Shadowing-Übung: How to Explain a Problem at Work in English | Business English Practice - Englisch Sprechen Lernen mit Video
Übungsmodus wählen
Jeder Modus öffnet einen Übungsraum im Vollbild.
543 Sätze
Wenn Sätze zu kurz oder zu lang sind, klicke auf Edit, um sie anzupassen.
1
Hello everyone and welcome back to Business English for Success.
2
I'm Elena.
3
And I'm David.
4
It's great to have you with us.
5
Today, we're going to practice a skill you need when something goes wrong at work.
6
How to explain the situation clearly, even when you don't have all the information yet.
7
Maybe the numbers in a report are wrong.
8
A system stops working, a delivery is late, or a customer has a problem that needs an answer now.
9
In situations like these, you may know what's wrong, but not why.
10
You may not know the full impact yet.
11
And while you're still checking, someone is already asking you, what happened?
12
So what do you say first? first?
13
What does the other person actually need to know?
14
And how do you explain something that's still changing without guessing or sounding unclear?
15
And by the end of the lesson, when someone asks you, what happened?
16
Or what's the problem?
17
You won't have to figure out your answer as you speak.
18
You'll have a clear structure you can use to explain the situation professionally, even when the problem is messy,
19
the information is incomplete, and you're still working out why it happened.
20
So let's start with the first question.
21
When something goes wrong at work, what should the other person hear first?
22
Let's see what this looks like at work.
23
Imagine you're preparing a monthly sales report.
24
It needs to go to a client this afternoon, but while checking the figures, you notice something isn't right.
25
Your manager comes over and asks, what's happening with the report?
26
You know quite a lot about what happened, so you might answer, the report isn't ready yet.
27
We were checking the figures this morning and there seems to be something wrong with some of the data.
28
We received the file yesterday and I think there may have been a problem when the numbers were imported, so we're looking into it now.
29
Imagine you're the manager hearing that answer.
30
You've heard plenty of information.
31
But there's still one thing you need to ask.
32
Okay, but what exactly is wrong?
33
And that question tells us something important.
34
The problem isn't that the employee has nothing to say.
35
The problem is that the most useful information is buried inside everything else.
36
So let's change the first sentence.
37
There's an error in the sales figures for the Asia region.
38
changes the conversation immediately.
39
The manager has a clear starting point.
40
The Asia sales figures are wrong.
41
We haven't explained the whole situation.
42
We haven't explained the cause.
43
We haven't explained what happens next.
44
But the listener knows what the problem actually is.
45
And this is useful far beyond reports.
46
Imagine a customer calls because something is wrong with an order.
47
You could say, there's a problem with the customer's order.
48
That tells us where to look, but compare it with two items are missing from the customer's order,
49
or the customer received eight items instead of ten.
50
I don't just know where the problem is, I know what went wrong.
51
Here's another one.
52
We're having an issue with the system.
53
That could mean almost anything.
54
Is it slow?
55
Is it offline?
56
Are people unable to log in?
57
Is information disappearing?
58
Compare it with, the system isn't saving new customer records.
59
Or, we can log in, but we can't submit new orders.
60
Those sentences give the listener something they can actually work with.
61
And the same thing happens with documents.
62
Instead of, there's a problem with the presentation.
63
You might say, the latest sales figures are missing from the presentation.
64
Instead of, there's an issue with the invoice, you might say, the invoice shows the wrong payment amount.
65
Instead of, we have a problem with the contract, you might say, the client received an older version of the contract.
66
So when you're under pressure, don't try to explain the entire history first.
67
Give the listener a clear starting point.
68
What exactly is wrong?
69
And notice that you don't need one special phrase to do this.
70
Sometimes there's an error in the report.
71
Sometimes we found a problem with the payment.
72
Sometimes the clearest sentence simply describes what isn't working.
73
The system isn't processing new orders or what's missing.
74
Two pages are missing from the contract, or what happened differently from what you expected.
75
The customer received the wrong product.
76
The phrase changes.
77
The communication job doesn't.
78
Make the actual problem easy to understand.
79
Let's go back to our report.
80
Your manager asks, what's happening with the report?
81
This time, you say, there's an error in the sales figures for the Asia region.
82
Your manager asks, what's happening with the report?
83
This time you say, there's an error in the sales figures for the Asia region.
84
Now listen to the manager's next question.
85
Okay, what does that mean for the report?
86
Can we still send it this afternoon?
87
And something has changed.
88
The manager understands the problem.
89
So they don't ask what exactly is wrong anymore?
