Pratique du Shadowing: Everything I Learned Sitting in Billion-Dollar Boardrooms - Apprendre l'anglais à l'oral avec la vidéo
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Most people think success is about working harder or being smarter.
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But after spending years inside billion-dollar boardrooms and working with some of the most successful CEOs,
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I started to see a third pattern,
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a deeper set of rules the top 1% actually play by.
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These are principles I have seen repeat across every arena,
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and almost no one talks about them.
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They shape how the top 1% think and operate,
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how they learn, how they make decisions.
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We'll cover science-based, actionable principles you can start using today to escape the 99% and stay ahead of everyone else.
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First, listening to the ghost notes.
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Most people listen to confirm what they already believe,
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but the top 1% listen to what's not being said.
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And that's where they find the truth.
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Back in 1943, the US military faced a crisis.
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American fighter planes were getting shot down as they flew over Germany.
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So the military brought in a team of scientists and mathematicians from Columbia University,
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and the generals laid out all the photographs of the planes that returned.
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And they pointed at the bullet holes on the wings,
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on the fuselage, and they said, they're hitting us here.
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What should we do?
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How do we put more armor on these specific areas?
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How do we protect them?
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One of the mathematicians, Abraham Wald, shook his head.
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And he said, if you do that, you'll make things worse.
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And then he slowly pointed to the engines and the cockpit,
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where there were no bullet holes.
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And he said, you're only looking at the planes that made it back home.
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The ones hid in the engine or cockpit never survived,
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and they never returned.
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That's where we need more armor.
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Most people make the same mistakes the generals made.
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They trust the data they can see.
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We're terrible at processing what's absent.
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Yet that's where the real insights live sometimes.
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Top musicians always listen to the ghost notes.
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Now ghost notes are those invisible,
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subtle sounds that you feel more than you hear.
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In business and in life,
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the ghost notes are the data points that never show up.
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If the CMO talks for 10 minutes about amazing retention,
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but never once mentions how much it costs to acquire these customers,
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that's a ghost note.
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If a candidate in an interview can list every win,
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but struggles to talk about a real failure, that's a ghost note.
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And you have to train your mind to listen for those ghost notes,
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to look for that absent data.
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This is called Bayesian filtering,
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updating your beliefs based on evidence that never appeared.
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And this shows up in everyday meetings.
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But history is full of disasters where investors and board members ignored the invisible.
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So the top performers don't get hypnotized by the stage show.
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They look behind the curtain.
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So here's something you can try.
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In your next important meeting,
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don't just stare at the slides everyone else is looking at.
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Instead, write down three things that logically should have been there, but are missing.
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And then with calmness, with curiosity,
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ask one or two questions about those gaps.
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Most people will focus on the loudest parts.
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The 1% will focus on the silence,
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where the ghost notes are.
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Now that we know how to see differently,
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let's talk about how the 1% learn differently.
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The second principle sounds backwards.
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The top performers don't try to get things right.
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They optimize for getting things wrong.
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In 1990s, a neuroscientist named Michael Merzenich ran a series of studies that changed everything we know about learning.
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He found that when you repeat a task that you're already good at,
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the brain almost stops rewiring.
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Somehow, the same neurons fire in the same patterns and no new pathways are formed.
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But the moment you make a mistake,
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your brain releases specific neurochemicals that create this feeling of agitation.
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And this is where the new neural pathways start forming.
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No errors, no learning.
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The more high quality mistakes you make and correct, the faster you learn.
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And that's what top performers know intuitively.
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Don't optimize for efforts, optimize for errors.
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This is exactly how AI learns, right?
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In machine learning, the system spots the error and learns faster by reducing the error in the next cycle.
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It minimizes its loss function and it does it billions and billions of times over.
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It doesn't care about feeling good next time,
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it doesn't get upset when it makes mistakes,
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it only cares about one thing,
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being less wrong next time.
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But we humans try to to avoid mistakes at all costs.
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That's why so many talented people plateau after years of excellence.
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They keep doing the things that make them feel good,
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or even worse, look good.
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When I was learning music from my teacher,
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he would give me these exercises and compositions,
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and I would play it while staring at him,
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waiting to see if he likes it or not.
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And he would always say,
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why are you looking at me?
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Don't look at me, look at your hands.
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They are your best teachers." And he was right.
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When I focused on the tiny mistakes that I was making by looking down at my own hands,
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yes, I felt horrible, I was annoyed,
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I was frustrated, I was embarrassed,
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but that's when my brain started minimizing the loss function of my own mental model.
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Getting to mastery then is all about structured boredom filled with embarrassment,
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discomfort, and a lot of error corrections.
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Here's how you build your five-step loss function loop.
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Step number one, define the metric.
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What does better actually mean in your situation right now?
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Is it about speed, clarity, accuracy, retention, learning rate?
