Pratique du Shadowing: You Just Don't Want It Enough. - Apprendre l'anglais à l'oral avec la vidéo
Création de la leçon...
1
In a world that's changing so quickly, the biggest risk you can take is not taking any risk.
2
It's really good to be idealistic, but be prepared to be misunderstood.
3
Anyone working on a big vision is going to get called crazy, even if you end up right.
4
Anyone taking on a complex problem is going to get blamed for not fully understanding it, even though it's impossible to know everything up front.
5
Anyone taking initiative will always get criticized for moving too fast because there's always someone who wants to slow you down.
6
In our society, we often don't take on big things
7
because we're so afraid of making mistakes that we ignore all the things wrong today if we do nothing.
8
The reality is, anything we do today is going to have some issues in the future.
9
But that can't stop us from getting started.
10
So what are we waiting for?
11
I just think part of learning is failing.
12
So many things go wrong when you're starting a company, and often I think people ask, you know, what mistakes should you avoid making?
13
And, you know, my answer to that question is, don't even bother trying to avoid mistakes, because you're going to make tons of mistakes, right?
14
And the important thing is actually learning quickly from whatever mistakes you make and not giving up, right?
15
And I mean there are things every single year of Facebook's existence
16
that could have killed us or made it so
17
that It just seemed like moving forward
18
and making a lot of progress just seemed intractable
19
But you just kind of bounce back and you learn
20
and nothing is impossible You just have to kind of keep running through the walls.
21
Let's do big things not just to create progress But to create purpose
22
You know whenever it comes to Whenever you get yourself into
23
a position where you have to make some some big shift in direction or do something you know, there are always people are going to point to the downside risks of that decision.
24
And locally, they're maybe right, right?
25
I mean, for any given decision that you're going to make, there's upside and downside.
26
But in aggregate, if you are stagnant and you don't make those changes, then I think you're guaranteed to fail, right?
27
And not catch up.
28
So to some degree, I think it's really right that over time, the biggest risk that you can take is to not take any risks.
29
Facebook wasn't the first thing I built.
30
I also built chat systems and games, study tools and music players, and I'm not alone.
31
J.K.
32
Rowling got rejected 12 times before she finally wrote and published Harry Potter.
33
Even Beyonce had to make hundreds of songs to get Halo!
34
The greatest successes come from having the freedom to fail.
35
Well, let me tell you a secret.
36
No one does when they begin.
37
Ideas don't come out fully formed.
38
They only become clear as you work on them.
39
You just have to get started.
40
So I'm always very focused on people, and...
41
I think the most important decision you're probably going to make if you're in college is who you surround yourself with, because you become like the people you surround yourself with.
42
And, well I think you learn what matters to you
43
and what's important and kind of your place in the world through repeatedly hitting your head against different challenges.
44
And I mean I think that that is sort of, that's the journey, right?
45
I mean that's the entrepreneurial journey.
46
It's also, I think, part of the beauty of building things.
47
And, um, but, you know, this is something that Jensen talks a lot about too.
48
It's like, I feel like, you know, when you go to start a company,
49
you know, everyone kind of writes down what they would like their values to be, but values are not what you write down on the wall.
50
It's like your lived behaviors.
51
And you only really learn what you care about when you have to make hard trade-offs and face challenges.
52
So, yeah, you learn the most important things through facing challenges.
53
You know, I actually, I spent a bunch of time analyzing
54
and reflecting on why it was that we were even able to do it, because all, like all reasons suggest that we shouldn't have been able to do it, right?
55
Because all these other companies had way more engineering power and servers and time and money and all this stuff.
56
And I actually think that this is a pretty instructive thing for anything that you want to go do, because this is, the same property is going to be true for anything that you guys start,
57
is that someone else is going to have more resources and be able to do it.
58
The reason why I think we actually ended up being the ones doing it
59
is because we just cared way more about it than everyone else.
60
Right, so there were always projects at some of these other companies that were these hobbies,
61
but we always thought that it was this really important thing and really just like felt in our gut, in our heart that we wanted to do it.
