Pratique du Shadowing: Why Middle Management is the Hardest Job | Simon Sinek - Apprendre l'anglais à l'oral avec la vidéo
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71 phrases
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Middle management is the hardest job in any organization.
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Because when you're junior, your only job is really to do your job.
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That's it.
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And you get trained how to do your job.
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I mean, you all have to be licensed and go to school
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and learn how to do the job of being an accountant.
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And if you're really good at it, you eventually get promoted.
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And you eventually get promoted to a position where you're now responsible for the people who do the job
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you used to do but the problem is they don't give us any training how to do that.
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And senior people are thinking about entirely different things.
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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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Vocabulaire et conseils d’expression pour cette leçon
Cette leçon d’expression orale s’appuie sur la vidéo « Why Middle Management is the Hardest Job ». Les mots qui reviennent le plus souvent : middle, leadership, teaching, nobody, leader. Cette vidéo contient 71 phrases et 872 mots à répéter en shadowing. La partie parlée dure 4:21. Le locuteur parle vite, environ 201 mots par minute : attendez-vous à des liaisons et à des sons réduits. 92 % des mots font partie des 3 000 mots les plus courants en anglais, le vocabulaire est donc facile à suivre.
Vocabulaire clé de cette vidéo
15 mots de la vidéo à retenir, avec leur prononciation et leur sens :
| Mot | Prononciation | Sens |
|---|---|---|
| strategic adjectif | /stɹəˈti.dʒɪk/ | stratégique |
| tactical adjectif | /ˈtæktɪk(ə)l/ | tactique |
| necessarily adverbe | /ˌnɛs.əˈsɛɹ.ə.li/ | absolument, nécessairement |
| pocket nom | /ˈpɑ.kɪt/ | poche |
| transition nom | /tɹænˈzɪʃ.ən/ | transition |
| diamond nom | /ˈdaɪ.ə.mənd/ | diamant |
| skill nom | /skɪl/ | habileté, compétence |
| sudden adjectif | /ˈsʌd.ən/ | soudain, subit |
| hook nom | /hʊk/ | crochet, agrafe |
| expand verbe | /ɪkˈspænd/ | agrandir |
| feedback nom | /ˈfiːdˌbæk/ | évaluation, réaction |
| earnings nom | revenus | |
| complain verbe | /kəmˈpleɪn/ | se plaindre |
| magical adjectif | /ˈmæd͡ʒ.ɪ.kəl/ | magique |
| minimal adjectif | /ˈmɪn.ə.məl/ | minimum |
Les verbes à particule que vous entendrez
| Mot | Sens |
|---|---|
| come across verbe | avoir l'air de |
| go up verbe | monter, s'élever |
La grammaire de cette vidéo
Les structures que le locuteur utilise le plus, avec les mots exacts de la vidéo :
| Structure | Dans la vidéo |
|---|---|
| « Used to » used to + verbe — une habitude ou un état passé qui n’est plus vrai | used to do |
| Propositions relatives who / which + proposition — une précision sur une personne ou une chose | people who do · had, which is · get, which is |
Prononciation à surveiller
Le locuteur utilise 27 contractions et formes réduites, comme they're, don't, we're. Prononcez-les sous leur forme courte, telles que vous les entendez.
- Les sons « sh » et « zh »: transition /tɹænˈzɪʃ.ən/, confrontation /ˌkɑn.fɹənˈteɪ.ʃən/, visionary /ˈvɪʒəˌnɛɹi/
- Mots longs — placez bien l’accent: necessarily /ˌnɛs.əˈsɛɹ.ə.li/, confrontation /ˌkɑn.fɹənˈteɪ.ʃən/, visionary /ˈvɪʒəˌnɛɹi/
Les sons difficiles pour les francophones :
- /tʃ/ et /dʒ/ — à ne pas adoucir en « ch » et « j »: strategic /stɹəˈti.dʒɪk/, magical /ˈmæd͡ʒ.ɪ.kəl/
- /r/ anglais — langue recourbée, sans frotter la gorge: strategic /stɹəˈti.dʒɪk/, necessarily /ˌnɛs.əˈsɛɹ.ə.li/, transition /tɹænˈzɪʃ.ən/, robust /ɹəʊˈbʌst/, translate /tɹænzˈleɪt/
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 strategic, tactical, necessarily.
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.