I was frustrated, I was embarrassed,
100
but that's when my brain started minimizing the loss function of my own mental model.
101
Getting to mastery then is all about structured boredom filled with embarrassment,
102
discomfort, and a lot of error corrections.
103
Here's how you build your five-step loss function loop.
104
Step number one, define the metric.
105
What does better actually mean in your situation right now?
106
Is it about speed, clarity, accuracy, retention, learning rate?
107
Number two, predict the outcome.
108
Before you start, guess how well you will do.
109
Give yourself a number.
110
Number three, now you deliver.
111
Go slowly enough to notice what you're doing.
112
You'll always spot mistakes when you go slower.
113
And number four, find the exact failure point.
114
That's your loss function.
115
That's your goal signal.
116
You'll hate it, but you need to see it clearly.
117
And then finally, number five,
118
adjust one variable and repeat.
119
Either adjust the speed or the technique, tool, approach.
120
Change only one thing and then run the loop again.
121
Most people get stuck because they're trying to feel good at what they're doing every day.
122
The top performers just try to be less wrong every day.
123
Principle number three is becoming comfortable with adaptive tension.
124
Most people spend their careers and their lives dodging hard conversations and decisions,
125
but the top 1% do the opposite.
126
I learned this by watching someone who I believe had ice water running in his veins.
127
Years ago, I was in a room with my CEO negotiating a major acquisition.
128
Now our company was already worth over half a billion dollars.
129
So the expectations of the company we were trying to acquire
130
were naturally quite high in terms of what we were gonna pay them,
131
but that's not what we were willing to pay.
132
So bankers and lawyers had tried for weeks to bridge this gap.
133
Finally, we put the two principals in the same room,
134
our company's CEO and the other company's chairman.
135
I still remember the tension was so thick and palpable.
136
And after two hours of back and forth,
137
it was time to wrap up.
138
And my CEO leaned forward and said very calmly,
139
we really believe the two companies should come together.
140
We will be unstoppable if we do that.
141
How about we agree on X million?
142
Based on what I've heard from you in this meeting,
143
I believe that it's a higher offer and it's a fair offer.
144
And then he leaned back and went completely silent.
145
After what felt like ages,
146
the chairman finally smiled and said,
147
Chris, I think I'll be willing to take this to my board.
148
We treat friction and tension like a predator.
149
Any difficult conversation, like asking for a raise,
150
giving hard feedback, getting hard feedback,
151
all of it triggers the same circuitry your brain uses when it sees a tiger in the bushes.
152
We have to reframe that feeling.
153
So how do you train for this capacity in a safe manner?
154
We can use a communication framework I call the core protocol.
155
Our first move is curiosity.
156
In any tense conversation, people shut down or attack the moment they feel blamed or judged.
157
Instead of declaring what everyone is missing or pointing fingers,
158
you could say, I might be missing something,
159
but is there a lesson from the last attempt we should bring in here?
160
Or something like, would it help us to look at the patterns behind the delays?
161
You're not accusing, you're signaling that there's something here worth digging into.
162
O is for objectivity.
163
High tension conversations blow up when we argue about stories instead of facts.
164
So instead, calmly and objectively,
165
you can shift the spotlight from people and their stories to facts of the process.
166
You could say something like,
167
where should we adjust the system here?
168
Is this really a challenge about resourcing or talent?
169
Humans get defensive, systems do not.
170
By starting with facts and processes,
171
you can lower the threat level for everyone in the room.
172
R is for reassurance.
173
In tough conversations, the real question is never,
174
are you right or am I right?
175
It's always, are you with me or against me?
176
You wanna make your intent very explicit.
177
I'm asking because I want us to work together to improve the steps.
178
My goal is not to slow us down or point fingers.
179
You're signaling mutual purpose.
180
And finally, empathy.
181
Friction and tension is easier to handle when people feel seen.
182
That doesn't mean that you have to agree with everything they say or suck up to them.
183
It means that you acknowledge their experiences and respect their perspective.
184
You could say something like,
185
I see how hard you worked on this and I appreciate it.
186
I appreciate you.
187
Always outline what your real intentions are and what your intentions are not.
188
You're telling the room, I care about the outcome and I care about you.