62
And, you know, early on there were always these skeptics saying that, oh, this can't be a business.
63
We didn't actually care that much about it being a business early on.
64
But a lot of the reason why bigger companies didn't invest in it was
65
because it wasn't clear that there was a model that would work for it.
66
It seemed like a bad idea.
67
Yeah, and I actually think that that's true for a lot of the best ideas.
68
Where it is that it's not that someone else can't do it, they actually can.
69
And the odds are stacked against you, but I think often that belief in the fact
70
that you just care so much about what you're doing is the only thing that kind of drives you to do it.
71
And to be honest, that kind of drives me to this day.
72
One of the big emphasis points for the company right now is internet.org.
73
For a while we had this rallying cry of can we connect a billion people
74
and when we started talking about that we thought that was crazy.
75
It was way bigger than any service in the world that had been built and it was ten digits long.
76
It felt crazy, we'd never get to that.
77
But then the thing is, as we started to actually get closer to that, we took a step back and we're like, all right, well, our mission isn't actually to get one in seven people in the world to be connected, it's we want to connect everyone.
78
So it's a big issue that only around a third of the people in the world have access to the Internet, and that's something that we think that we can do something about.
79
And similar to early Facebook, there's no business model around this.
80
I mean, all the people who have all the money in the world, I mean, it's not necessarily a fair thing, are already the people who are on Facebook, right?
81
It's in the first, you know, seventh of the world.
82
But we just believe really strongly.
83
It's like, this is what we are here to do.
84
This is what our company cares about.
85
I care about it.
86
The team cares about it.
87
Our culture cares about it.
88
So we're just going to keep pushing on it.
89
And I actually think a lot of the reason why great stuff gets built is
90
because it's kind of irrational at the time.
91
But so it kind of selects for the people who care the most about it doing it.
92
First of all, focus on it.
93
I mean, I think, like, you basically get what you spend your time doing.
94
I want the company to build three products this year, and we're gonna work on a few others because people are interested in them, but those are the three things that I'm spending my product time on, right?
95
You get what you put into it.
96
If you spend a third of your time trying to make the people around you better through getting better people, mentoring, getting them to be better,
97
getting the best people in your organization and you're known to more impactful roles, then I think over time that just accrues and you get a better organization.
98
I don't hire people who I wouldn't work for myself.
99
I think that's a really good heuristic because everyone knows this, there's this saying like A players hire A players and B players hire C players, which is like good people hire good people.
100
And I don't think that that's that informative.
101
Right, it's not that useful.
102
What are you going to say to someone in your organization?
103
Hire better people.
104
You're a B player, you don't get to hire people.
105
I mean, no. I mean, I think a lot of the time the problem is you don't actually know.
106
Sometimes you're trying to figure out how good someone is.
107
If you didn't think they were good, you wouldn't have hired them.
108
But the heuristic of only hiring people who you would work for tends to be pretty good, I think.
109
Because then it's like, then that you know.
110
It's like, I would not work for this person, then okay, I'm not going to stretch just because I need to fill a role today.
111
When you're starting something, it's just kind of hard.
112
You need to be pretty headstrong about it.
113
There are going to be all these challenges that come up.
114
And I think the main thing that you need to do is just not give up.
115
And kind of know what you want to do.
116
The best entrepreneurs who I've met don't really start companies because their goal is to build a company.
117
They do it because they want to make a change in the world and help people.
118
And I think if you kind of stay true to that
119
and if you just focus on kind of powering through no matter what the challenges are
120
that will inevitably come up in your path, then you'll find that there are lots of tools that are available
121
and a lot of people who will help you build what you're building.
122
One definition that I have for a good team is a group of people
123
that makes better decisions as a whole than would individually make as a sum of the parts.
124
And when you're...
125
I think most smart people like learning, right?
126
And I mean that's like one of the thrills of starting a company, right?
127
The learning curve can be so steep.
128
And if you can set up a team dynamic where you're constantly learning from the people around you, then I mean what's better?
