Shadowing-Übung: Stop Being Quiet in Meetings: Speak Clearly at Work - Englisch Sprechen Lernen mit YouTube

Have you ever been in a situation where you're at work and your manager or a senior leader comes up to you,

⏸ Pausiert

Geschwindigkeit:

224 Sätze

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

Have you ever been in a situation where you're at work and your manager or a senior leader comes up to you,

asks you a question out of the blue,

and for some reason your mind just blanks out?

You find that it's in these impromptu conversations where you didn't get a chance to prepare ahead of time,

where when you're trying to give an answer,

you sound unclear, uncertain, and you're stumbling over your words.

And then what happens is once they walk away,

you, within a few minutes,

you realize that you do know the answer

and you're asking yourself why didn't I know it or say it properly when I had the chance.

If this has ever happened to you I want you to know you are not alone

and more importantly that there is a solution and a way out of

that fright or freeze mode

and today in this video I want to teach you how to stop freezing in conversations even

if you're not a natural talker,

even if English isn't your first language,

and even if you've always been the quiet one in your workplace.

And by the end of this video,

you're going to have a simple framework that will help you to share your progress updates,

to share your insights, your recommendations in any conversation,

in any meeting, in a calm, confident way.

And by doing this often enough,

you'll be seen as going from invisible to influential so that you can get promoted to the next level in your career.

And as someone who has struggled with my own confidence and communication issues early on in my corporate career,

I have now since helped thousands of professionals to advance and move up in their careers.

And I have seen this transformation over and over.

Just like my client Iris,

who initially went from anxious and feeling self-doubt

and not sure of how she was showing up at work

to now being seen as the go-to leader in her organization

or like my client who once felt powerless

and super anxious in meetings to now having clarity

and intention every time she walks into a meeting knowing what she's going to say

and becoming more and more visible on a daily basis.

Now before we dive in I have compiled all of these steps

that I'm sharing with you today in my speak confidently in meetings pdf guide.

You just have to put in the word confident in the comments below

and we'll be sure to send you the link so

that you can have the step-by-step strategy

and framework on how you can deliver a clear and confident work progress update in your next meeting.

So firstly, let's talk about the number one mistake that you're making that's causing you to freeze up in conversations at work.

And that is you are too focused on yourself.

Many corporate professionals make the mistake of focusing on themselves,

how they sound, how they look,

how people are perceiving them when they're speaking in a meeting.

And when you are only focused on yourself and you're only spotlighting yourself,

you are not able to articulate an idea or a thought

or a recommendation that will land to the other person across the table.

Because you're so focused on yourself.

You're thinking about yourself.

You're super self-conscious.

You're anxious.

You're nervous.

And that blocks your ability to come up with any fresh ideas,

any good opinions, any insights or perspective,

because again, you're too focused on yourself.

So instead of focusing on yourself,

you're now going to focus on having the right structure,

knowing the right structure, memorizing this structure so that every time that you want to say something in a meeting,

whether it's an update or sharing an idea or opinion,

you're going to be able to say it in a cohesive, logical, flowing way.

You're not going to just focus on yourself.

You're going to walk them through the journey of your thought process to the end result.

So let's start with step number one.

So step one to this method,

which is known as SAR,

is S, which is situation.

Situation means that you need to get everyone on the same ground,

on the same page.

Setting the context, getting everybody to understand what the situation is,

is the first step.

The most common mistake when it comes to giving updates for many corporate professionals is that they don't set the scene.

They don't talk about currently what's going on in the situation.

They just jump straight to their recommendation.

If you don't give people context and the lay of the land and understanding of what you're actually talking about,

they won't be able to follow along and buy into your idea or your recommendation.

So instead of jumping in with your data and your recommendations,

you want to lay out the landscape first.

Laying the landscape means talk about what's been going on since the last meeting.

What do people need to know to put things into context?

So for example, instead of saying we're behind schedule as your update,

you can say, as you know,

our main goal for this quarter is to launch the new product by March 31st. When we last checked in,

we were on track with development,

but in the last two weeks,

we've run into some unexpected hurdles.

Notice the details that are incorporated in that.

We're talking about what is this project about?

What is the impact?

What is the goal that we're trying to achieve?

What has been happening?

That's all laid out within those few sentences.

And notice the impact that you're making when you're speaking from this perspective.

You're able to get everyone on the same page,

you're speaking with authority, and you're giving everyone information and context

that they can understand so that they can follow along with your thought process and ultimately your recommendation.

The key to confident communication is first knowing how to paint the picture.

You're setting up the environment.

You're setting up the landscape.

100

You're making sure that everyone is on the same page and understands what you're talking about.

101

So that's step number one.

102

And by the way, if you're listening along and you're thinking,

103

okay, this sounds great and I really would love this all in writing,

104

then put in the word confident down in the comments below.

105

And don't forget to get a link to download my Speak

106

Confidently at Work free PDF guide that's going to give you the step-by-step framework,

107

the strategy and prompts that will help you to deliver your next update

108

or idea in your next meeting in a calm and confident way.

109

Again, confident down in the comments down below.

110

All right, so step two of the SAR framework is action or analysis.

111

Now, this is pretty self-explanatory.

112

This is where you're going to either talk about the action steps

113

that you took related to this situation or project or assignment,

114

or you're going to talk about the analysis that you did related to this project or assignment,

115

or you might incorporate a little bit of both.

116

This is the step that I took.

117

This is the analysis that I did.

118

Now, bear in mind, you don't want to make the mistake of being overly detailed.