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Number two, predict the outcome.
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Before you start, guess how well you will do.
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Give yourself a number.
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Number three, now you deliver.
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Go slowly enough to notice what you're doing.
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You'll always spot mistakes when you go slower.
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And number four, find the exact failure point.
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That's your loss function.
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That's your goal signal.
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You'll hate it, but you need to see it clearly.
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And then finally, number five,
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adjust one variable and repeat.
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Either adjust the speed or the technique, tool, approach.
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Change only one thing and then run the loop again.
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Most people get stuck because they're trying to feel good at what they're doing every day.
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The top performers just try to be less wrong every day.
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Principle number three is becoming comfortable with adaptive tension.
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Most people spend their careers and their lives dodging hard conversations and decisions,
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but the top 1% do the opposite.
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I learned this by watching someone who I believe had ice water running in his veins.
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Years ago, I was in a room with my CEO negotiating a major acquisition.
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Now our company was already worth over half a billion dollars.
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So the expectations of the company we were trying to acquire
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were naturally quite high in terms of what we were gonna pay them,
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but that's not what we were willing to pay.
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So bankers and lawyers had tried for weeks to bridge this gap.
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Finally, we put the two principals in the same room,
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our company's CEO and the other company's chairman.
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I still remember the tension was so thick and palpable.
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And after two hours of back and forth,
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it was time to wrap up.
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And my CEO leaned forward and said very calmly,
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we really believe the two companies should come together.
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We will be unstoppable if we do that.
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How about we agree on X million?
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Based on what I've heard from you in this meeting,
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I believe that it's a higher offer and it's a fair offer.
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And then he leaned back and went completely silent.
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After what felt like ages,
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the chairman finally smiled and said,
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Chris, I think I'll be willing to take this to my board.
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We treat friction and tension like a predator.
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Any difficult conversation, like asking for a raise,
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giving hard feedback, getting hard feedback,
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all of it triggers the same circuitry your brain uses when it sees a tiger in the bushes.
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We have to reframe that feeling.
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So how do you train for this capacity in a safe manner?
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We can use a communication framework I call the core protocol.
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Our first move is curiosity.
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In any tense conversation, people shut down or attack the moment they feel blamed or judged.
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Instead of declaring what everyone is missing or pointing fingers,
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you could say, I might be missing something,
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but is there a lesson from the last attempt we should bring in here?
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Or something like, would it help us to look at the patterns behind the delays?
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You're not accusing, you're signaling that there's something here worth digging into.
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O is for objectivity.
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High tension conversations blow up when we argue about stories instead of facts.
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So instead, calmly and objectively,
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you can shift the spotlight from people and their stories to facts of the process.
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You could say something like,
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where should we adjust the system here?
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Is this really a challenge about resourcing or talent?
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Humans get defensive, systems do not.
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By starting with facts and processes,
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you can lower the threat level for everyone in the room.
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R is for reassurance.
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In tough conversations, the real question is never,
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are you right or am I right?
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It's always, are you with me or against me?
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You wanna make your intent very explicit.
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I'm asking because I want us to work together to improve the steps.
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My goal is not to slow us down or point fingers.
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You're signaling mutual purpose.
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And finally, empathy.
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Friction and tension is easier to handle when people feel seen.
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That doesn't mean that you have to agree with everything they say or suck up to them.
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It means that you acknowledge their experiences and respect their perspective.
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You could say something like,
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I see how hard you worked on this and I appreciate it.
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I appreciate you.
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Always outline what your real intentions are and what your intentions are not.
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You're telling the room, I care about the outcome and I care about you.
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When you run this in real time,
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you're doing exactly what the best negotiators and the leaders do in crucial conversations.
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And over time, you'll be known as a person who can walk into any difficult meeting and keep everyone calm and focused.
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Principle number four is the time horizon advantage.
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If you're willing to operate on a seven-year horizon,
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you're suddenly playing a game most people don't even know exists.
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There's a story from New College at Oxford that captures this idea and this ideal so beautifully.
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The college was founded in 1379,
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and their dining hall had a ceiling that was held up by these gigantic oak beams.
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About a century ago, those beams finally began to rot.
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The administrators started panicking because buying oak of that size was nearly impossible.
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They called in the college forester and asked if there was anything they could do.
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How could they raise money for new beams? he surprised them by saying,
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sir, we already have the replacement trees.
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And the forester explained that when the college was founded,
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the original architects knew the beams would rot in about five centuries.
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So they planted a special grove of oaks explicitly intended to replace the beams hundreds of years later.
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The founders were thinking 15 generations ahead,
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cathedral thinking, solving problems for generations that aren't even born yet.
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We want social media in seconds,
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new skills in a week,
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bonus in a quarter, promotions in a year.
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But when you look at the largest private equity or venture funds,
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they invest in companies with a seven year cycle in mind.