129
These are the people I wake up every morning and I want to go learn from and work from.
130
Is that one of your heuristics for hiring people too?
131
To like hire people that you learn from?
132
Yeah, and when building a team you want to think about the dynamics
133
so that way you can maintain this property that the team makes better decisions as a group than any individual would.
134
The more that we work on this, it actually seems like all the things that we think are going to happen, happen sooner.
135
And being even more ambitious has been more predictive over the
136
last few years about where things are likely going to be in the industry.
137
So I mean, we keep on building, setting goals for our teams.
138
Meta AI is like right about a billion people monthly active using it across our apps.
139
We keep on setting these goals for what do we think is going to be the most used AI, what do we need to do?
140
And we keep on passing them.
141
And then others in the industry keep on passing their goals too.
142
And then we're like, ah, we should have had even higher goals.
143
Rule number two is always keep learning.
144
I think that there are some things that you need to be able to do yourself.
145
I think that's a lot of the basic fear that people have around this.
146
I agree with that.
147
Is that while we're building these amazing tools,
148
we get away from this self-confidence and ability of being able to do this basic stuff yourself.
149
So it's like, all right, you have a calculator, but it's still good to be able to do basic math in your head
150
because there are a lot of things that come up throughout the day
151
that you just want to have a general numeracy around right
152
that often they're not expressed in numerical terms
153
but just in terms of understanding trends or understanding arguments
154
that people are making you kind of need to understand the shape of how numbers come together and
155
so i think one of the big debates is like should
156
we still teach our kids to program computers even though you're
157
going to We're going to have these tools in the future
158
that are just so much more powerful than anything that we have now to produce incredibly complicated pieces of software,
159
I think the answer to that is probably yes, because I think teaching someone how to code is teaching them a way to think rigorously.
160
And that even if they're not doing most of the code production, I think it's important that you kind of have the ability to think in that way.
161
And I think it's going to just make you generally a better thinker and better person.
162
So yeah, maybe that's like this generation's version of calculators.
163
It's like, so you'll want to use the calculator, but you'll also want to be able to generally do without it.
164
Other ones like language.
165
I don't know.
166
I mean, different people can come out.
167
I mean, I think this is one of the interesting questions about parenting these days is like,
168
is just kind of like what's important to teach your kids in an era where
169
so much is going to change over the time that they're even in school.
170
Language, I think you can make similar arguments.
171
I know there's a lot of, it's probably going to be less functionally relevant in the future to learn multiple languages, but it sort of helps you think in different ways.
172
I've found from the languages that I've studied that a lot of it, yeah, you learn about the structure of your own language you can, you know, you also learn about the culture, right?
173
Because so much of how things are expressed in different places is tied to the nuance
174
and the history of kind of what, so I think that's all valuable and interesting stuff to get into.
175
But then, I don't know, at the same time, we only have so many hours in the day, so people need to prioritize what they're going to learn, and it may be that, okay, in a world with perfect translation,
176
which, by the way, we basically just announced on the Ray-Ban Metas
177
that now you're going to be able to just go to different countries We're starting out with just a few languages, but we'll roll it out to more.
178
You could be traveling anywhere, and you have your glasses, and they just translate in real time in your ear. So it's wild.
179
Yeah, so I think people are going to need to choose what they want to focus on going forward.
180
I just think part of learning is failing.
181
But obviously, when you're getting started with something, you're not going to be an expert at it immediately.
182
So you just need to be willing to go with that.
183
But I think this is like, I don't know.
184
I mean, maybe I've just been embarrassed enough times in my life.
185
Yeah.
186
I do think there's a thing where like, as people grow up, maybe they don't want to be embarrassed or anything.
187
They've built their adult identity and they kind of have a sense of who they are and what they want to project.
188
And I don't know, I think maybe to some degree,
189
you know, your ability to keep doing interesting things is your willingness to be embarrassed again
190
and go back to step one and start as a beginner and get your ass kicked and look stupid doing things, but running the company.