189
When you run this in real time,
190
you're doing exactly what the best negotiators and the leaders do in crucial conversations.
191
And over time, you'll be known as a person who can walk into any difficult meeting and keep everyone calm and focused.
192
Principle number four is the time horizon advantage.
193
If you're willing to operate on a seven-year horizon,
194
you're suddenly playing a game most people don't even know exists.
195
There's a story from New College at Oxford that captures this idea and this ideal so beautifully.
196
The college was founded in 1379,
197
and their dining hall had a ceiling that was held up by these gigantic oak beams.
198
About a century ago, those beams finally began to rot.
199
The administrators started panicking because buying oak of that size was nearly impossible.
200
They called in the college forester and asked if there was anything they could do.
201
How could they raise money for new beams? he surprised them by saying,
202
sir, we already have the replacement trees.
203
And the forester explained that when the college was founded,
204
the original architects knew the beams would rot in about five centuries.
205
So they planted a special grove of oaks explicitly intended to replace the beams hundreds of years later.
206
The founders were thinking 15 generations ahead,
207
cathedral thinking, solving problems for generations that aren't even born yet.
208
We want social media in seconds,
209
new skills in a week,
210
bonus in a quarter, promotions in a year.
211
But when you look at the largest private equity or venture funds,
212
they invest in companies with a seven year cycle in mind.
213
Long-term horizon and patience is the key part of their investment thesis.
214
So your career, your startups,
215
your impact, they will test your endurance.
216
Your skills and your reputation behave just like any index fund,
217
painfully slow and flat at first, and then explosive later.
218
The problem is that most people don't keep investing during this flat part of the curve
219
and they change directions right before the inflection point hits.
220
The ones who stay in the game and keep investing long enough,
221
get almost all the upside.
222
Just take this YouTube channel,
223
for example, the MIT monk for the first four or five,
224
six months, We had very few people watching.
225
I had two goals from day one.
226
One, I wasn't going to worry about audience traction or monetization.
227
And two, I had a 10 year plan.
228
When no one was showing up and the numbers were flat for a long time,
229
what did we do?
230
Nothing different.
231
We kept focusing on making the videos that I wish someone had made for me when I was in my 20s.
232
Week after week, I asked a simple question.
233
Would the 22 year old version of me find this video useful?
234
If the answer was yes, I'd make it when would the channel grow
235
or if it would grow at all was never in my hands.
236
That's decided by the viewers and the YouTube algorithm, which is a beast.
237
You can't reverse engineer that.
238
So we kept showing up every week.
239
That's the upside of long-term planning.
240
So here's a simple framework to check your time horizon that balances speed with endurance.
241
Think in three timelines.
242
First, for your 90-day timeline, be visible.
243
Ask yourself, what am I doing in the next 90 days that will make me more visible to others?
244
This is your proof of work and contribution.
245
Second, for your 12 to 18-month timeline, be valuable.
246
What am I gonna build in the next year
247
that will still be valuable to others and to me for years to come?
248
This is your compounding engine,
249
you know, building skills, systems,
250
products, companies, relationships, reputation, and for your five-year timeline, be a visionary.
251
What are my long-term bets?
252
This is the marathon of transformation in skills,
253
in your career arcs, in entrepreneurship, even in your identity.
254
When I think about that oak story,
255
I always ask myself, am I planting flowers or am I planting oaks?
256
Flowers look great for a season and then they're gone.
257
Oaks hold up for centuries.
258
But there's one final principle that the top 1% rely on,
259
because thinking long term only matters if you have the identity to sustain it.
260
And that is the fifth principle.
261
Over time, your skills may change,
262
your titles may change, even the industries around you will mutate faster than you expect.
263
Your identity is the only continuity,
264
the only constant that you can architect on purpose.
265
This leads to the question that splits all performers into two camps.
266
Most people ask, what will this decision get me?
267
But a very small group will ask a harder question.
268
What will this decision make me?
269
The first question is about getting more than what you deserve.
270
The second is about deserving more than what you get.
271
The problem with optimizing for titles and money is that you can extract more in the short run,
272
you might lack the capacity to sustain it forever.
273
What's our action item here?
274
Before any major decision, ask,
275
if I make this choice,
276
what kind of a person will I become?
277
And is that someone I'm proud to become?
