Shadowing Practice: If Your Team Never Fails, It Isn’t Learning - Learn English Speaking with Video
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RON FRIEDMAN: Over the last few years, my team and I have done a deep dive on what high performing teams do differently. We surveyed thousands of workers, and asked them two key questions about their teams. Number one, how effective is your team at meeting its goals? And number two is, compared to other teams in your industry, how would you rate your team's performance?
RON FRIEDMAN: En los últimos años, mi equipo y yo hemos analizado en profundidad qué hacen diferente los equipos de alto rendimiento. Encuestamos a miles de trabajadores y les hicimos dos preguntas clave sobre sus equipos. Primero, ¿qué tan eficaz es su equipo para alcanzar sus objetivos? Y segundo, en comparación con otros equipos de su sector, ¿cómo calificaría el rendimiento de su equipo?
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Then we took the teams with a perfect score, a very tiny group we call super teams, and looked at what are the super teams doing differently on a day-to-day basis? And we looked at everything from how they structure their day, to how they run their meetings, to even how they recover in the evenings and weekends. The patterns were striking.
Luego, seleccionamos a los equipos con la puntuación perfecta, un grupo muy reducido al que llamamos super equipos, y analizamos qué hacen diferente en su día a día. Examinamos todo, desde cómo organizan su jornada hasta cómo llevan a cabo sus reuniones, e incluso cómo se recuperan por las noches y los fines de semana. Los patrones fueron sorprendentes.
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Superteams share three key strengths. The first is they get more done by better managing their time, energy, and attention. The second is they don't just collaborate well, they actively make one another better. And the third is that they're not satisfied doing great work. They're constantly building their skills and improving over time.
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In today's discussion, what we're going to cover is the latter of the three strengths how super teams get better over time. At most companies, getting better is surprisingly difficult, and that's because improvement requires two things that most businesses are not particularly comfortable with-- and that is risk taking and failure. Trying something new often involves making mistakes.
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Unless the team feels comfortable making those mistakes, learning simply becomes impossible.
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There are a few tactics that I often see on superteams. The first is that they are constantly experimenting. The other thing that they are very high on, is they're very high on something called feedback seeking. And the third thing is that they reward innovation. And so we tend to see more people trying new things, because there's more of an opportunity for people who come up with new ideas to incorporate what they find into their career path.
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An experiment is a low, small risk test that allows your team to learn something new before committing to a decision. By definition, if you know it's going to work, it's not an experiment. You're exchanging efficiency for information. So even if it doesn't work out, even if the experiment is a failure, you're going to learn something that helps you improve in the future. I think that there are simple things that any leader can do to incorporate this learning and experimentation mindset, and part of it is having a weekly review of experiments that are ongoing, regardless of whether they were successful or failures. The idea is to socialize some of these findings so that people appreciate that this is something that is a routine way in which this team operates.
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One of the things we from the research is that 85% turns out to be a pretty good indicator. You're looking for 85% success. It tells you you're generally successful, but it also tells you you're failing a small portion of the time-- and that is suggestive of someone who is stretching, while still performing at a high level.
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One of the fascinating findings in our research on superteams is that the quantity of feedback that they receive on a regular basis is much higher than those on average teams. And part of it is because the leader is delivering feedback more frequently, and they're doing it in a way that is motivating rather than judgmental. But on superteams, people get more feedback from their colleagues. And it's not because their colleagues are pointing out mistakes that they're making.
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It's because they're sharing their work early, they're getting input from their colleagues, and they're making revisions before the work gets to the boss or to the client.
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There are a couple of things that leaders can do to get their team higher in feedback seeking. The first thing is, focus on the future, not the past. The second thing is, don't provide a laundry list of all the things they need to change.
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Focus on one small thing they can change to get better in the future.
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And the third thing is, when possible, try to make it a conversation. Don't just say, here's what I need you to do. Say, here's what I think might help in the future. What do you think? That's the kind of feedback that gets people feeling energized rather than judged.
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One of the things that superteams do really well is they reward innovation.
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And my favorite example of this is GM, the company that is best known for Post-Its and for Scotch Tape. They've been around for over 120 years. The question is, how do you create a company that is so effective for so long? One of their secrets is rewarding innovation.
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At 3M, they have a policy called the 30% rule. In order for a division to earn its bonus, at least 30% of its revenue must come from a product introduced in the last four years. And I love this approach, because it ensures that even if things are going well, your team will not coast, because they're constantly worried about what's next. One of the keys is rewarding intelligent failure. And what that refers is the idea that when someone takes a real risk and it doesn't work out, they get the same level of reward as someone whose experiment resulted in a giant success.
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I think unless you're seeing some degree of failure or setbacks, what it suggests is not that everything is going perfectly, but you're not stretching your skills or developing in an ongoing way. Part of what leaders need to let go of is the desire for perfection, and instead embrace the progress mentality-- and that requires portfolio thinking. You're going to have some degree of risk, and that's what's going to lead to ongoing improvement. But if you have no risk and everything is going perfectly, it doesn't mean you're getting everything right. It means you're falling behind.
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Vocabulario y notas de pronunciación para esta lección
Esta lección de conversación de nivel C1 se basa en el vídeo “If Your Team Never Fails, It Isn’t Learning”. Las palabras que más se repiten: feedback, superteams, experiment, failure, risk. Este vídeo tiene 17 frases y 1008 palabras para practicar shadowing. La parte hablada dura 5:29. El hablante habla rápido, unas 184 palabras por minuto, así que espera sonidos enlazados y reducidos. El 86 % de las palabras está entre las 3.000 más comunes del inglés; conviene repasar el resto antes de empezar. 5 de sus 17 frases son preguntas, así que sirve para practicar la entonación de las preguntas y las respuestas cortas.