90
They ask, what does this affect?
91
That's the next piece of information they actually need.
92
In this case, you might answer, not yet.
93
We need to correct the figures before we send it to the client.
94
There's an error in the sales figures for the Asia region, so we need to correct them before we send the report to the client.
95
That answer does more than describe the problem.
96
It tells your manager what the problem means for the work.
97
And sometimes that consequence is exactly what the listener cares about most.
98
Imagine the ordering system stops working.
99
You tell your manager, the system isn't allowing us to submit new purchase orders.
100
They may immediately ask, can the team keep working?
101
They can continue preparing the orders, but they can't submit anything until the system is back online.
102
That gives us a much clearer picture than, the system is down, some work can continue, one specific part cannot.
103
That distinction matters to the person making decisions.
104
A supplier was supposed to deliver an important component today, but it won't arrive until tomorrow.
105
Your manager asks, does that affect production?
106
If the consequence is already clear, you can say, yes, production will start a day later than planned.
107
Or, yes, we'll have to move the start of production to tomorrow.
108
But what if you don't know that yet?
109
Maybe the production team has some flexibility in the schedule.
110
Then you shouldn't turn a possibility into a fact.
111
You could say, it may delay the start of production, but we're checking whether the team can adjust the schedule.
112
Same delivery problem, but the language changes because the impact itself isn't confirmed yet.
113
Let's stay with that idea for a moment because this happens all the time at work.
114
You may know exactly what went wrong without knowing exactly how serious it is yet.
115
Imagine several customer records suddenly disappear from an internal system.
116
David will be the manager and I'll be the employee explaining what we know so far.
117
What's going on?
118
Some customer records are missing from the system.
119
How many customers are affected?
120
We've confirmed 12 so far, but we're still checking the rest of the records.
121
Can the support team still respond to those customers?
122
Not fully.
123
They can see the recent messages, but they can't access the customer's account history.
124
Is this affecting all customer accounts?
125
We don't know yet.
126
At the moment, we've only confirmed the issue in those 12 accounts.
127
Let's step out of that conversation for a moment.
128
The employee didn't have a perfect answer to every question, but the situation was is still clear.
129
But the conversation is still clear.
130
They know the problem.
131
Some customer records are missing.
132
They know one confirmed effect.
133
The support team can't access the account history for those customers.
134
And when the wider impact isn't clear, they say so.
135
We don't know yet.
136
That's much more useful than guessing.
137
And it's also more useful than saying there's a big system problem.
138
Because big doesn't tell your manager what is actually affected.
139
And different problems affect the work in different ways.
140
the impact won't always be we can't do something.
141
Sometimes it's a delay.
142
The shipment is arriving tomorrow, so installation will have to move to Friday.
143
Sometimes someone else is waiting.
144
Finance hasn't approved the payment yet, so the supplier is still waiting.
145
Sometimes a deadline is at risk.
146
Two sections of the proposal still need to be revised, so we may not be ready for the 3 o'clock deadline.
147
And sometimes the work can continue, but only partly.
148
The team can keep preparing the orders, but they can't submit them yet.
149
That last distinction is especially useful.
150
Instead of automatically making every problem sound like everything has stopped, explain the real effect.
151
What can't happen?
152
What will be delayed?
153
Who is waiting?
154
What can still continue?
155
What might be at risk?
156
Let's give you a situation, but this time we won't give you the answer first.
157
Your team is preparing a presentation for a client meeting at 3 o'clock.
158
The presentation itself is finished, but the latest sales figures haven't been added yet.
159
Your manager asks, is the presentation ready?
160
What would you say?
161
You could say, not yet.
162
The latest sales figures are still missing, so we need to update the presentation before the client meeting.
163
That's one useful answer.
164
But imagine the figures aren't essential for the meeting.
165
The presentation can still be used without them.
166
Then your answer might be, the latest sales figures are still missing, but the rest of the presentation is ready, so we can still use it if necessary.
167
Same problem?
168
Different impact.
169
And that's why a useful problem explanation isn't just about learning a sentence pattern.
170
You have to understand what the problem actually changes in that situation.
171
This time, Elena is the manager, and I'm the employee.
172
Elena asks what's happening with the report, and I explain, there's an error in the sales figures for the Asia region,
173
so we need to correct them before we send the report to the client.
174
Then the manager asks, OK, do we know why the figures are wrong?
175
And this is where the conversation gets harder.
176
Sometimes the honest answer is yes, sometimes it's maybe, and sometimes it's simply not yet.