278
Why ask that question?
279
Because if you want to take risks,
280
you'll need that strong and stable sense of self, your identity.
281
If losing a game means losing yourself,
282
you'll always play it safe.
283
And a life where you play it safe is a life without real pain,
284
but it's also a life without real joy.
285
When I was in my late teens and early 20s,
286
I was a total mess.
287
I didn't know who I was,
288
what I was good at,
289
if I was good at anything,
290
what I could become, nothing.
291
And that's when I found an old monk who took care of me with great compassion.
292
He told me, you're not lost.
293
You just can't see around the corner yet.
294
You're meant for so much more for a different world.
295
Those words have always stayed with me.
296
They guided my identity because nothing shapes you more than someone believing in you more than you believe in yourself.
297
So now I want to pass that wish on to you in case you ever need it.
298
No, you're not lost.
299
You just can't see around the corner yet.
300
You were meant for so much more for a different world.
301
go find it.
302
If you enjoyed this video,
303
you'll probably enjoy this one too on lessons I learned during my years at MIT
304
and how it shapes the way top performers think.
305
Thank you and I love you.
تنزيل التطبيق
تقييم بالذكاء الاصطناعي لكل جملة تنطقها
TRENDING
الأكثر شعبية
عن هذا الدرس
في هذا الدرس، سيتعرف المتعلم على كيفية استخدام الاستماع الفعال لتطوير مهاراته في اللغة الإنجليزية. سنستعرض نصائح مستندة إلى التجارب التي تم تناولها في الفيديو الذي يركز على كيفية استغلال ما يُسمى "الملاحظات الغائبة" لتحقيق النجاح. هذه الطريقة تساعد في تحسين النطق باللغة الإنجليزية وفهم الرسائل غير المباشرة التي يمكن أن تكون مفيدة في تطوير المحادثة الإنجليزية.
المفردات والعبارات الأساسية
- الملاحظات الغائبة - Ghost notes
- تأكيد المعتقدات - Confirming beliefs
- البيانات الغائبة - Absent data
- تصفية بايزيان - Bayesian filtering
- نقاط البيانات - Data points
- الإخفاق الحقيقي - Real failure
- النجاحات - Wins
نصائح للممارسة
لتحقيق أقصى استفادة من هذا الفيديو أثناء ممارسة المحادثة الإنجليزية، يمكنك اتباع طريقة التظليل في الإنجليزية. قم بتكرار ما يقوله المتحدث بالتزامن مع الفيديو حتى تتمكن من تحسين نطقك وفهمك. حاول الاستماع بتركيز للملاحظات الغائبة، ولا تنسَ أن تركز على الجوانب التي لا يُشار إليها بشكل مباشر. يمكنك التمرن على ذلك عن طريق:
- التوقف بعد كل جملة وإعادة صياغة ما سمعته بأسلوبك الخاص.
- تدوين الملاحظات حول ما تغفله من معاني أو معلومات أثناء الاستماع.
- تكرار المقطع ببطء ثم تدريجيًا قم بزيادة السرعة حتى تصل إلى سرعة المتحدث الأصلية.
استخدم هذه النصائح في دروسك لتعلم الإنجليزية مع يوتيوب، وستلاحظ تحسنًا ملحوظًا في مهاراتك اللغوية وفي قدرتك على ممارسة المحادثة باللغة الإنجليزية بشكل أكثر فعالية.
ما هي تقنية التظليل الصوتي؟
التظليل الصوتي (Shadowing) تقنية تعلم لغة مدعومة علمياً، طُورت أصلاً لتدريب المترجمين الفوريين المحترفين. الطريقة بسيطة لكنها قوية: تستمع لصوت إنجليزي أصلي وتكرره فوراً بصوت عالٍ — كظل يتبع المتحدث بتأخير 1-2 ثانية. تُظهر الأبحاث تحسناً كبيراً في دقة النطق والتنغيم والإيقاع وربط الأصوات والاستماع والطلاقة.
☕ اشترِ لنا قهوة
يظل ShadowingEnglish مجانيًا بنسبة 100% بفضل دعمكم. تكاليف الخوادم والذكاء الاصطناعي مرتفعة — قهوتكم تبقينا مستمرين! 🙏