191
It's like we just take on new adventures, and all the big things that we're doing, I think of as 10-plus-year missions that we're on,
192
where often early on, people doubt that we're going to be able to do it, and the initial work seemed kind of silly, and our whole ethos is we don't want to wait until something is perfect to put it out there.
193
We want to get it out quickly and get feedback on it.
194
So I don't know.
195
I mean, there's probably just something about how I approach things in there, But I just kind of think that the moment that you decide
196
that you're gonna be too embarrassed to try something new Then you're not gonna learn anything anymore.
197
We have a lot of competitors
198
In pretty much everything we do from social media to devices to advertising to like all the different areas, but I Don't know.
199
I guess one philosophy that I've always had is I actually think your biggest
200
The thing that determines your destiny is not a competitor.
201
It's how you execute
202
And I think most companies probably focus too much on competitors and maybe even focus too much on ideas.
203
And I think at the end of the day, a lot of what makes great companies great is the ability to just relentlessly execute
204
and efficiently execute and do that rigorously and just get better and better at it all the time.
205
And that's one of the things that we've really focused on.
206
So, I don't know, maybe it's like, it's sort of like a very, I don't know, like martial arts view of the world or something,
207
that you, it's like when you go into a competition, it's not, you're not fighting another person, you're fighting yourself, right?
208
And you're just trying to be a better version of yourself
209
and make the company better and able to better execute every day.
210
There's this culture in Silicon Valley that kind of makes startups seem glamorous.
211
And I never really believed that, right?
212
I never had a goal of starting a startup, and my goal when I realized
213
that I had a company was to get it to be a good company as quickly as possible, where I didn't kind of get out of what you'd call the risky startup phase,
214
where you are just constantly about to die, and where you could get to a point where you can actually do some interesting things
215
and make a lot more interesting bets.
216
And so I don't know, I never read a lot of the literature on this, and I mean, maybe if I had, then I wouldn't have made so many mistakes.
217
because I don't know if learning for me is the right way to go on this, but it did, I think.
218
Your model must have come from somewhere though, even if it was unintentional, right?
219
Like, were you influenced by Peter Thiel or Sean?
220
Well, yes, I was influenced by all these people once I met them.
221
I hadn't really heard of Peter Thiel before Sean introduced me.
222
Yeah, right.
223
Yeah, but he was massively influential on my thinking.
224
I mean, thinking.
225
A lot of the early lessons that I took on how to think about strategy came from Peter and Sean.
226
I did pay a lot of attention when I was growing up to Microsoft.
227
I grew up using Windows 3.1 and then Windows 95, and I just thought that those were the most unbelievable things.
228
In a sense, they are.
229
Yeah, they really were awesome.
230
Well, I don't know if you meant that positively, but I did.
231
And I thought building this ecosystem was really neat, and that kind of inspired me.
232
In the way that they built a platform, I kind of thought, okay, well, maybe one day the tools that I'm building can be part of a broader ecosystem as well.
233
Phase one is build a thing that kind of sparks some joy and that people appreciate it.
234
Then from there, you want to get to something that is retentive.
235
So that way people who have a good experience with a thing come back and want to keep using it.
236
And those two things are not, they're not always the same.
237
There are a lot of things that people think are awesome, but may not always come back to.
238
I mean, I think some of what people are seeing now around like chat GPT is part of that.
239
It's like, I mean, this is like, like this level of AI is, it's like a miracle, right?
240
It's awesome.
241
But I mean, that doesn't mean that everyone is going to have a use case every week, So I think that there's first is like create the spark.
242
Second is create the retention.
243
Then once you have retention, then you can start encouraging more people to join.
244
But if people aren't going to be retained by it, why would you ask people to go sign up for something? So step one, spark.
245
Step two, retention.
246
Step three, growth and scaling the community.
247
And then only at that point is step four, which is monetization.
248
And we take a while to go through all those.
249
I mean, we're really, in some sense, only getting started on the monetization of the messaging experiences like WhatsApp now with stuff like business messaging.
250
Took a while.
251
Two billion people use the product every day, right?