177
Let's stay with that question.
178
Do we know why the figures are wrong?
179
If you've already confirmed the cause, the answer is straightforward.
180
Imagine you checked the source files and found that an older file was imported by mistake.
181
You can say, yes, we found that an older data file was imported by mistake.
182
Or, the error was caused by an older data file being imported.
183
In that situation, there's no reason to sound uncertain.
184
You checked it.
185
You found the cause.
186
So you can state it clearly.
187
But imagine you're still investigating.
188
You notice that the problem appeared after this morning's data import, but you haven't confirmed the connection.
189
Listen to these two answers.
190
The data import caused the error.
191
And we think the error may be related to this morning's data import, but we're still checking.
192
The first answer gives your manager a fact.
193
The second gives your manager a possible explanation.
194
Let's hear how that uncertainty can sound in the conversation.
195
I'll ask the manager's questions, and Elena will answer as the employee.
196
So, was there a problem with the import?
197
Possibly.
198
The timing suggests there may be a connection, but we haven't confirmed it yet.
199
Could it be the source data instead?
200
Yes, that's also possible.
201
We're checking both the source file and the import process.
202
Back to the lesson.
203
That sounds much more like a real workplace conversation.
204
The employee isn't refusing to answer.
205
They're telling the manager where the investigation currently stands without pretending that a possibility is already a fact.
206
So if you're not sure, do you always have to say maybe?
207
No. You can make uncertainty clear in several natural ways, depending on what you actually know.
208
You might say, We think it may be related to the data import.
209
Or, One possibility is that the wrong file was imported.
210
Or, if you want to focus on the investigation rather than the theory, We're checking whether the problem happened during the import.
211
Different wording, same professional message.
212
I have a possible explanation, but I'm not presenting it as a confirmed fact.
213
But sometimes you don't even have a likely explanation yet.
214
Imagine a supplier delivery was due this morning.
215
It hasn't arrived.
216
You've checked the order details.
217
Everything looks correct.
218
The carrier hasn't responded yet.
219
Your manager asks, why is the delivery late?
220
What can you say?
221
You don't need to invent an answer.
222
You can say, we don't know the reason for the delay yet.
223
We've contacted the carrier and we're waiting for an update.
224
Or, the cause of the delay isn't clear yet.
225
We're following up with the carrier now.
226
Notice what makes those answers useful.
227
They don't stop at, I don't know.
228
They tell the listener, we don't know this yet, but this is what's happening to find out.
229
Let's try a different situation.
230
Several employees suddenly can't access an internal system.
231
Someone tells you, it probably happened because of last night's software update, but IT hasn't confirmed that.
232
Then your manager asks, what caused the system problem?
233
Which answer would you rather give?
234
The software update caused it, or it may be related to last night's software update, but IT is still investigating.
235
The first one sounds more certain, but if the information isn't confirmed, that confidence is misleading.
236
The second answer is actually more useful because it tells the manager what you think and how certain you are.
237
That's an important workplace habit.
238
Professional English isn't about sounding certain when you aren't.
239
It's about making the level of certainty clear.
240
Let's give you three situations.
241
Don't think about finding the most impressive phrase.
242
Decide first.
243
Do I know?
244
Do I suspect?
245
Or do I not know yet?
246
Situation 1.
247
A payment was rejected.
248
Finance checked it and confirmed that the bank account number was incorrect.
249
Here, you know.
250
You could say, the payment was rejected because the bank account number was incorrect.
251
Situation 2.
252
A report contains duplicate entries.
253
You think the same file may have been uploaded twice, but nobody has confirmed it yet.
254
Here, you suspect.
255
You could say, we think the file may have been uploaded twice, but we're still checking.
256
Or one possibility is that the same file was uploaded twice.
257
Situation 3.
258
A customer can't log in.
259
You've reported the issue to IT, but you have no information about the cause yet.
260
Here, you don't know.
261
You could say, we haven't identified the cause yet.
262
IT is looking into it now.
263
Same question.
264
Why did this happen?
265
Three very different answers.
266
Not because one is more advanced than another.
267
Because the information available to you is different.
268
Go back to our report.
269
This time, David will ask the manager's follow-up questions, and I'll answer as the employee.
270
The manager already knows the figures are wrong, and the cause is still uncertain.
271
Now listen to what they need next.
272
Okay, what are we doing to check it?
273
We're comparing the source file with the imported data now.
274
And if the source file is correct?
275
Then we'll check the import process next.
276
When will we know whether we can still send the report today?
