Shadowing-Übung: Speak Up in Important Meetings (Even When Put on the Spot) - Englisch Sprechen Lernen mit YouTube

Have you ever walked out of a meeting and felt that little punch in your stomach?

⏸ Pausiert

Geschwindigkeit:

268 Sätze

Wenn Sätze zu kurz oder zu lang sind, klicke auf Edit, um sie anzupassen.

Have you ever walked out of a meeting and felt that little punch in your stomach?

Because you had it.

You had the sentence that could have saved everyone 10 minutes.

You were aware of the risk that no one else saw.

You had the clarification that would have stopped your team from moving and drifting into the wrong decision.

And yet, you didn't say it.

And then later, walking back to your desk,

making dinner, lying in bed,

your brain turns into a courtroom.

You start asking yourself, why didn't I speak up?

I should have said something.

I had it.

I literally had it.

Or sometimes you do speak up,

but it doesn't come out the way that you had imagined it in your head.

You might have spoken a little too quickly,

or you might have just gotten straight to the point,

or you might have over explained and it had a few too many caveats.

And then you replay it in your head for the next 48 hours asking yourself again,

why did I say it like that?

Now, if this sounds like you,

I want you to know this.

You don't have a communication problem,

but what you do have is a pressure execution problem.

In other words, you find it extremely challenging to communicate under pressure.

Because in other settings, you can absolutely communicate.

You know this.

Because you do this all the time.

In one-on-ones, you're very good at speaking.

In low-stakes, calm, normal meetings, you're able to speak.

But all of a sudden,

when it becomes a high-stakes meeting,

high-stakes conversation, something subtle shifts.

As soon as there's a senior leader in the room,

something happens to you where you start feeling as though you're being evaluated,

you're being tested, and then that changes the way that you communicate.

In other words, you feel as though you sound like you don't know what you're talking about.

And here's the thing, it's not as though you're new in your career.

You're not someone who's just joined the corporate world.

You've got 5, 10, 15,

maybe even 20 years of depth of expertise and experience.

You're the person that people rely on for substance,

to get the job done, to get the results.

But in the moments that decide perception,

the moments where leadership trust is built,

your delivery doesn't reflect your capability.

But not to worry, because by the end of this video,

you're going to have a simple structure that you can use mid-meeting in real time to make your thinking easy to follow,

even when your heart rate jumps.

And this isn't to get you to become louder or to become someone else.

It's actually to get you to become who you already are, a credible leader.

And as always, I'm going to teach it in a way that is authentic.

It's for people who hate fluff,

who hate the idea of fake it till you make it,

who don't want to perform.

And that's good because we're not performing.

We're learning how to execute under pressure.

And this reminds me of one of our clients who is shown here,

who before joining our Quiet to Confident program,

shared that she was overcome with anxiety

and her words weren't able to come out properly when she was speaking up in high stakes meetings.

Despite having taken Toastmasters classes and keynote presentation classes,

she knew how to present.

But for whatever reason, when it came time to speaking up in meetings,

to delivering presentations in front of senior leaders,

she was not able to do it in a way that was calm and confident.

But fortunately, after joining Quiet to Confident,

She's learned how to structure her thoughts,

how to become visible and speak up in an impactful way.

And today she's on her way to the next level in her career.

And she feels more confident than ever before.

And this is possible for you too.

By the way, if you're new here,

my name is Linda Rayner.

I am the author of the book,

The Quiet Achiever, Your Journey to Authentic Confidence,

which has become an Amazon bestseller in several countries.

And over the last decade,

I've coached thousands of high-performing corporate professionals to communicate with confidence that have allowed them to gain trust,

visibility, and career advancement.

And one of the biggest misconceptions that people have about my quiet achiever clients is that they're not experienced enough,

they're shy, or they're not articulate.

But that cannot be further from the truth.

And also, that's not who you are if you're watching this and identify with being a quiet achiever.

You have years of experience and it's now time to take

that experience and to learn how to translate it into visibility and influence.

Now, before we go deeper,

I want to give you something that you can use immediately.

Type the word confident in the comments down below

and I'll send you my speak up confidently in meetings PDF guide where you will learn the phrases,

the structure as to how you can speak up more confidently in your next meeting.

Now, to set the stage,

here is the context shift that you need to understand.

In most workplaces right now,

people don't get trusted with the bigger decisions because they happen to be the most competent.

They get trusted because their thinking is visible.

Now, we're not talking about visible as in self-promotion,

but more so visible in a meeting where people can follow the way they think.