252
So, I mean, we scaled it pretty far.
253
But I think with our model, that sort of works.
254
It wasn't so long ago that I was a student
255
and sitting in a seat in an auditorium like you guys are here today,
256
listening to, I remember very specifically this time when Bill Gates came to talk at Harvard, and I was just like,
257
wow, how do you do that?
258
And, but, you know the trick is,
259
is that the media likes to sensationalize this as
260
if you have some eureka moment
261
or you are some singular person who can't build something on your own and that's just not how the world works.
262
You know, when I was in school I built a lot of stuff that I just liked building.
263
There was not a single moment when I had some revelation that Facebook was going to be awesome.
264
That's not maybe how the media or movies or whatever would like to portray things.
265
It's much less exciting.
266
But the reality is I think most services in the world that reach the scale that Facebook has
267
You start off building something that you care about and you don't necessarily think it's going to be that big.
268
I didn't.
269
I built Facebook, the first version of Facebook, for my college community because I wanted to be able to connect with the people at my school.
270
And I remember very clearly talking to my friends at the time and saying, how cool is it
271
that we have built this community for our school? you know one day it's gonna be awesome
272
when somebody else builds this for the world
273
because something like this needs to exist for the world
274
but it didn't even occur to me that you know my friends
275
and I might be able to play a role in doing that right
276
because we were college students right I mean we didn't have any you know engineers to work with
277
or servers or resources or anything like that
278
and you know there are these huge companies
279
that deliver products for hundreds of millions of people right there's I always assumed
280
that it was gonna be like Microsoft or Google
281
or someone would build this for the world And what basically just happened is, at each step along the way,
282
we just kind of kept doing the next thing and growing from there.
283
And there were teams inside these other companies that thought social media was important and were working on it,
284
but there were all these different memes and narratives in the world.
285
You know, people would say, oh, well, this is just a fad.
286
People are going to use it, but then they're going to stop.
287
So, you know, so a lot of the teams who were working on it didn't take it that seriously, or the higher ups in those companies didn't care, so they didn't get resources,
288
and we just kept going and going.
289
And then people would say, all right, well, all right, fine.
290
So maybe people are using it, but it's never gonna make any money, right?
291
Social media doesn't make any money.
292
And we just kind of kept going and going, and then pretty soon we had a service that was bigger than any of these other ones,
293
and that kind of is how we are here where we are.
294
There's no magic.
295
A lot of times I think people just get afraid Because often your dream, it seems like it's so far off.
296
But if you just kind of focus on building stuff
297
that you think is good and you keep on going at each step along the way
298
and don't let people deter you from that
299
and you just really care about what you're doing and kind of don't give up at each step along the way, then I think that's how you build something good.
✨ Vidéo recommandée
B21
380 phrases
You Know What You Should Do… So Why Aren't You Doing It
Business EnglishUniversity StudentsWorking Adults
B2312 phrases
Asking 20 and 30 Year Olds About Their Biggest Regrets in Life
Business EnglishDaily ConversationUniversity Students
B210
121 phrases
Take Risks While You Can | B2 English Shadowing
Business EnglishUniversity StudentsWorking Adults
B221
40 phrases
Zuckerberg tells Harvard grads: Don't be afraid to make mistakes
Business EnglishDaily ConversationUniversity Students
B21
425 phrases
IT'S SUPPOSED TO BE HARD 3.0 - The Most Powerful Motivational Speeches Compilation
Business EnglishUniversity StudentsWorking Adults
B289 phrases
If I Wanted to Outwork My Excuses, I'd Work 28 Hours a Week
Business EnglishUniversity StudentsWorking Adults
B2483 phrases
The Mindset That Holds Smart People Back From Success
Business EnglishUniversity StudentsWorking Adults
B26
19 phrases
Your dream doesn’t have to stay the same forever.
Business EnglishUniversity StudentsWorking Adults
B21
216 phrases
Why You Feel Like You’re Stuck in Bad Luck But It’s Actually The Nova Effect!