277
We should know more by 2 o'clock.
278
I'll update you then, even if we're still investigating.
279
Let's step out of the conversation.
280
The communication job has changed again.
281
The manager no longer needs another explanation of the problem.
282
They know the problem.
283
They know the impact.
284
They know the cause hasn't been confirmed.
285
Now they need to know, what are you doing about it?
286
And when will I hear from you again?
287
That last answer gives the manager something important.
288
Not a promise that the problem will be fixed by 2 o'clock, but a clear time for the next update.
289
That last part matters.
290
The employee didn't say, we'll have the problem fixed by 2 o'clock.
291
They don't know that.
292
They said, I'll update you by 2 o'clock.
293
That is something they can actually commit to.
294
And what are we doing about it doesn't always mean your team is actively fixing something.
295
Go back to the delayed delivery.
296
You don't know why it's late and you're waiting for the carrier.
297
Your manager asks, what are we doing now?
298
You might say, we've contacted the carrier and asked for an updated delivery time.
299
I'll let you know as soon as they respond.
300
Or imagine finance hasn't approved a supplier payment.
301
You might say, I followed up with finance and asked them to review the payment.
302
I'll check again this afternoon if we haven't heard back.
303
Or there's a technical problem.
304
IT is investigating the issue now.
305
We're waiting for their findings before we make any changes.
306
Or there's a technical problem.
307
IT is investigating the issue now.
308
We're waiting for their findings before we make any changes is.
309
The action depends on the situation.
310
You might be checking something, correcting something, contacting someone, waiting for confirmation,
311
or escalating the issue to another team.
312
What matters is that the listener understands where things stand now.
313
And real problems don't always have one fixed next step.
314
Imagine an invoice has the wrong amount.
315
You're checking whether the the stake is in the original order or only in the invoice.
316
Your manager asks, what happens next?
317
You could say, we're checking the original order first.
318
If the order is correct, we'll issue a new invoice.
319
If the amount is wrong there too, we'll need to confirm the correct price with sales.
320
That's much more useful than simply saying, we're working on it.
321
Because now the listener understands how the next step depends on what you find.
322
Imagine IT is investigating a system problem.
323
Your manager asks, will it be fixed by noon?
324
You don't know.
325
There are several ways you could respond.
326
If IT has given you a realistic estimate, they expect to have it fixed by noon.
327
If they only expect more information, IT expects to have an update by noon.
328
And if even that timing isn't certain, I can't confirm when it'll be fixed yet, but I'll update you again at noon.
329
Those answers sound similar, but they make very different commitments.
330
A fix by noon, more information by noon, an update from you by noon.
331
Choose the one the situation actually supports.
332
We've been building this report situation piece by piece.
333
Now listen to the whole exchange without the teaching interruptions.
334
This time, Elena is the manager and I'm the employee.
335
Just follow how the questions move the explanation forward.
336
What's happening with the report?
337
There's an error in the sales figures for the Asia region, so we need to correct them before we send the report to the client.
338
Do we know why the figures are wrong?
339
Not yet.
340
We think it may be related to this morning's data import, but we haven't confirmed that.
341
What are we checking?
342
We're comparing the source file with the imported data first.
343
If that's correct, we'll check the import process next.
344
Are we still likely to send the report today?
345
Possibly.
346
If we only need to correct the report, we should still be able to send it this afternoon.
347
We're still checking how much of the data is affected.
348
Okay, when will you know more?
349
I'll update you by 2 o'clock, even if we're still investigating.
350
All right.
351
Let me know sooner if anything changes. Will do.
352
Let's come back to the lesson.
353
Notice what didn't happen in that conversation.
354
The employee didn't give one enormous answer containing every detail they knew.
355
The information came out as the manager needed it.
356
And the employee didn't have all the answers.
357
They couldn't explain the cause with certainty.
358
They couldn't guarantee the report would go out on time.
359
But they could still communicate clearly what was wrong, what it affected, what was known and still uncertain,
360
what they were checking, and when the manager would hear more.
361
That's the real goal.
362
Not to make every problem explanation longer, not to force every situation into one perfect four-sentence answer,
363
but to help the other person understand what they need to know as the situation develops.
364
So far, we've worked through one report problem together.
365
Now let's see whether the same communication skill still works
366
when the situation is different and when nobody guides you through it one piece at a time.
367
This time, a customer has received an incorrect invoice.
368
The customer is waiting, and your manager wants an explanation.
369
Just listen to what happens.
