Shadowing Practice: The Huge Cost of Always Hiring From Outside - Learn English Speaking with Video
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Sometimes it's best to bring someone in from outside.
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For example: when you need to lead a major performance turnaround, or a culture transformation.
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This is because you already understand the principle that the people who built the house can't renovate it.
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But more often, it's better to grow talent from within.
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you Welcome to Moments with Marty.
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Your short, sharp shot of Leadership Insight
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to help you to stay on track between our weekly episodes of the No Bullshit Leadership podcast.
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Thank you.
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In these days of competitive labour markets, greater employee mobility and increasing recruitment costs,
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our emphasis has to be on growing talent from within.
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This requires a razor -sharp focus on performance, potential and capability development.
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Sometimes it's best to bring someone in from outside.
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For example: when you need to lead a major performance turnaround, or a culture transformation.
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This is because you already understand the principle that the people who built the house can't renovate it.
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But more often, it's better to grow talent from within.
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Why?
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Because you know the individuals you're dealing with.
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Any promotion decision is inherently lower risk You can be more surgical about which skills,
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capabilities and behaviours you need in order to build a culture of performance.
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And, you can motivate your people by showing them that they don't have to go to another company in order
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to advance their career.
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um A systematic talent management process looks at five key components.
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Four of the five components are assessed at the individual level, And the final one is a comparative assessment that rates your internal talent in relative terms.
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The rigorous assessment is generally confined to leaders not individual contributors.
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The first element, is the behavioural assessment.
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An emphasis on behaviour is critical if you want to avoid Talented Jerk Syndrome.
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Everyone watches your promotion decisions.
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If you promote someone who behaves badly, or isn't aligned to the company values and culture, what message are you really sending?
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The second element, is a broad -based assessment against the performance standard for that leadership level.
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for example, team leader or GM or executive.
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This assessment rates a leader's performance in each of the categories that your company deems to be important.
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So most companies would assess their leaders on their commercial and financial performance, of course.
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But in an industrial business, for example, they might also be assessed on their safety leadership.
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The third element is short -term deliverables, which are variously called KPIs or KRAs or MBOs.
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These are normally annual targets that are set to achieve specific outcomes.
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Now this is what most businesses call performance management.
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Did this person achieve their KPIs or not?
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Thank you.
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KPIs are useful, but they have their limitations.
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so they can only really be viewed within the context of the other four talent management components.
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The fourth element is the development plan.
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This is where you help every leader to think about what they need to do to progress to the next level.
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or If they're newly promoted, to attain a level of excellence in their current role.
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People need to know they have a future development path if they have any ambition to progress in your company.
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Now the final element The comparative element is the nine box.
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This is where you map every leader in the business on a grid in order to compare their performance and their potential.
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It enables you to see the relativity of your talent so that you can plan their development paths methodically.
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A key rule here is that there is no potential without first being able to verify demonstrated performance.
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Thank you.
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Nurturing your talent requires deliberate methodical assessment and management of your people.
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But if you're not doing this, What are you doing that's more critical?
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to the long -term success of your business.
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Um, For more depth on this insight, have a listen to episode 231 of the No Bullshit Leadership podcast.
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Talent Management.
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We'll leave a link in the show notes.
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I really hope you enjoyed this moment and that gives you that extra little spark, to be a no bullshit leader.
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Thank you you
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Vocabulario y notas de pronunciación para esta lección
Esta lección de conversación de nivel C1 se basa en el vídeo “The Huge Cost of Always Hiring From Outside”. Las palabras que más se repiten: performance, talent, element, assessment, leader. Este vídeo tiene 57 frases y 696 palabras para practicar shadowing. La parte hablada dura 4:58. El hablante mantiene un ritmo constante de unas 140 palabras por minuto, cómodo para el shadowing. El 83 % de las palabras está entre las 3.000 más comunes del inglés; conviene repasar el resto antes de empezar.
Vocabulario clave de este vídeo
Las 15 palabras más avanzadas del vídeo, con su pronunciación y significado:
| Palabra | Pronunciación | Significado |
|---|---|---|
| assess verbo | /əˈsɛs/ | evaluar, estimar |
| renovate verbo | /ˈɹɛn.ə.veɪt/ | renovar, remozar |
| comparative adjetivo | /kəmˈpæɹətɪv/ | comparativo |
| confine verbo | /ˈkɑnfaɪn/ | confinar, encorsetar |
| methodical adjetivo | /mɪˈθɑdɪkəl/ | metódico |
| methodically adverbio | /mɪˈθɑdɪkəli/ | metódicamente |
| nurture sustantivo | /ˈnɜːɹ.t͡ʃəɹ/ | crianza, criación |
| relativity sustantivo | /ɹɛl.əˈtɪv.ɪ.ti/ | relatividad |
| inherently adverbio | /ɪnˈhɛɹəntli/ | inherentemente |
| motivate verbo | /ˈmoʊ.tɪ.veɪt/ | motivar |
| attain verbo | /əˈteɪn/ | alcanzar, conseguir |
| align verbo | /əˈlaɪn/ | alinearse, alinear |
| rigorous adjetivo | /ˈɹɪɡəɹəs/ | riguroso, rigoroso |
| limitation sustantivo | /lɪmɪˈteɪʃən/ | limitación |
| razor sustantivo | /ˈɹeɪzɚ/ | navaja, yen |
Gramática en este vídeo
Las estructuras que más usa el hablante, con las palabras exactas del vídeo:
| Estructura | En el vídeo |
|---|---|
| Voz pasiva be + participio pasado — importa lo que ocurre, no quién lo hace | are assessed · isn't aligned · be assessed |
| Oraciones de relativo who / which + oración — información extra sobre una persona o cosa | people who built · someone who behaves · deliverables, which are |
Pronunciación a tener en cuenta
El hablante usa 8 contracciones y formas reducidas, como can't, you're, don't. Dilas en su forma corta, tal como las oyes.
- Los sonidos de “th”: methodical /mɪˈθɑdɪkəl/, methodically /mɪˈθɑdɪkəli/
- Los sonidos de “sh” y “zh”: limitation /lɪmɪˈteɪʃən/, ambition /æmˈbɪʃ.ən/
- Palabras largas — cuida el acento: comparative /kəmˈpæɹətɪv/, capability /ˌkeɪ.pəˈbɪl.ɪ.ti/, deliverable /dɪˈlɪvɹəbəɫ/, methodical /mɪˈθɑdɪkəl/, methodically /mɪˈθɑdɪkəli/
Cómo practicar con este vídeo
- Escucha el vídeo entero una vez sin hablar y anota las palabras que no conoces.
- Haz shadowing frase por frase a velocidad normal, repitiendo cada una hasta que tu ritmo coincida con el del hablante.
- Grábate y compara con el original, prestando atención a palabras como assess, renovate, comparative.
¿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.