Pratique du Shadowing: Power: Why Some People Have It and Others Don't - Apprendre l'anglais à l'oral avec la vidéo
Choisissez un mode d'entraînement
Chaque mode ouvre une salle d'entraînement en plein écran.
88 phrases
Si les phrases sont trop courtes ou trop longues, cliquez sur Edit pour les ajuster.
1
Why don't
2
people have power?
3
And having answered that question now approximately a billion times, I am pretty well ready to answer it for you, which is the biggest barrier,
4
I think, for us having power is, of course, ourselves.
5
We are our own biggest barrier to having power.
6
We are oftentimes not willing to do what it takes or to make the trade-offs required to have power.
7
We limit ourselves by being afraid to take chances or to fail.
8
So many of my friends graduate from Stanford Business School and they follow the well-trod paths of their predecessors, you know, which has never made much sense to me,
9
which is why would you go to the same firms
10
that hire all of the best and brightest from all the same schools
11
that you're graduating from go find the niche isn't
12
that what they teach you in competitive strategy but you know
13
so we we oftentimes aren't willing to take the chances required
14
uh we worry excessively about what others particularly peers think about us
15
we want to be liked by everybody or loved even
16
and therefore you know and it's a very interesting fine line that you want to walk.
17
Obviously you want to be liked and you want to be popular, but on the other hand what I try to teach the students
18
and what I try to get them to understand is that
19
if you think about it in a very simple common sense way your peers, your direct hierarchical peers are also your competitors.
20
If you think about you know you're going to start off day one class of associates at a law firm,
21
class of people at Goldman or Morgan Stanley, class of people at McKinsey, Bain, BCG.
22
All of these firms have an up or out.
23
And even if they don't have an up or out, sooner or later some of you are gonna get promoted to the next level and some of you won't.
24
So it is in fact the case that your peers are also your competitors.
25
And so maybe, you know, need to think about them in a variety of different ways.
26
We're reluctant to accept status and hierarchical differences.
27
My friend and colleague Deb Grunfeld, who teaches here, will tell you we live in a hierarchical world, and we're oftentimes uncomfortable with hierarchy.
28
Many of us are counter-dependent.
29
Certainly describes me, which is why I've got a good job at Stanford Business School.
30
We don't like to have people telling us what to do.
31
Many of us, so we rebel against hierarchical authority.
32
Other people get in positions of power, and they say, why do I have the right to tell people below me what to do?
33
And they try to give up their power.
34
So I think we're uncomfortable in hierarchy even though we live in hierarchies all the time.
35
We see the world as fair and just, and therefore we are less vigilant and strategic than required.
36
One of the common things when I teach people the cases that I teach them about, is I often get this comment, well you know, these people will get it in the end.
37
So I don't have anything to learn from them because sooner or later their bad behavior will catch up with them.
38
In fact, because the world is not a just and fair place, every religious tradition that I know has some account balancing scheme.
39
To deal with it, you know, later on.
40
You know, in some cases it's heaven and hell, in some cases it is reincarnation, in some cases it's karma,
41
and every religious tradition has this for the same reason.
42
Because it isn't, you know, it isn't a just and fair world, and so how do we make sense of this except by having some account balancing scheme.
43
But this makes us, I think, because we believe in a just world, we oftentimes don't pay attention to the more interesting people in the organization.
44
In the early 1980s, I visited at Harvard Business School and taught their version of this class, which by the way is not nearly as good,
45
called Power and Influence with my dear friend and colleague John Cotter.
46
And John would say to the students, and I think he was completely right, he'd say, you know, he'd say,
47
you all want to learn from the people who look brilliant and have amazing levels of interpersonal skill and have succeeded.
48
He said, the people you really ought to learn from are the people who look to you like they have no skill whatsoever, either interpersonally or in business,
49
but have nonetheless have made it to the top.
50
They have something else.
51
And it would be interesting in some ways to learn what that is and how they are maneuvered.
52
His point being that anybody can succeed if you are a genius and fabulous and successful and interpersonally competent.
53
But it takes real political skill to succeed when you have none of those attributes.
54
And he, by the way, is right.
55
And the insight is important.
56
To be able to learn from all kinds of people.
57
And to be able to accept all kinds of people, which I think we don't, because we see the world is just.
58
We become way too judgmental.
59
We are willing to make the trade-offs required to acquire power, being liked all the time versus getting things done.
60
I think that's, I can still recall being on a dean search committee many years ago, and there was a comment that the preceding dean was a nice person,
61
but we weren't going anywhere, and as I pointed out, the nice thing about being dead in the water is that no one could complain about the direction.
62
And that as soon as you start the boat, metaphorically speaking, someone will say, regardless of the evidence and the data, this isn't how I think we should be going.