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Long-term horizon and patience is the key part of their investment thesis.
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So your career, your startups,
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your impact, they will test your endurance.
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Your skills and your reputation behave just like any index fund,
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painfully slow and flat at first, and then explosive later.
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The problem is that most people don't keep investing during this flat part of the curve
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and they change directions right before the inflection point hits.
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The ones who stay in the game and keep investing long enough,
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get almost all the upside.
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Just take this YouTube channel,
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for example, the MIT monk for the first four or five,
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six months, We had very few people watching.
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I had two goals from day one.
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One, I wasn't going to worry about audience traction or monetization.
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And two, I had a 10 year plan.
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When no one was showing up and the numbers were flat for a long time,
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what did we do?
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Nothing different.
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We kept focusing on making the videos that I wish someone had made for me when I was in my 20s.
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Week after week, I asked a simple question.
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Would the 22 year old version of me find this video useful?
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If the answer was yes, I'd make it when would the channel grow
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or if it would grow at all was never in my hands.
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That's decided by the viewers and the YouTube algorithm, which is a beast.
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You can't reverse engineer that.
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So we kept showing up every week.
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That's the upside of long-term planning.
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So here's a simple framework to check your time horizon that balances speed with endurance.
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Think in three timelines.
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First, for your 90-day timeline, be visible.
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Ask yourself, what am I doing in the next 90 days that will make me more visible to others?
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This is your proof of work and contribution.
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Second, for your 12 to 18-month timeline, be valuable.
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What am I gonna build in the next year
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that will still be valuable to others and to me for years to come?
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This is your compounding engine,
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you know, building skills, systems,
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products, companies, relationships, reputation, and for your five-year timeline, be a visionary.
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What are my long-term bets?
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This is the marathon of transformation in skills,
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in your career arcs, in entrepreneurship, even in your identity.
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When I think about that oak story,
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I always ask myself, am I planting flowers or am I planting oaks?
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Flowers look great for a season and then they're gone.
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Oaks hold up for centuries.
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But there's one final principle that the top 1% rely on,
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because thinking long term only matters if you have the identity to sustain it.
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And that is the fifth principle.
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Over time, your skills may change,
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your titles may change, even the industries around you will mutate faster than you expect.
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Your identity is the only continuity,
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the only constant that you can architect on purpose.
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This leads to the question that splits all performers into two camps.
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Most people ask, what will this decision get me?
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But a very small group will ask a harder question.
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What will this decision make me?
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The first question is about getting more than what you deserve.
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The second is about deserving more than what you get.
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The problem with optimizing for titles and money is that you can extract more in the short run,
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you might lack the capacity to sustain it forever.
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What's our action item here?
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Before any major decision, ask,
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if I make this choice,
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what kind of a person will I become?
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And is that someone I'm proud to become?
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Why ask that question?
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Because if you want to take risks,
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you'll need that strong and stable sense of self, your identity.
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If losing a game means losing yourself,
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you'll always play it safe.
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And a life where you play it safe is a life without real pain,
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but it's also a life without real joy.
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When I was in my late teens and early 20s,
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I was a total mess.
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I didn't know who I was,
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what I was good at,
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if I was good at anything,
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what I could become, nothing.
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And that's when I found an old monk who took care of me with great compassion.
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He told me, you're not lost.
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You just can't see around the corner yet.
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You're meant for so much more for a different world.
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Those words have always stayed with me.
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They guided my identity because nothing shapes you more than someone believing in you more than you believe in yourself.
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So now I want to pass that wish on to you in case you ever need it.
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No, you're not lost.
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You just can't see around the corner yet.
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You were meant for so much more for a different world.
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go find it.
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If you enjoyed this video,
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you'll probably enjoy this one too on lessons I learned during my years at MIT
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and how it shapes the way top performers think.
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Thank you and I love you.
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Vocabulaire et conseils d’expression pour cette leçon
Cette vidéo contient 305 phrases et 2807 mots à répéter en shadowing. La partie parlée dure 17:36. Le locuteur parle à un rythme naturel d’environ 159 mots par minute, proche d’une conversation courante. 83 % des mots font partie des 3 000 mots les plus courants en anglais ; le reste mérite d’être vu avant de commencer.
Vocabulaire clé de cette vidéo
15 mots moins courants de la vidéo, avec leur prononciation et leur sens :
- ghost /ɡoʊst/ (nom) — fantôme, spectre. A disembodied soul; a soul or spirit of a deceased person; a spirit appearing after death.
- principle /ˈpɹɪn.sɪ.pəl/ (nom) — principe. A fundamental assumption, fundamental law or guiding belief.
- performer /pɚˈfɔɹmɚ/ (nom) — artiste, interprète. One who performs for, or entertains, an audience.
- tension /ˈtɛnʃən/ (nom) — tension. The condition of being held in a state between two or more forces, which are acting in opposition to each other.
