Shadowing Practice: Why Middle Management is the Hardest Job | Simon Sinek - Learn English Speaking with Video
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Middle management is the hardest job in any organization.
Los puestos de mando intermedio son los más difíciles en cualquier organización.
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Because when you're junior, your only job is really to do your job.
Porque cuando eres principiante, tu único trabajo es realmente hacer tu trabajo.
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That's it.
Eso es todo.
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And you get trained how to do your job.
Y te capacitan para que sepas cómo hacer tu trabajo.
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I mean, you all have to be licensed and go to school
Es decir, todos ustedes tienen que tener una licencia e ir a la escuela.
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and learn how to do the job of being an accountant.
y aprender a desempeñar el trabajo de contable.
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And if you're really good at it, you eventually get promoted.
Y si eres realmente bueno en ello, al final te ascienden.
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And you eventually get promoted to a position where you're now responsible for the people who do the job
Y con el tiempo te ascienden a un puesto donde ahora eres responsable de las personas que realizan el trabajo.
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you used to do but the problem is they don't give us any training how to do that.
Antes sí lo hacías, pero el problema es que no nos dan ninguna formación sobre cómo hacerlo.
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And senior people are thinking about entirely different things.
Y los altos cargos están pensando en cosas completamente diferentes.
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They're thinking about the firm, thinking about strategy.
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And the problem is
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that you have this middle group that's in this sort of weird mix where they have to be strategic
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but not majority strategic.
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And they have to be tactical but they're not majority tactical.
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And they have to translate what's going up here to down there and down here to up here.
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And most things break in the middle because I'll meet firms where the leadership's amazing, and they're visionary, and they care about people,
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and they want to do the right thing, and then I go down to the front line, and they're like, yeah, this place is the worst.
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And so I'm like, what happened between here and there?
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And it's the middle.
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Most things break in the middle.
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And so I think there are two factors.
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One is we don't train people how to lead, right?
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So as I said before, when we're junior, we have to know what to do we just do our jobs,
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we have to be good at it, and as we become leaders in this middle management, we're now transitioning to this job,
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we're now responsible for the people who do the job we used to do, but nobody is teaching us listening, nobody is teaching us communication skills,
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nobody is teaching us effective confrontation, nobody is teaching us how to give and receive feedback, nobody is actually teaching us leadership.
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So this is why we get managers and not leaders,
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and you would never ask somebody to do anything in accounting without showing them how to do it, ever.
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bad idea, right?
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So why on earth do we think
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that we can just promote someone to a leadership position
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and expect that they know what to do without showing them how to do it?
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So that's problem number one, is the total vacuum in some cases,
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or just really minimal amounts of leadership training.
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And it needs to be robust.
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The other problem that I come across very often is I get some really wonderful self -taught leaders in middle management.
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They're reading books.
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They're going to conferences themselves.
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They're watching TED Talks.
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I mean, they're students of leadership.
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They have mentors.
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I mean, they're really making a go of it.
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And they complain that the senior management, all they care about is the quarterly earnings.
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And so the problem we have there is they're trying so hard to do the right thing, but management really doesn't care.
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So that's the opposite, right?
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And in those cases, I generally recommend that the right thing to do, I mean, quitting is always an option,
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but that's not necessarily the best option or the first option.
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But I always recommend to be the leader you wish you had, which is, I get the question, it is one of the,
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if not the most common question I get, which is, what do I do when I'm trying to do the right thing
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and my boss or my boss's boss or my boss's boss's boss just don't get it, you know?
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All they care about is money before people.
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And the answer is you can't control what you can't control,
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so worry about the people around you worry about the people to the sides of you, a level below you, even a level above you,
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and you be the leader you wish you had.
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And what you start to find in those pockets is these magical little diamonds in the rough appear.
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We worked with a large technology company, and we worked with a group where that's exactly what we did.
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We developed this whole leadership thing just for this little group in the middle.
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And yes, they started to do better, and their numbers went better, and the group expanded, and blah,
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blah, blah, all the things you'd expect to happen.
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But one thing we didn't expect is that the phone started ringing off the hook from other people in the firm asking,
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can I get a job in your group?
