Shadowing Practice: If Your Team Never Fails, It Isn’t Learning - Learn English Speaking with Video
בחר מצב תרגול
כל מצב פותח חדר תרגול במסך מלא.
17 משפטים
אם המשפטים קצרים או ארוכים מדי, לחץ על ערוך כדי להתאים אותם.
1
RON FRIEDMAN: Over the last few years, my team and I have done a deep dive on what high performing teams do differently. We surveyed thousands of workers, and asked them two key questions about their teams. Number one, how effective is your team at meeting its goals? And number two is, compared to other teams in your industry, how would you rate your team's performance?
2
Then we took the teams with a perfect score, a very tiny group we call super teams, and looked at what are the super teams doing differently on a day-to-day basis? And we looked at everything from how they structure their day, to how they run their meetings, to even how they recover in the evenings and weekends. The patterns were striking.
3
Superteams share three key strengths. The first is they get more done by better managing their time, energy, and attention. The second is they don't just collaborate well, they actively make one another better. And the third is that they're not satisfied doing great work. They're constantly building their skills and improving over time.
4
In today's discussion, what we're going to cover is the latter of the three strengths how super teams get better over time. At most companies, getting better is surprisingly difficult, and that's because improvement requires two things that most businesses are not particularly comfortable with-- and that is risk taking and failure. Trying something new often involves making mistakes.
5
Unless the team feels comfortable making those mistakes, learning simply becomes impossible.
6
There are a few tactics that I often see on superteams. The first is that they are constantly experimenting. The other thing that they are very high on, is they're very high on something called feedback seeking. And the third thing is that they reward innovation. And so we tend to see more people trying new things, because there's more of an opportunity for people who come up with new ideas to incorporate what they find into their career path.
7
An experiment is a low, small risk test that allows your team to learn something new before committing to a decision. By definition, if you know it's going to work, it's not an experiment. You're exchanging efficiency for information. So even if it doesn't work out, even if the experiment is a failure, you're going to learn something that helps you improve in the future. I think that there are simple things that any leader can do to incorporate this learning and experimentation mindset, and part of it is having a weekly review of experiments that are ongoing, regardless of whether they were successful or failures. The idea is to socialize some of these findings so that people appreciate that this is something that is a routine way in which this team operates.
8
One of the things we from the research is that 85% turns out to be a pretty good indicator. You're looking for 85% success. It tells you you're generally successful, but it also tells you you're failing a small portion of the time-- and that is suggestive of someone who is stretching, while still performing at a high level.
9
One of the fascinating findings in our research on superteams is that the quantity of feedback that they receive on a regular basis is much higher than those on average teams. And part of it is because the leader is delivering feedback more frequently, and they're doing it in a way that is motivating rather than judgmental. But on superteams, people get more feedback from their colleagues. And it's not because their colleagues are pointing out mistakes that they're making.
10
It's because they're sharing their work early, they're getting input from their colleagues, and they're making revisions before the work gets to the boss or to the client.
11
There are a couple of things that leaders can do to get their team higher in feedback seeking. The first thing is, focus on the future, not the past. The second thing is, don't provide a laundry list of all the things they need to change.
12
Focus on one small thing they can change to get better in the future.
13
And the third thing is, when possible, try to make it a conversation. Don't just say, here's what I need you to do. Say, here's what I think might help in the future. What do you think? That's the kind of feedback that gets people feeling energized rather than judged.
14
One of the things that superteams do really well is they reward innovation.
15
And my favorite example of this is GM, the company that is best known for Post-Its and for Scotch Tape. They've been around for over 120 years. The question is, how do you create a company that is so effective for so long? One of their secrets is rewarding innovation.
16
At 3M, they have a policy called the 30% rule. In order for a division to earn its bonus, at least 30% of its revenue must come from a product introduced in the last four years. And I love this approach, because it ensures that even if things are going well, your team will not coast, because they're constantly worried about what's next. One of the keys is rewarding intelligent failure. And what that refers is the idea that when someone takes a real risk and it doesn't work out, they get the same level of reward as someone whose experiment resulted in a giant success.