370
David will be the manager and I'll be the employee explaining the invoice problem.
371
What's going on with the Harrison invoice?
372
The invoice shows $4,800, but the approved order is for $4,200.
373
The customer noticed the difference before making the payment.
374
Do we know where the wrong amount came from?
375
Yes.
376
I checked the order this morning.
377
The invoice was created using the previous price.
378
Has Finance corrected it?
379
They're preparing a new invoice now.
380
I've asked them to send it to me first so I can check the amount before it goes back to the customer.
381
How soon can we get it to them?
382
Finance expects to have it ready within the hour.
383
If everything is correct, I'll send it immediately and confirm with the customer.
384
Okay.
385
Keep me posted if there's any further delay.
386
I will.
387
Let's look at what made that conversation work.
388
It was easier than the report situation in one important way.
389
The employee knew the cause.
390
They had checked the order so they could say clearly the invoice was created using the previous price price.
391
And the employee also gave the impact naturally, even though the manager never asked, what is the impact?
392
The customer noticed the difference before making the payment.
393
That tells the manager the invoice is wrong, but the customer hasn't paid the wrong amount.
394
From there, the conversation can move forward to what matters next, correcting the invoice and getting the right version to the customer.
395
Imagine the same employee walks back to their desk.
396
A colleague asks, has the Harrison invoice been sorted out?
397
Do they need to repeat the entire conversation?
398
Probably not.
399
They could simply say, finance is correcting it now.
400
I'm going to check the new invoice before we send it back to the customer.
401
That's enough for that question.
402
A clear structure helps you organize information.
403
It doesn't mean you have to say everything you know every time someone asks about the problem.
404
Let's make this harder.
405
Imagine you work for a company that supplies equipment to business customers.
406
One of your customers is expecting 20 units today, but only 15 arrive.
407
The customer needs all 20 for an installation tomorrow morning.
408
You contact the supplier, but at first you don't know what happened to the missing five units.
409
Then your manager calls.
410
For this case, Elena will ask the manager's questions, and I'll answer is the employee.
411
I just saw the message about the Carter delivery.
412
What happened?
413
Only 15 of the 20 units arrived, so the customer is still missing five units for tomorrow's installation.
414
Do we know where the other five are?
415
Not yet.
416
The supplier is checking the shipment now.
417
Can they send the missing units today?
418
They haven't confirmed that yet.
419
I've asked them to check whether the units were left at the warehouse or shipped separately.
420
And if they can't deliver them today?
421
Then we'll need to see whether we can supply the five units from our local stock.
422
I'm checking that option as well.
423
Does the customer know?
424
They know that five units are missing.
425
I told them we're checking the fastest way to get the remaining units to them, but I haven't promised a delivery time yet.
426
When are you expecting to hear from the supplier?
427
They said they'd come back to me within 30 minutes.
428
I'll update you as soon as I hear from them.
429
30 minutes pass, and the situation changes.
430
The supplier calls back.
431
They found the missing units.
432
But there's another problem.
433
The units are still at their warehouse, and the normal delivery service can't get them to the customer until tomorrow afternoon.
434
The installation starts tomorrow morning.
435
I'm still the manager, and David is still the employee.
436
Here's the follow-up conversation.
437
Any news?
438
Yes, the supplier found the missing five units.
439
They were left at the warehouse.
440
Can they get them to the customer tonight?
441
Not through their normal delivery service.
442
The earliest standard delivery is tomorrow afternoon.
443
That's too late.
444
What about our local stock?
445
We have five units available.
446
I'm checking whether we can arrange a same-day courier to the customer.
447
Have you told the customer yet?
448
Not about the new delivery option.
449
I want to confirm the courier first so I can give them something definite.
450
Makes sense.
451
Let me know as soon as you have confirmation.
452
I will.
453
Now let's step out of the roleplay and look at what changed between those two conversations.
454
At first, the cause was unknown.
455
Thirty minutes later, the missing units had been found, but that created a new problem.
456
The normal delivery would arrive too late.
457
So, the explanation had to change with the information.
458
The employee didn't keep repeating the first update, and they didn't turn possibilities into promises.
459
When the manager asked whether the missing units could arrive that day, the employee said they haven't confirmed that yet.
460
And when a possible career solution appeared, the employee still waited for confirmation before promising it to the customer.
461
That's what clear communication looks like when a situation is moving.
462
Keep confirmed information separate from possibility and update the explanation when the facts change.
463
This time, you answer before we do.
464
Imagine you work in an HR operations team.