119

This is where many corporate professionals who are hard workers,

120

high achievers, they get people confused because they get too much into the technical details,

121

the data, the analysis, the action steps that people lose their attention.

122

You lose people's attention.

123

You aren't able to engage with them.

124

They are lost.

125

They're confused.

126

And that's the last thing that you want to happen.

127

You want to make sure that people are able to follow along.

128

So you need to be able to speak from a high level.

129

What are the high level milestones?

130

What are the key phases of delivery that you went through?

131

What are the steps that you took that are at a high level?

132

Again, don't go into too much detail.

133

Just list them out briefly and make sure

134

that you're able to say it in a way that people are able to follow along.

135

They're able to visualize it and they're able to understand what you did from an action or analysis standpoint.

136

Remember, people want clarity, not a data dump.

137

Don't give everyone a list of facts.

138

You just want to walk them through a storyline.

139

So to continue our example,

140

you could say, to address the delays,

141

we set up daily check-ins with our developers and revise the timeline to prioritize testing.

142

We also flag the supplier issue with procurement so there wouldn't be further holdups.

143

That's it.

144

Just a few sentences, direct and to the point.

145

And here's the thing.

146

If you're not feeling as though you're giving enough detail,

147

you can say that.

148

You can say, if anyone wants a little bit more detail about how I did this,

149

I'm happy to clarify.

150

Just let me know.

151

You can say that in the meeting without going into the details right away.

152

You can let other people ask you.

153

So start off high level and let the conversation flow.

154

The questions come in and that's where you can showcase your expertise.

155

It's much better for you to do it

156

that way than for you to just dump people with all the information without them asking for it.

157

People are going to be much more engaged and they're going to be much more interested in what you have to say.

158

This is actually something that I've learned for myself in the work that I do,

159

coaching corporate professionals in their leadership and communication skills.

160

I've realized that you guys don't want every single little detail upfront.

161

You want to understand at a high level what the process is.

162

And from there, you ask me questions and I'm able to then give you the backup,

163

up the proof and the evidence so that you can further understand the concept.

164

That I find from a coaching perspective,

165

from a teaching perspective is so much more helpful because there's that back and forth.

166

And so the same goes in the workplace.

167

If you can engage people in conversation with you,

168

get them to ask you questions

169

that helps you to be seen more as the expert because you're able to really speak to what they're talking about,

170

what they're wanting to know from you.

171

Now, the third step of the SAR framework is R,

172

which stands for recommendation and result.

173

So you either close with your recommendation or the result if you're giving an update,

174

or you give a little bit of both.

175

Recommendation is the idea or the path that you suggest,

176

and the result is the impact that's going to make.

177

Always think bigger picture.

178

What does your recommendation do for the bigger picture goal that the team or the organization has?

179

You want to tie it into that bigger picture so

180

that people can be convinced that your particular recommendation is the best one.

181

So as for our example,

182

you could say, as a result,

183

we expect to recover our timeline and still hit our launch date.

184

I recommend we keep the daily check-ins until we're through this sprint.

185

Now, if you're just giving a pure update,

186

then you're going to talk about the result of the work that you've done.

187

So you could say the actions we took helped us clear the backlog

188

and our customer response times have already improved by 15%.

189

Don't shy away from stating the quantifiable impact.

190

This is how leaders speak.

191

You've already gone through the process of stating the situation,

192

giving them the context.

193

Then you've walked them through the analysis and the action steps.

194

And from there, you're telling them their recommendation you're telling them the results

195

that it's going to have on the bigger picture goal why

196

would they not want to follow along with what you have to say

197

that is how you deliver and speak up in a way

198

that is calm that is confident that is composed in any situation

199

and finally step four is to invite engagement

200

so don't just state what you have to say

201

but create the conversation make sure that it keeps it going

202

so you're going to say i'd love to provide any more detail if anyone has any questions,

203

let me know and open the floor up to questions.

204

Now, if this isn't in a meeting,

205

but this is more of a one-on-one conversation,

206

you wouldn't necessarily say it like that.

207

Instead, you would say, what are your thoughts?

208

And you allow that other person to share their piece.

209

That is how you create conversation.

210

That's how you deepen bonds and relationships at work, work relationships.

211

And that's how you create visibility for yourself.

212

It doesn't matter if you are the most junior person,

213

and it does not matter if you're new to the organization.

214

you can go from freezing up to speaking up if you follow the right structure and strategy.

215

So if you want this exact framework

216

and strategy in your pocket every single day so that you can use it in every meeting that you're going to attend,

217

make sure that you write in the comments the word confident

218

so that you can get the link to my speak confidently in meetings PDF guide where you will get the exact steps,

219

prompts, and phrases to help you give and deliver a clear and confident update in your next meeting.

220

The more that you can communicate with confidence and use these tools,

221

the more that you realize how your presence is powerful.

222

And that is what's going to help you to be seen and recognized for those next level of promotions.

223

So if you want more tips on how to communicate confidently at work after this video,

224

make sure you click on this video next.

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: Stop Being Quiet in Meetings: Speak Clearly at Work - Englisch Sprechen Lernen mit YouTube

Beliebt

Kontext & Hintergrund

Top 5 Phrasen für die tägliche Kommunikation

Schritt-für-Schritt Shadowing-Anleitung

Was ist die Shadowing-Technik?

Shadowing-Übung: Stop Being Quiet in Meetings: Speak Clearly at Work - Englisch Sprechen Lernen mit YouTube

App herunterladen

Kontext & Hintergrund

Top 5 Phrasen für die tägliche Kommunikation

Schritt-für-Schritt Shadowing-Anleitung

Was ist die Shadowing-Technik?