63
And so there is this issue of, you know, if you wanna be liked by everybody, don't do anything.
64
As soon as you make a decision, some people will like it, and some people won't.
65
How we spend our time and focus our attention.
66
Strategic versus fun interactions and relationships.
67
Are you willing to pay the price of having power?
68
And there's an enormous price for having power.
69
My dear friend Rudy Crew has been through at least two, maybe three marriages.
70
You know, he works all the time.
71
Most successful people that I know have to work very, very hard, and that's true whether you're running a nonprofit or a for-profit.
72
You look at the people who go into government, and the one thing you can say, you may like their policies or not like their policies, they're all working enormously long and hard hours.
73
To be in a position like this, you have to pay a price.
74
You have to decide, am I willing to work this hard
75
and to interact with people who I need to interact with rather than the people who I perhaps want to interact with.
76
You know, so I like to tell people I'm in a job with relatively low interdependence.
77
I can have lunch with my friends.
78
If you want to have power, you need to figure who you need to have lunch with metaphorically,
79
strategically, in order to get things done and build the relationships that will make you successful.
80
And I, you know, I would come into class and we'd teach on Monday and Friday and, you know, it became like a joke finally when I would say to the students, I'd say, well, how did you spend your weekend?
81
And they would kind of look at me like, you know, what kind of a doofus is this?
82
We spent our weekend, you know, partying or skiing or doing whatever they do with their close friends, with their roommates, with their colleagues.
83
And I pointed out to them that if you spend all your time with your current close friends, how do you ever make new ones?
84
And in fact, there's a lot of research that shows
85
that the most useful ties that you will develop are the weak ties.
86
Because your friends travel pretty much in the same social circles you travel in, and therefore they can provide you mostly with redundant information.
87
if you want non-redundant information, you need to get out of your comfort zone with the people that you normally associate with.
88
Thank you all for being here, and thank you so much for inviting me.
Télécharger l'application
Tout pour parler couramment
Prononciation IAChaque phrase notée
Phonétique (IPA)Maîtrisez chaque son
VocabulaireEnrichissez votre lexique
Jeu de vocabulaireApprenez en jouant
Même chaîne
C11
Quick Study: How Venture Capitalists Make Decisions
Daily ConversationUniversity StudentsWorking Adults
C11
View From The Top with Roelof Botha, Managing Partner of Sequoia Capital
Daily ConversationUniversity StudentsWorking Adults
C13
Leading in a Time of Change: Jamie Dimon, Chairman and CEO, JP Morgan Chase
Business EnglishUniversity StudentsWorking Adults
B23
Last Lecture Series: How to Live your Life at Full Power — Graham Weaver
Daily ConversationUniversity Students
C12
Stanford Leadership Forum 2026: Rewiring the Workforce in the Age of AI
Business EnglishUniversity StudentsWorking Adults
B22
Alibaba's Ma Reflects On 12-Year Journey at China 2.0 Conference
Business EnglishUniversity StudentsWorking Adults
C15
How to Be Unforgettable
Business EnglishInterview EnglishUniversity Students
C12
Make Body Language Your Superpower
Business EnglishUniversity StudentsWorking Adults
C144
Think Fast, Talk Smart: Communication Techniques
Business EnglishInterview EnglishDaily Conversation
C14
Oprah Winfrey: The Secret of My Success
Business EnglishUniversity StudentsWorking Adults
C1Class Takeaways — Turning Data Into a Superpower
Business EnglishUniversity StudentsWorking Adults
FOR YOU
Vidéo recommandée
C111
208 phrases
The Psychology of Power, Silence, and Self-Control! | Robert Greene
Business EnglishUniversity StudentsWorking Adults
B25
9 phrases
Sometimes, You Don't Have to Prove Yourself
Business EnglishInterview EnglishUniversity Students
C11
57 phrases
Leisure's Not a Luxury. It's a Requirement for Top Leaders
Business EnglishUniversity StudentsWorking Adults
B22
351 phrases
Directness with Respect: How to Make the Hard Conversations Easy
Business EnglishUniversity StudentsWorking Adults
C12
705 phrases
(42-Minute) C1 Level Office Politics Explained || Advanced English Listening
Business EnglishUniversity StudentsWorking Adults
C14
22 phrases
How to Be Strong and Resilient
British AccentBusiness EnglishUniversity StudentsWorking Adults
C15
287 phrases
The Respect Effect: What Stereotype Threat Teaches Us About Communication
Business EnglishUniversity StudentsWorking Adults
C14
44 phrases
The Tribute System: The new World Order
IELTS PrepTOEFL PrepBusiness English
B21
66 phrases
Want to Lead? Be Well Spoken and Well Dressed | Sylvia Ann Hewlett | Big Think
Business EnglishInterview EnglishUniversity Students
C112
212 phrases
Psychology of Intelligence: Why Some People Learn Instantly (It's Not Talent, It's this.)