- beam /ˈbiːm/ (nom) — madrier. Any large piece of timber or iron long in proportion to its thickness, and prepared for use.
- horizon /həˈɹaɪ.zən/ (nom) — horizon, ligne d'horizon. The visible horizontal line (in all directions) where the sky appears to meet the earth in the distance.
- invest /ɪnˈvɛst/ (verbe) — investir, consacrer. To spend money, time, or energy on something, especially for some benefit or purpose; used with in.
- oak /oʊk/ (nom) — chêne. A deciduous tree with distinctive deeply lobed leaves, acorns, and notably strong wood, typically of England and northeastern North America, included in genus…
- timeline /ˈtaɪmˌlaɪn/ (nom) — frise chronologique, ligne du temps. A graphical representation of a chronological sequence of events (past or future).
- adjust /əˈd͡ʒʌst/ (verbe) — ajuster. To modify.
- lesson /ˈlɛs.ən/ (nom) — leçon. A section of learning or teaching into which a wider learning content is divided.
- reputation /ˌɹɛpjʊˈteɪʃən/ (nom) — réputation, renommée. What somebody or something is known for.
- visible /ˈvɪzɪb(ə)l/ (adjectif) — visible. Able to be seen.
- feedback /ˈfiːdˌbæk/ (nom) — évaluation, réaction. Critical assessment of a process or activity or of their results.
- loop /luːp/ (nom) — boucle. A length of thread, line or rope that is doubled over to make an opening.
Les verbes à particule que vous entendrez
- look at (verbe) — regarder. To observe or watch.
- do in (verbe) — tuer, zigouiller. To kill or end; to defeat.
- show up (verbe) — apparaître, se montrer se pointer. To appear, arrive, or attend, especially suddenly or erratically.
- ask for (verbe) — demander. To request; to order.
- blow up (verbe) — faire sauter. To explode or be destroyed by explosion.
- come together /ˈkʌm tʊˈɡɛðɚ/ (verbe) — affluer, s’assembler. To assemble; to congregate; to combine.
- dig into (verbe) — se plonger, s'attaquer (à). To research a particular subject.
- hold up (verbe) — retenir. To wait or delay.
Prononciation à surveiller
Le locuteur utilise 50 contractions et formes réduites, comme you're, don't, you'll. Prononcez-les sous leur forme courte, telles que vous les entendez.
- Les sons « th »: pathway /ˈpæθˌweɪ/, thick /θɪk/, marathon /ˈmæɹəθən/, thesis /ˈθisɪs/, algorithm /ˈælɡəɹɪðm̩/
- Les sons « sh » et « zh »: tension /ˈtɛnʃən/, reputation /ˌɹɛpjʊˈteɪʃən/, intentions /ɪnˈtɛnʃənz/, retention /ɹɪˈtɛnʃən/, friction /ˈfɹɪkʃən/
- Mots longs — placez bien l’accent: reputation /ˌɹɛpjʊˈteɪʃən/, differently /ˈdɪf.ə.ɹənt.li/, invisible /ɪnˈvɪzəb(ə)l/, curiosity /ˌkjʊɹ.iˈɑ.sə.ti/, naturally /ˈnæt͡ʃ.(ə.)ɹə.li/
Comment s’entraîner avec cette vidéo
- Écoutez la vidéo en entier une fois sans parler et notez les mots que vous ne connaissez pas.
- Commencez à la vitesse 0,75×, répétez phrase par phrase, puis revenez à la vitesse normale quand cela devient facile.
- Enregistrez-vous et comparez avec l’original, en faisant attention à des mots comme ghost, principle, performer.
La grammaire de cette vidéo
Les structures que le locuteur utilise le plus, avec les mots exacts de la vidéo :
| Structure | Dans la vidéo |
|---|---|
| Phrases conditionnelles if + proposition, will/would + verbe — une condition et son résultat | if you do that, you'll make · If the answer was yes, I'd make |
| Voix passive be + participe passé — l’accent est mis sur ce qui arrive, pas sur qui le fait | being said · is called · are formed |
| Propositions relatives who / which + proposition — une précision sur une personne ou une chose | someone who I · person who can · ones who stay |
| Present perfect have/has + participe passé — une action passée qui compte encore maintenant | have seen · I've heard · have always stayed |
Qu'est-ce que la technique du Shadowing ?
Le Shadowing est une technique d'apprentissage des langues fondée sur la science, développée à l'origine pour la formation des interprètes professionnels. Le principe est simple mais puissant : vous écoutez de l'anglais natif et le répétez immédiatement à voix haute — comme une ombre suivant le locuteur avec un décalage de 1 à 2 secondes. Les recherches montrent une amélioration significative de la précision de la prononciation, de l'intonation, du rythme, des liaisons, de la compréhension orale et de la fluidité.