465
Employees need to submit their monthly expense claims by the end of today.
466
This morning, the expense system stops accepting new submissions.
467
IT is investigating.
468
They think the issue may be connected to a system update from last night, but they haven't confirmed that.
469
And right now, you don't know whether the deadline will be extended.
470
Your manager asks, what's happening with the expense claims?
471
Pause here and answer as if you were speaking directly to your manager.
472
What does your manager need first?
473
Not the whole technical history.
474
Start with the actual problem.
475
A possible answer is, the expense system isn't accepting new submissions, so employees can't submit their claims at the moment.
476
Your manager asks, do we know what caused it?
477
What would you say?
478
You might say, IT thinks it may be related to last night's system update, but they haven't confirmed that yet.
479
Then your manager asks, are we extending the deadline?
480
Careful, you don't know.
481
What can you say without guessing?
482
For example, that hasn't been decided yet.
483
We're waiting to see how quickly the system can be restored.
484
Or, we haven't confirmed a deadline extension yet.
485
I'm checking that with HR.
486
And finally, when should we tell employees?
487
Now you need to explain what happens next.
488
You might say, I'll send an update as soon as we know whether the deadline is changing.
489
If the system is still down at noon, I'll send a short message to let employees know we're working on it.
490
Now hear one complete version without the help.
491
I'll be the manager and Elena will be the employee.
492
What's happening with the expense claims?
493
The expense system isn't accepting new submissions, so employees can't submit their claims at the moment.
494
Do we know what caused it?
495
IT thinks it may be related to last night's system update, but they haven't confirmed that yet.
496
Are we extending the deadline?
497
That hasn't been decided yet.
498
We're waiting to see how quickly the system can be restored, and I'm checking the deadline with HR.
499
When should we tell employees?
500
If the system is still down at noon, I'll send an update to let them know what's happening.
501
I'll also tell them as soon as we have a decision on the deadline.
502
Okay.
503
Keep me updated.
504
I will.
505
Back to you.
506
If your answer was different from ours, that doesn't automatically mean it was wrong.
507
Ask yourself instead, did the listener understand the actual problem?
508
Did you explain the impact you knew about?
509
Did your language show clearly what was confirmed and what wasn't?
510
And to take away the examples, think of one real problem from your own work, something you might genuinely have to explain in English.
511
Now imagine your manager asks, what happened?
512
Give your answer before we guide you.
513
Take a few seconds and explain the situation in your own words.
514
When you're finished, check your answer against four questions.
515
Did the listener understand exactly what was wrong?
516
Did you explain the effect that mattered?
517
Did your language make it clear what was confirmed and what was still uncertain?
518
And did the listener know what was happening now or what would happen next?
519
You may not need all four pieces every time.
520
The situation decides how much information is useful.
521
If your answer felt too long, try it again and remove details the listener doesn't need.
522
If it felt too vague, make the problem or the impact more specific.
523
And if you caught yourself guessing, change the language so your level of certainty is honest.
524
Here's one complete example.
525
There's an error in the monthly sales report, so we can't send it to the client yet.
526
We think it may be related to the latest data import, but we're still checking.
527
We're reviewing the source figures now, and I'll update you as soon as we confirm the correct numbers.
528
And another situation may need much less.
529
The payment is still waiting for approval, so we can't send it to the supplier yet.
530
I've followed up with finance, and I'll let you know when it's approved.
531
The goal is not to force every problem into the same answer.
532
It's to give the listener the clear information they need for the situation you actually have.
533
So the next time someone asks you what happened, you don't need to wait until you have the whole story.
534
Start with what you know.
535
Be clear about what you don't know yet.
536
And help the other person understand what the situation means and what happens next.
537
That is what makes a problem explanation useful at work.
538
Not complicated English, but clear information that matches the reality of the situation.
539
Take one real problem from your own work and explain it once today.
540
Then try it again and make it clearer, more specific, and easier for the listener to follow.
541
Thanks for practicing with us today.
542
And we'll see you in the next lesson.
543
See you next time.
App herunterladen
Alles, was du zum fließenden Sprechen brauchst
KI-AussprachebewertungJeder Satz bewertet
IPA-TrainingJeden Laut meistern
WortschatzBaue deinen Wortschatz auf
VokabelspielSpielend lernen
Gleicher Kanal
B2How to Give a Clear Work Update in English | Business English Speaking Practice
Business EnglishWorking Adults
B13
Full Business English Shadowing Practice | Speak English Fluently at Work
Business EnglishWorking Adults
C1How to Speak Diplomatically in Business English | Real Workplace Communication
Business EnglishWorking Adults
FOR YOU
Empfohlenes Video
B21
169 Sätze
開會時老闆突然點名我，我腦子瞬間一片空白｜Real Life Meeting English
Business EnglishInterview EnglishDaily Conversation
B22
80 Sätze
What Are Your Career Goals? (How to ANSWER this TRICKY Interview QUESTION!)