Business EnglishUniversity StudentsWorking Adults
C13
63 phrases
Lean Into Imposter Syndrome, Don't Give In to It
Business EnglishUniversity StudentsWorking Adults
C12
246 phrases
I am Unstoppable | Brian Tracy
Business EnglishUniversity StudentsWorking Adults
Vocabulaire et conseils d’expression pour cette leçon
Cette leçon d’expression orale de niveau C1 s’appuie sur la vidéo « Power: Why Some People Have It and Others Don't ». Cette vidéo contient 88 phrases et 1442 mots à répéter en shadowing. La partie parlée dure 8:01. Le locuteur parle vite, environ 180 mots par minute : attendez-vous à des liaisons et à des sons réduits. 87 % 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
Les 15 mots les plus avancés de la vidéo, avec leur prononciation et leur sens :
| Mot | Prononciation | Sens |
|---|---|---|
| hierarchical adjectif | /ˌhaɪəˈɹɑːkɪkəl/ | hiérarchique |
| oftentimes adverbe | /ˈɔf.ənˌtaɪmz/ | souventesfois, souventefois |
| hierarchy nom | /ˈhaɪ.ə.ɹɑː(ɹ).ki/ | hiérarchie |
| colleague nom | /ˈkɒliːɡ/ | collègue, confrère |
| interact verbe | /ɪn.təˈɹækt/ | interagir |
| metaphorically adverbe | métaphoriquement | |
| redundant adjectif | /ɹɪˈdʌn.dənt/ | redondant |
| competitor nom | /kəmˈpɛt.ɪ.tɚ/ | compétiteur, compétitrice |
| enormously adverbe | énormément | |
| excessively adverbe | /ɪkˈsɛsɪvli/ | bien trop, beaucoup trop |
| interdependence nom | interdépendance | |
| interpersonal adjectif | interpersonnel | |
| judgmental adjectif | /ˌd͡ʒʌd͡ʒˈmɛnt(ə)l/ | jugeur |
| precede verbe | /pɹɪˈsid/ | précéder |
| reincarnation nom | /ˌɹiːɪŋkɑː(ɹ)ˈneɪʃən/ | réincarnation |
Les verbes à particule que vous entendrez
| Mot | Sens |
|---|---|
| give up verbe | se rendre |
| point out verbe | pointer |
La grammaire de cette vidéo
Les structures que le locuteur utilise le plus, avec les mots exacts de la vidéo :
| Structure | Dans la vidéo |
|---|---|
| Voix passive be + participe passé — l’accent est mis sur ce qui arrive, pas sur qui le fait | be liked · are maneuvered · being liked |
| Present perfect have/has + participe passé — une action passée qui compte encore maintenant | has never made · have succeeded · have made |
| Propositions relatives who / which + proposition — une précision sur une personne ou une chose | people who look · people who go · people who I |
Prononciation à surveiller
Le locuteur utilise 30 contractions et formes réduites, comme don't, isn't, we're. Prononcez-les sous leur forme courte, telles que vous les entendez.
- Mots longs — placez bien l’accent: hierarchical /ˌhaɪəˈɹɑːkɪkəl/, hierarchy /ˈhaɪ.ə.ɹɑː(ɹ).ki/, competitor /kəmˈpɛt.ɪ.tɚ/, excessively /ɪkˈsɛsɪvli/, reincarnation /ˌɹiːɪŋkɑː(ɹ)ˈneɪʃən/
Les sons difficiles pour les francophones :
- /h/ — il se souffle, il n’est pas muet: hierarchical /ˌhaɪəˈɹɑːkɪkəl/, hierarchy /ˈhaɪ.ə.ɹɑː(ɹ).ki/, whatsoever /ˌ(h)wʌtsoʊˈɛvɚ/
- /tʃ/ et /dʒ/ — à ne pas adoucir en « ch » et « j »: judgmental /ˌd͡ʒʌd͡ʒˈmɛnt(ə)l/, vigilant /ˈvɪd͡ʒɪlənt/, niche /nɪt͡ʃ/
- /r/ anglais — langue recourbée, sans frotter la gorge: hierarchical /ˌhaɪəˈɹɑːkɪkəl/, hierarchy /ˈhaɪ.ə.ɹɑː(ɹ).ki/, interact /ɪn.təˈɹækt/, redundant /ɹɪˈdʌn.dənt/, precede /pɹɪˈsid/
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 hierarchical, oftentimes, hierarchy.
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.