Because it's in meetings where leaders often decide,

100

and this is subconsciously, who's strategic,

101

who can handle ambiguity, who can talk to stakeholders,

102

who can represent the team,

103

who's ready for more scope.

104

So when you freeze or you hold back or your message comes out muddy,

105

it's not just one awkward moment.

106

It's a missed reputation building moment.

107

And when that happens consistently,

108

people don't think, oh, you're humble.

109

They think, oh, you're not ready yet.

110

And I know you're feeling frustrated because you are ready.

111

But perception is formed in those types of moments.

112

And you deserve to learn a way to show up clearly in these moments that matter.

113

For example, you could probably relate to the story of one of our clients,

114

Ashley, who had been the go-to person at her company for years.

115

As an accounting manager, she was the expert behind the scenes.

116

She knew all the details.

117

But in leadership meetings, she'd often stay quiet or feel as though her ideas weren't landing.

118

Now, she had the technical expertise and her performance reviews reflected that.

119

But she wasn't being seen as that clear,

120

trusted voice in the room.

121

But once she stopped second-guessing every thought and got to the root of her challenges

122

and learned a clear structure on how to speak up confidently, everything changed.

123

Her communication became clearer, more strategic, and easier to follow.

124

And senior leaders started to take notice.

125

And that is why she is now on her way to advancement in her career.

126

And this shift is available for you too.

127

Now let's get into the three key reasons why this is happening for you if you're relating to Ashley's story.

128

Reason number one is that in high stakes moments,

129

your mind shifts from clarity to self-protection.

130

What's interesting is that you feel confident when you're in a one-on-one meeting.

131

You can present clearly if you've prepared fully.

132

And you can even speak at events or run a small workshop.

133

But as soon as you're put in a meeting where the stakes feel high,

134

where there's an executive or a VP in the room,

135

in the meeting with you,

136

where you feel as though you're being evaluated,

137

all of a sudden, something shifts within you.

138

Your body starts to react.

139

Your breathing changes.

140

Your heart starts to race.

141

Your chest tightens and your mind starts moving faster than your mouth or nothing happens and your mind just goes completely blank.

142

You completely blank out.

143

Now, what's actually happening is that your nervous system is doing exactly what it's designed to do,

144

which is to protect you from social threat.

145

Except in corporate moments, social threat sounds more like,

146

what if I sound unprepared?

147

What if I get challenged?

148

What if I lose my train of thought?

149

What if this impacts how they see me?

150

And when that happens, you don't need more motivation.

151

But what you do need is a structure that your brain can grab onto when you're not operating at 100%.

152

And that structure is something we'll discuss in just a bit.

153

Now reason number two why this is also challenging is because you think that being clear means saying everything.

154

High performers have this need to be accurate.

155

And so you think to yourself,

156

if I say this, I need to share all the details so they don't misunderstand.

157

And then you start giving all the details,

158

all the information, all of your technical expertise is shared in that moment.

159

And then what happens?

160

The room gets lost.

161

They get confused.

162

And it's not because your thinking or expertise or technical knowledge is wrong.

163

It's because the way that you are delivering your thinking is not packaged in a way

164

that people are able to listen and follow along with in meetings.

165

Senior leaders don't have time to reconstruct your logic.

166

They need you to hand them your logic in a clean sequence.

167

So your goal for your next meeting isn't to say more.

168

It's to say it in a way that's easy to follow.

169

And finally, the third reason why this is so challenging for you is

170

that you wait to be right instead of being followable.

171

And this is the sneaky one because you're trying to say the perfect thing.

172

So you wait, you refine it in your head,

173

you wait for it to be airtight.

174

But leadership communication isn't about being perfect.

175

It's about moving thinking forward.

176

So if you wait until you're 100% sure,

177

you almost always miss the window where your input could shape the decision.

178

Now, if you can relate to that,

179

don't judge yourself because that perfectionism is what has made you successful in the first place.

180

But in a meeting, perfectionism works against you.

181

Meetings reward momentum and clarity, not necessarily perfection.

182

So how do we address this?

183

What do we do next?

184

We're not here to change your personality.

185

I'm not here to tell you to just be confident.

186

Instead, I'm going to give you a structure that's going to help you in those moments,

187

even when your heart is pounding.

188

And this works even when you're put on the spot and even when you don't even have time to prepare.

189

And this structure is called OR.

190

O-A-R-R.

191

Here's what OR looks like.

192

O stands for observation.

193

You're going to discuss what's happening,

194

what you are observing, what you are seeing in this moment.

195

A stands for analysis.

196

You're going to describe what it means.

197

What are the implications of what you're observing?