Business EnglishInterview EnglishUniversity Students
B13
468 Sätze
The Secret to Explaining Your Opinions in English | English Podcast For Daily Conversations
Business EnglishInterview EnglishDaily Conversation
B25
67 Sätze
How to Explain Complex Accounting Problems to Anyone!
Business EnglishWorking Adults
B263
29 Sätze
Calling a Client to Explain a Project Delay
American AccentBusiness EnglishWorking Adults
B21
408 Sätze
English for Problems at Work — Raise Issues Without Sounding Negative
Business EnglishWorking Adults
B25
960 Sätze
How to explain a project you workede on in 30 Minutes | Business English Learning
Business EnglishInterview EnglishWorking Adults
B21
62 Sätze
Speaking about Jobs in English for Advanced English Conversation
Business EnglishInterview EnglishUniversity Students
B2199
22 Sätze
Quick English Shadowing Practice
Business EnglishDaily ConversationWorking Adults
B22
101 Sätze
What to say in your daily standup
Business EnglishDaily ConversationWorking Adults
B24
877 Sätze
Business Meeting. Speak like a professional | Business English Conversations
Business EnglishInterview EnglishDaily Conversation
B22
230 Sätze
Job Interview in English | Talking About Your Weaknesses
Business EnglishInterview EnglishWorking Adults
Wortschatz und Sprechhinweise zu dieser Lektion
Diese Sprechübung auf Niveau B2 basiert auf dem Video „How to Explain a Problem at Work in English“. Diese Wörter kommen am häufigsten vor: manager, answer, customer, employee, situation. Dieses Video enthält 543 Sätze und 5164 Wörter zum Nachsprechen. Der gesprochene Teil dauert 35:00. Der Sprecher spricht gleichmäßig mit etwa 148 Wörtern pro Minute – ein angenehmes Tempo fürs Shadowing. 89 % der Wörter gehören zu den 3.000 häufigsten im Englischen, der Wortschatz ist also leicht zu verfolgen. 98 der 543 Sätze sind Fragen – gut, um Frageintonation und kurze Antworten zu üben.
Wichtiger Wortschatz in diesem Video
Die 15 anspruchsvollsten Wörter aus dem Video, mit Aussprache und Bedeutung:
| Wort | Aussprache | Bedeutung |
|---|---|---|
| import Substantiv | /ˈɪm.pɔɹt/ | Importware, Importgut |
| invoice Substantiv | /ˈɪnˌvɔɪs/ | Rechnung, Faktura |
| listener Substantiv | /ˈlɪs(ə)nɚ/ | Zuhörer, Zuhörerin |
| supplier Substantiv | /səˈplaɪə/ | Lieferant, Lieferantin |
| noon Substantiv | /nun/ | Mittag |
| deadline Substantiv | /ˈdɛdˌlaɪn/ | Stichtag, Frist |
| uncertain Adjektiv | /ʌnˈsɜɹ.tən/ | ungewiss, unsicher |
| approve Verb | /əˈpɹuːv/ | billigen, genehmigen |
| installation Substantiv | /ˌɪn.stəˈleɪ.ʃən/ | Installation |
| certainty Substantiv | /ˈsɝtn̩ti/ | Gewissheit |
| incorrect Adjektiv | /ˌɪn.kəˈɹɛkt/ | inkorrekt |
| upload Verb | /ˈʌpˌloʊd/ | hochladen, uploaden |
| submission Substantiv | /səbˈmɪʃən/ | Versand, Unterwerfung |
| warehouse Substantiv | /ˈwɛə(ɹ)haʊs/ | Lager, Lagerhaus |
| confirmation Substantiv | /ˌkɑn.fəɹˈmeɪ.ʃən/ | Bestätigung |
Phrasal Verbs, die du hören wirst
| Wort | Aussprache | Bedeutung |
|---|---|---|
| call back Verb | zurückrufen | |
| come out Verb | /ˌkʌm ˈaʊt/ | herauskommen |
| figure out Verb | herausfinden | |
| find out Verb | herausfinden, erfahren | |
| sort out Verb | klären | |
| take away Verb | /ˌteɪk əˈweɪ/ | wegnehmen |
| work out Verb | /ˌwɝk ˈaʊt/ | ausrechnen |
Sätze zum Wiederholen
Kurze, vollständige Sätze aus dem Video, die du im Alltag wiederverwenden kannst:
- Your manager comes over and asks, what's happening with the report?