Vocabulario clave de este vídeo
Las 15 palabras más avanzadas del vídeo, con su pronunciación y significado:
| Palabra | Pronunciación | Significado |
|---|---|---|
| colleague sustantivo | /ˈkɒliːɡ/ | colega, compañero |
| incorporate verbo | /ɪŋˈkɔɹ.pɚ.eɪt/ | incorporar |
| energize verbo | /ˈɛnəd͡ʒaɪz/ | jumpear |
| experimentation sustantivo | /ɪkˌspɛɹ.ə.mənˈteɪ.ʃən/ | experimentación |
| fascinate verbo | /ˈfæsɪneɪt/ | fascinar |
| judgmental adjetivo | /ˌd͡ʒʌd͡ʒˈmɛnt(ə)l/ | crítico, juzgador |
| setback sustantivo | /ˈsɛtbæk/ | contratiempo, descalabro |
| socialize verbo | /ˈsoʊʃəlaɪz/ | socializar, sociabilizarse |
| suggestive adjetivo | /sə(ɡ)ˈd͡ʒɛs.tɪv/ | sugestivo, sugerente |
| collaborate verbo | /kəˈlæb.ə.ɹeɪt/ | colaborar, coadyuvar |
| motivate verbo | /ˈmoʊ.tɪ.veɪt/ | motivar |
| mentality sustantivo | /mɛnˈtæləti/ | mentalidad |
| revision sustantivo | /ɹəˈvɪʒ.ən/ | revisión, edición |
| mindset sustantivo | /ˈmaɪn(d)ˌsɛt/ | mentalidad, actitud |
| indicator sustantivo | /ˈɪn.dɪˌkeɪ.tə(ɹ)/ | señalizador |
Phrasal verbs que vas a escuchar
| Palabra | Significado |
|---|---|
| come up with verbo | ingeniar, ingeniarse |
| fall behind verbo | atrasar |
| point out verbo | señalar, apuntar |
Frases que vale la pena repetir
Frases cortas y completas del vídeo que puedes reutilizar en la conversación diaria:
- Number one, how effective is your team at meeting its goals?
- You're exchanging efficiency for information.
- What do you think?
- It means you're falling behind.
Gramática en este vídeo
Las estructuras que más usa el hablante, con las palabras exactas del vídeo:
| Estructura | En el vídeo |
|---|---|
| Present perfect have/has + participio pasado — una acción pasada que sigue importando ahora | have done · They've been |
| Oraciones de relativo who / which + oración — información extra sobre una persona o cosa | people who come · someone who is |
Pronunciación a tener en cuenta
El hablante usa 27 contracciones y formas reducidas, como you're, they're, doesn't. Dilas en su forma corta, tal como las oyes.
- Los sonidos de “sh” y “zh”: experimentation /ɪkˌspɛɹ.ə.mənˈteɪ.ʃən/, socialize /ˈsoʊʃəlaɪz/, revision /ɹəˈvɪʒ.ən/, perfection /pɚˈfɛk.ʃən/
- Palabras largas — cuida el acento: incorporate /ɪŋˈkɔɹ.pɚ.eɪt/, experimentation /ɪkˌspɛɹ.ə.mənˈteɪ.ʃən/, collaborate /kəˈlæb.ə.ɹeɪt/, mentality /mɛnˈtæləti/, indicator /ˈɪn.dɪˌkeɪ.tə(ɹ)/
Sonidos difíciles para hispanohablantes:
- /v/ — no es /b/: los dientes tocan el labio inferior: suggestive /sə(ɡ)ˈd͡ʒɛs.tɪv/, motivate /ˈmoʊ.tɪ.veɪt/, revision /ɹəˈvɪʒ.ən/
- /z/ — sonora, no /s/: energize /ˈɛnəd͡ʒaɪz/, socialize /ˈsoʊʃəlaɪz/, surprisingly /səˈpɹaɪzɪŋli/
- /dʒ/ — no es la “y” ni la “ch”: energize /ˈɛnəd͡ʒaɪz/, judgmental /ˌd͡ʒʌd͡ʒˈmɛnt(ə)l/, suggestive /sə(ɡ)ˈd͡ʒɛs.tɪv/
Cómo practicar con este vídeo
- Escucha el vídeo entero una vez sin hablar y anota las palabras que no conoces.
- Empieza a velocidad 0,75×, haz shadowing frase por frase y vuelve a la velocidad normal cuando te resulte fácil.
- Grábate y compara con el original, prestando atención a palabras como colleague, incorporate, energize.
¿Qué es la Técnica de Shadowing?
Shadowing es una técnica de aprendizaje de idiomas respaldada por la ciencia, desarrollada originalmente para la formación de intérpretes profesionales y popularizada por el políglota Dr. Alexander Arguelles. El método es simple pero poderoso: escuchas audio en inglés nativo y lo repites en voz alta de inmediato, como una sombra que sigue al hablante con solo 1-2 segundos de retraso. A diferencia de la escucha pasiva o los ejercicios de gramática, el shadowing obliga a tu cerebro y músculos de la boca a procesar y reproducir simultáneamente patrones de habla reales. Las investigaciones muestran que mejora significativamente la precisión de la pronunciación, la entonación, el ritmo, el habla conectada, la comprensión auditiva y la fluidez al hablar, convirtiéndola en una de las metodologías más efectivas para la preparación del IELTS Speaking y la comunicación en inglés en el mundo real.