17
I think unless you're seeing some degree of failure or setbacks, what it suggests is not that everything is going perfectly, but you're not stretching your skills or developing in an ongoing way. Part of what leaders need to let go of is the desire for perfection, and instead embrace the progress mentality-- and that requires portfolio thinking. You're going to have some degree of risk, and that's what's going to lead to ongoing improvement. But if you have no risk and everything is going perfectly, it doesn't mean you're getting everything right. It means you're falling behind.
הורד אפליקציה
כל מה שאתה צריך כדי לדבר בשטף
הגיית AIציון לכל משפט
תרגול IPAשלוט בכל צליל
אוצר מיליםבנה את מאגר המילים שלך
משחק אוצר מיליםלמד תוך כדי משחק
אותו ערוץ
B21
How to Find a Mentor Who Can Accelerate Your Career | Christine vs. Work
Business EnglishInterview EnglishUniversity Students
C12
Lean Into Imposter Syndrome, Don't Give In to It
Business EnglishUniversity StudentsWorking Adults
C17
Turn Anxiety into Action
Business EnglishWorking Adults
B2Stand Out in a Job Interview | The Harvard Business Review Guide
Business EnglishInterview EnglishUniversity Students
C15
How to Be Creative on Demand
Business EnglishUniversity StudentsWorking Adults
C15
Commander's Intent Enables Great Leadership
Business EnglishWorking Adults
C11
Leisure's Not a Luxury. It's a Requirement for Top Leaders
Business EnglishUniversity StudentsWorking Adults
C13
The Five Competitive Forces That Shape Strategy
Business EnglishUniversity StudentsWorking Adults
B22
How to Get Good at Small Talk, and Even Enjoy It
Business EnglishDaily ConversationUniversity Students
C13
What Makes a Great Leader?
Daily ConversationUniversity StudentsWorking Adults
C14
Can Work Make You Happy? Should It?
Business EnglishUniversity StudentsWorking Adults
C13
Use Strategic Thinking to Create the Life You Want
Business EnglishUniversity StudentsWorking Adults
C14
How AI Is Changing Strategy—and 4 Skills Leaders Need Next
Daily ConversationUniversity StudentsWorking Adults
C16
A Smarter Way to Delegate: What to Keep vs. What to Hand Off
Business EnglishWorking Adults
C13
Identity Crisis: Why Defining Yourself by Your Career Is a Problem
Business EnglishUniversity StudentsWorking Adults
C14
A Plan Is Not a Strategy
Business EnglishUniversity StudentsWorking Adults
C139
You Need to Be Bored. Here's Why.
Business EnglishUniversity StudentsWorking Adults
C1Why Great Teams Don't Need to Like Each Other
Daily ConversationUniversity StudentsWorking Adults
C1Masterclass: Match Your Pace to the Moment
Daily ConversationUniversity StudentsWorking Adults
FOR YOU
המלץ על סרטון
C12
54 משפטים
The art and science of failing well
Business EnglishUniversity StudentsWorking Adults
C16
58 משפטים
You Hired Them for a Reason. So, Earn Their Trust.