Business EnglishUniversity StudentsWorking Adults
B139 phrases
You Don't Have to Be Ready #readingeanglish #english #education
Business EnglishDaily ConversationUniversity Students
B22
218 phrases
I can’t help but want to be everything at once
Business EnglishDaily ConversationUniversity Students
B22
258 phrases
you're six months away from the life you want (if you want it bad enough)
Business EnglishUniversity StudentsWorking Adults
Vocabulaire et conseils d’expression pour cette leçon
Cette vidéo contient 299 phrases et 4356 mots à répéter en shadowing. La partie parlée dure 22:20. Le locuteur parle vite, environ 195 mots par minute : attendez-vous à des liaisons et à des sons réduits. 89 % 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 |
|---|---|---|
| hire verbe | /ˈhaɪɹ/ | louer |
| connect verbe | /kəˈnɛkt/ | accoupler, connecter |
| embarrassed adjectif | /ɪmˈbæɹ.əst/ | embarrassé, gêné |
| execute verbe | /ˈɛksɪˌkjuːt/ | exécuter, mettre à mort |
| spark nom | /ˈspɑɹk/ | étincelle, flammèche |
| startup nom | /ˈstɑɹtˌʌp/ | mise en route, mise en train |
| competitor nom | /kəmˈpɛt.ɪ.tɚ/ | compétiteur, compétitrice |
| retention nom | /ɹɪˈtɛnʃən/ | rétention |
| calculator nom | /kæl.kjə.leɪ.tɚ/ | calculatrice, calculette |
| necessarily adverbe | /ˌnɛs.əˈsɛɹ.ə.li/ | absolument, nécessairement |
| server nom | /ˈsɝvɚ/ | serveur |
| surround verbe | /səˈɹaʊnd/ | entourer, cerner |
| ecosystem nom | /ˈikoʊˌsɪstəm/ | écosystème |
| ignore verbe | /ɪɡˈnɔː/ | ignorer, ne pas prêter attention à |
| trick nom | /ˈtɹɪk/ | tour |
Les verbes à particule que vous entendrez
| Mot | Prononciation | Sens |
|---|---|---|
| come out verbe | /ˌkʌm ˈaʊt/ | sortir |
| come up verbe | se montrer, sortir du bois | |
| end up verbe | se terminer, se finir | |
| give up verbe | se rendre | |
| grow up verbe | grandir | |
| come back verbe | revenir | |
| come together verbe | /ˈkʌm tʊˈɡɛðɚ/ | affluer, s’assembler |
| figure out verbe | cerner |
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 I had, then I wouldn't have |
| Propositions relatives who / which + proposition — une précision sur une personne ou une chose | someone who wants · people who have · people who care |
| Present perfect have/has + participe passé — une action passée qui compte encore maintenant | I've met · has been · I've found |
| Voix passive be + participe passé — l’accent est mis sur ce qui arrive, pas sur qui le fait | be prepared · are stacked · had been built |
Prononciation à surveiller
Le locuteur utilise 118 contractions et formes réduites, comme don't, you're, we're. Prononcez-les sous leur forme courte, telles que vous les entendez.
- Les sons « th »: bother /ˈbɑðɚ/, seventh /ˈsɛvənθ/, mathematics /mæθ(.ə)ˈmæt.ɪks/, thrill /θɹɪl/, ethos /ˈiθɑs/
- Les sons « sh » et « zh »: retention /ɹɪˈtɛnʃən/, translation /tɹænzˈleɪʃən/, initiative /ɪˈnɪʃ.ə.tɪv/, influential /ɪnflʊˈɛnʃəl/, martial /ˈmɑɹʃəl/
- Mots longs — placez bien l’accent: competitor /kəmˈpɛt.ɪ.tɚ/, calculator /kæl.kjə.leɪ.tɚ/, necessarily /ˌnɛs.əˈsɛɹ.ə.li/, ecosystem /ˈikoʊˌsɪstəm/, complicated /ˈkɑm.plɪˌkeɪ.tɪd/
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 hire, connect, embarrassed.
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.