198

On to R, which is recommendation.

199

Now you're going to state what we should do based on what you've observed and what it means.

200

And finally, you're going to tie it into the final R, which is result.

201

What is the outcome that your recommendation creates?

202

How does it tie to the bigger picture?

203

So let's make this ridiculously practical.

204

Imagine your team is debating an approach in a meeting.

205

The conversation is swirling.

206

People are sharing their opinions,

207

their ideas, their concerns, but no one is landing on a decision.

208

Your brain is tracking it.

209

You're noticing things and you're seeing the missing piece.

210

Here is how you're going to address this without necessarily giving a TED talk.

211

You're going to speak up and say,

212

first of all, what you are observing.

213

What I'm noticing is we're circling around the same point,

214

but we haven't landed on what decision we're actually making today.

215

From there, you're going to tell them your analysis or the implication.

216

What that tells me is we might leave this meeting with everyone thinking we agreed when we didn't.

217

Then you tell them what to do next.

218

My recommendation is we define the decision in one sentence

219

and assign an owner before we move on

220

and then you tell them the bigger result so

221

that we can leave this meeting aligned

222

and avoid re-litigating it next week that's it so do you hear how

223

that lands now this is not exactly how you're going to

224

speak in every single meeting this is just a very practical

225

way to use this framework it can be related to your

226

technical work to give an update to share an idea from a technical perspective

227

and only you really know how you're going to use this framework for yourself in your work

228

but do you see what it does it's not fancy

229

but it's followable it tells others

230

that i'm tracking i'm thinking i'm moving us forward whether you're

231

in operations it hr marketing product any of those teams

232

if you can make your thinking followable you will become more

233

influential this is just like one of our clients calvin who

234

before starting our program struggled to Share his ideas in a clear, influential, convincing way.

235

And once he learned how to tell the right stories,

236

how to structure them in a way that was going to convince the senior leaders that he was capable,

237

that he had the right approach,

238

that was when he was able to advance to the next level in his career.

239

And if you learn how to do this,

240

you'll be able to get the same results.

241

Now, don't forget, if you want to learn this exact approach,

242

feel free to type the word confident in the comments down below

243

and I'll send you my Speak Up Confidently in Meetings PDF guide where you'll get the phrases

244

and structure on how you can approach your next meeting in a confident, calm way.

245

Now, I want to close with something that I believe high performers need to hear,

246

especially if you've been carrying this quietly for years.

247

In a meeting, silence is often interpreted as uncertainty.

248

And I know that's not who you are.

249

You're careful.

250

You're precise.

251

You're thoughtful.

252

You're trying to add value.

253

You're not trying to add noise.

254

But leadership isn't only about accuracy.

255

In fact, leadership is more about clarity.

256

So your question isn't, can you speak more?

257

It's more about, can you make your thinking followable so that your team can move with you?

258

Because once you do that, something shifts.

259

People stop overlooking you.

260

They start turning to you for guidance.

261

They trust you with ambiguity.

262

They give you bigger scope.

263

They see you as leadership material.

264

And that's how your career accelerates and advances to the next level without you becoming someone that you're not.

265

Hope you enjoyed this.

266

Make sure to type confident in the comments down below,

267

and I'll send you the Speak Confidently in Meetings PDF guide,

268

and be sure to watch this video next for how to speak more confidently at work.

TRENDING

Beliebt

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.

☕ Kauf uns einen Kaffee

ShadowingEnglish bleibt 100% kostenlos dank deiner Unterstützung. Server- und KI-Kosten sind hoch — dein Kaffee hält uns am Laufen! 🙏

Über PayPal spenden

ShadowingEnglish.com – Englisch-Shadowing-Übung

Sprich fließend Englisch mit der Shadowing-Technik. Höre nativen YouTube-Videos zu, wiederhole Satz für Satz und baue echte Aussprache und Sprachflüssigkeit auf — weltweit von IELTS-Lernenden genutzt.

Shadowing-Übung: Speak Up in Important Meetings (Even When Put on the Spot) - Englisch Sprechen Lernen mit YouTube

Beliebt

Warum das Sprechen mit diesem Video üben?

Grammatik & Ausdrücke im Kontext

Gemeinsame Aussprachefallen

Was ist die Shadowing-Technik?

Shadowing-Übung: Speak Up in Important Meetings (Even When Put on the Spot) - Englisch Sprechen Lernen mit YouTube

App herunterladen

Warum das Sprechen mit diesem Video üben?

Grammatik & Ausdrücke im Kontext

Gemeinsame Aussprachefallen

Was ist die Shadowing-Technik?