- Your manager asks, what's happening with the report?
- Can we still send it this afternoon?
- Your manager asks, does that affect production?
- Your manager asks, what's happening with the expense claims?
Grammatik in diesem Video
Die Strukturen, die der Sprecher am häufigsten verwendet, mit den genauen Worten aus dem Video:
| Struktur | Im Video |
|---|---|
| Bedingungssätze if + Satz, will/would + Verb – eine Bedingung und ihre Folge | If the order is correct, we'll issue · If that's correct, we'll check · If everything is correct, I'll send |
| Present Perfect have/has + Partizip Perfekt – eine vergangene Handlung, die jetzt noch wichtig ist | You've heard · haven't explained · has changed |
| Passiv be + Partizip Perfekt – wichtig ist, was geschieht, nicht wer es tut | were imported · is buried · isn't confirmed |
Aussprache, auf die du achten solltest
Der Sprecher verwendet 199 Kurzformen und abgeschwächte Formen, zum Beispiel we're, don't, I'll. Sprich sie in der kurzen Form, so wie du sie hörst.
- Die Laute „sh“ und „zh“: installation /ˌɪn.stəˈleɪ.ʃən/, submission /səbˈmɪʃən/, confirmation /ˌkɑn.fəɹˈmeɪ.ʃən/, shipment /ˈʃɪpmənt/, distinction /dɪˈstɪŋkʃən/
- Lange Wörter – auf die Betonung achten: installation /ˌɪn.stəˈleɪ.ʃən/, confirmation /ˌkɑn.fəɹˈmeɪ.ʃən/, uncertainty /ʌnˈsɜːtənti/, interruption /ˌɪntəˈɹʌpʃən/, flexibility /ˌflɛksɪˈbɪlɪti/
Laute, die Deutschsprachigen schwerfallen:
- /w/ — mit runden Lippen, nicht wie das deutsche „w“ (/v/): warehouse /ˈwɛə(ɹ)haʊs/, workplace /ˈwɝkˌpleɪs/, consequence /ˈkɑn.sɪ.kwəns/, straightforward /ˌstɹeɪtˈfɔː(ɹ)wə(ɹ)d/
- Stimmhafter Auslaut — /b/, /d/, /g/, /z/, /v/ am Wortende nicht verhärten: approve /əˈpɹuːv/, upload /ˈʌpˌloʊd/, depend /dɪˈpɛnd/, mislead /mɪsˈliːd/, revise /ɹɪˈvaɪz/
- /dʒ/ — stimmhaft, nicht „tsch“: arrange /əˈɹeɪnd͡ʒ/, adjust /əˈd͡ʒʌst/, genuinely /ˈd͡ʒɛn.ju.ɪn.li/
So übst du mit diesem Video
- Höre dir das ganze Video einmal an, ohne zu sprechen, und notiere die Wörter, die du nicht kennst.
- Sprich Satz für Satz in normaler Geschwindigkeit nach und wiederhole jeden, bis dein Rhythmus zum Sprecher passt.
- Nimm dich auf und vergleiche mit dem Original; achte dabei auf Wörter wie import, invoice, listener.
Was ist die Shadowing-Technik?
Shadowing ist eine wissenschaftlich fundierte Sprachlerntechnik, die ursprünglich für die professionelle Dolmetscherausbildung entwickelt und durch den Polyglotten Dr. Alexander Arguelles populär gemacht wurde. Die Methode ist einfach aber wirkungsvoll: Du hörst englisches Audio von Muttersprachlern und wiederholst es sofort laut — wie ein Schatten, der dem Sprecher mit nur 1–2 Sekunden Verzögerung folgt. Anders als passives Hören oder Grammatikübungen zwingt Shadowing dein Gehirn und deine Mundmuskulatur, gleichzeitig echte Sprachmuster zu verarbeiten und zu reproduzieren. Studien zeigen, dass es Aussprachegenauigkeit, Intonation, Rhythmus, verbundene Sprache, Hörverständnis und Sprechflüssigkeit signifikant verbessert — was es zu einer der effektivsten Methoden für die IELTS Speaking-Vorbereitung und reale englische Kommunikation macht.