Business EnglishUniversity StudentsWorking Adults
C13
260 משפטים
【TED】優れたリーダーはどうやって行動を促すか/サイモン・シネック （日本語字幕）
Business EnglishDaily ConversationUniversity Students
![[C1] Learn Soft Skills for Workplace Success | Business English Practice](https://img.youtube.com/vi/yUZkoFAkBtc/mqdefault.jpg)
C124
82 משפטים
[C1] Learn Soft Skills for Workplace Success | Business English Practice
Business EnglishUniversity StudentsWorking Adults
C19
117 משפטים
Atomic Habits: How to Get 1% Better Every Day - James Clear
Business EnglishUniversity StudentsWorking Adults
C117
69 משפטים
Why Effort Matters More Than Talent | Angela Duckworth
Business EnglishUniversity StudentsWorking Adults
B22
351 משפטים
Directness with Respect: How to Make the Hard Conversations Easy
Business EnglishUniversity StudentsWorking Adults
C13
356 משפטים
#02 Common Pitfalls of building Human Resources Strategies
Business EnglishUniversity StudentsWorking Adults
B210
20 משפטים
Why Nothing Changes (And How To Break Free)
American AccentBusiness EnglishUniversity StudentsWorking Adults
C11
346 משפטים
Trust the Process: How to Design Teams That Actually Work
Daily ConversationUniversity StudentsWorking Adults
About This Lesson
In this lesson, you’ll practice English speaking by exploring how high-performing teams grow through failure, risk-taking, and learning. You’ll engage with real-world business concepts while improving your listening and speaking skills using shadowing techniques—perfect for learn english with videos practice. The video’s calm, analytical tone makes it ideal for honing clear, confident speech, whether you’re preparing for professional settings or everyday conversations.
Key Vocabulary & Phrases
- Super teams: High-performing groups with unique strengths in time management, collaboration, and skill-building.
- Feedback seeking: Actively asking for input to improve work, a key habit of successful teams.
- Intelligent failure: Risk-taking that leads to learning, even if the outcome isn’t successful.
- Portfolio thinking: Embracing a mix of risks to drive ongoing progress, rather than seeking perfection.
- Stretching: Pushing beyond current skills to grow, as seen in teams with 85% success rates.
Practice Tips
To master shadowspeak with this video, focus on matching the speaker’s steady pace. Pause after short segments (3–5 seconds) and repeat, emphasizing clarity in words like “experimentation” and “innovation.” The dialogue’s structured arguments are great for practicing english speaking practice with logical flow—try mimicking the rising intonation when introducing key points (e.g., “The patterns were striking”).
For shadow speak success, pay attention to phrases like “rewarding innovation” and “socialize findings.” These collocations are common in professional English, so repeating them will build fluency. Don’t rush—the speaker’s deliberate tone allows you to focus on pronunciation, especially of multisyllabic words. Finally, practice summarizing key ideas (e.g., “Super teams learn through experiments, feedback, and rewarding risk”) to reinforce comprehension and speaking skills.
By engaging with this video, you’ll not only improve your English but also gain insights into team dynamics—proving that shadowspeaks practice can be both educational and professionally valuable.
דקדוק בסרטון הזה
המבנים שהדובר משתמש בהם הכי הרבה, עם המילים המדויקות מהסרטון:
| מבנה | בסרטון |
|---|---|
| הווה מושלם (Present perfect) have/has + past participle — פעולה שקרתה בעבר ועדיין יש לה חשיבות או השפעה עכשיו | have done · They've been |
| משפטי זיקה (Relative clauses) who / which + clause — מידע נוסף על אדם או דבר | people who come · someone who is |
מהי טכניקת השאדואינג?
שאדואינג היא טכניקת למידת שפה מבוססת מדע שפותחה במקור להכשרת מתורגמנים מקצועיים ופופולרית על ידי הפוליגלוט ד"ר אלכסנדר ארגואלס. השיטה פשוטה אך עוצמתית: אתה מקשיב לאודיו באנגלית ילידית וחוזר עליו בקול רם מיד — כמו צל העוקב אחרי הדובר עם עיכוב של 1–2 שניות בלבד. בניגוד להאזנה פסיבית או תרגילי דקדוק, שאדואינג מכריח את המוח והשרירים בפה לעבד ולשחזר דפוסי דיבור אמיתיים בו זמנית. מחקרים מראים שזה משפר משמעותית את דיוק ההגייה, האינטונציה, הקצב, הדיבור המחובר, הבנת השמיעה ושטף הדיבור — מה שהופך אותו לאחת השיטות היעילות ביותר להכנה לIELTS Speaking ולתקשורת באנגלית בעולם האמיתי.