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Because when the people who worked in this group would go out for lunch with their friends who worked in other groups,
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you know, how's work today?
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Amazing.
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Different stories, right?
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Different stories.
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And all of a sudden, word spread across this 80 ,000 -person company.
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And this was only a group of 150 people.
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Word spread across this 80 ,000 -person company
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that everybody was trying to get into this group just because they wanted to work in it, because you had good leadership.
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Vocabulario y notas de pronunciación para esta lección
Esta lección de conversación se basa en el vídeo “Why Middle Management is the Hardest Job”. Las palabras que más se repiten: middle, leadership, teaching, nobody, leader. Este vídeo tiene 71 frases y 872 palabras para practicar shadowing. La parte hablada dura 4:21. El hablante habla rápido, unas 201 palabras por minuto, así que espera sonidos enlazados y reducidos. El 92 % de las palabras está entre las 3.000 más comunes del inglés, por lo que el vocabulario es fácil de seguir.
Vocabulario clave de este vídeo
15 palabras del vídeo que vale la pena aprender, con su pronunciación y significado:
| Palabra | Pronunciación | Significado |
|---|---|---|
| strategic adjetivo | /stɹəˈti.dʒɪk/ | estratégico |
| tactical adjetivo | /ˈtæktɪk(ə)l/ | táctico, estratégico |
| necessarily adverbio | /ˌnɛs.əˈsɛɹ.ə.li/ | necesariamente |
| pocket sustantivo | /ˈpɑ.kɪt/ | bolsillo, bolsa |
| transition sustantivo | /tɹænˈzɪʃ.ən/ | transición |
| diamond sustantivo | /ˈdaɪ.ə.mənd/ | diamante, gema |
| skill sustantivo | /skɪl/ | destreza, habilidad |
| sudden adjetivo | /ˈsʌd.ən/ | repentino, súbito |
| hook sustantivo | /hʊk/ | gancho, garfio |
| expand verbo | /ɪkˈspænd/ | ampliar |
| feedback sustantivo | /ˈfiːdˌbæk/ | valoración, comentario |
| earnings sustantivo | ganancia, devengo | |
| complain verbo | /kəmˈpleɪn/ | quejarse, alegar |
| magical adjetivo | /ˈmæd͡ʒ.ɪ.kəl/ | mágico |
| minimal adjetivo | /ˈmɪn.ə.məl/ | mínimo |
Phrasal verbs que vas a escuchar
| Palabra | Significado |
|---|---|
| come across verbo | pasarse a |
| go up verbo | subir |
Gramática en este vídeo
Las estructuras que más usa el hablante, con las palabras exactas del vídeo:
| Estructura | En el vídeo |
|---|---|
| “Used to” used to + verbo — un hábito o estado pasado que ya no es cierto | used to do |
| Oraciones de relativo who / which + oración — información extra sobre una persona o cosa | people who do · had, which is · get, which is |
Pronunciación a tener en cuenta
El hablante usa 27 contracciones y formas reducidas, como they're, don't, we're. Dilas en su forma corta, tal como las oyes.
- Los sonidos de “sh” y “zh”: transition /tɹænˈzɪʃ.ən/, confrontation /ˌkɑn.fɹənˈteɪ.ʃən/, visionary /ˈvɪʒəˌnɛɹi/
- Palabras largas — cuida el acento: necessarily /ˌnɛs.əˈsɛɹ.ə.li/, confrontation /ˌkɑn.fɹənˈteɪ.ʃən/, visionary /ˈvɪʒəˌnɛɹi/
Sonidos difíciles para hispanohablantes:
- s + consonante al inicio — sin añadir una “e” delante: strategic /stɹəˈti.dʒɪk/, skill /skɪl/
- /v/ — no es /b/: los dientes tocan el labio inferior: vacuum /ˈvæ.kjuːm/, visionary /ˈvɪʒəˌnɛɹi/
- /z/ — sonora, no /s/: transition /tɹænˈzɪʃ.ən/, translate /tɹænzˈleɪt/
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 strategic, tactical, necessarily.
¿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.