शैडोइंग अभ्यास: How to Create Change | Simon Sinek - वीडियो के साथ अंग्रेजी बोलना सीखें
पाठ बनाया जा रहा है...
1
People with new ideas, whether they have neurodiversity or not, are threatening to the status quo.
2
And there's nothing wrong with the status quo per se.
3
The reason the status quo exists is because things are kind of working.
4
And the people who are the most defensive of the status quo are people who benefit from the status quo.
5
So if you come in and say, I'm going to try something new with no guarantee of success, away, if we fail you're all going to lose your jobs.
6
Not a lot of takers, which is why most people don't start businesses.
7
Most people aren't entrepreneurs and nor should they be because the chances of failure are overwhelming.
8
And even if you have the desire and you've got a family and kids, like it's just not worth the risk
9
because the chances are in the high 90th percentiles that you're going to fail in the first three years.
10
And so you You have to remember that.
11
And so my rule has never been to try and convince people who don't want to be convinced.
12
Because all you're going to do is fight.
13
I'm right, you're wrong.
14
And they're going to say, no, I'm right, you're wrong.
15
And you're both right.
16
Contextual.
17
For me, my religion for new ideas has been something called the law of diffusion of innovations, bell curve.
18
In every population, you're going to have a standard deviation.
19
You're going to have high performers, you're going to have low performers, you're going to have an average.
20
Always, right?
21
What Emmett Rogers wrote about in the 1950s
22
when he wrote about the low of diffusion is that the first 2.5% of any population, this one included, are going to be your big idea people, your innovators, Steve Jobs, Richard Branson, right?
23
The next 12.5% of your population are your early adopters.
24
These are the people who are very comfortable spending time, money, or energy to be a part of something that reflects their own beliefs.
25
They have a pretty good risk tolerance.
26
They stand in line for 48 hours to see a new
27
Star Wars movie where you could just go two weeks later and buy a ticket and go in.
28
For them, that's worth it, right?
29
Then you have your majority, the 68%.
30
More cynical, more practical.
31
What's in it for me?
32
Will I get my money back?
33
Am I going to get in trouble if everything goes wrong, right?
34
Then you have your laggards, the last 16%.
35
The only reason they make any change is because you have no choice anymore.
36
The law of diffusion says that if it's market success or mass market acceptance for any idea or product, you have to achieve between 15% and 18% market penetration.
37
And there's a social phenomenon that happens called a tipping point.
38
It just goes.
39
And the reason is very simple.
40
It's because the early majority will not try something until someone else has tried it first.
41
The problem is, is that if you ignore this, you'll always get about 10% of people who believe what you believe, who see what you see.
42
Right?
43
Always.
44
Oh, love her, she gets it.
45
Oh my god, he's an idiot, he doesn't get it.
46
Get what?
47
But that's how we describe it.
48
Right?
49
And that 10% is not enough to make the system tip, and that's where you get frustration.
50
And so what Jeffrey Moore wrote about called Crossing the Chasm is how do you get from 10% to 15 to 18%?
51
And what I learned is that the way you talk to early adopters is by starting with why.
52
Talk about what you believe, not what you do.
53
Talk about why you're doing it, not what the plan is.
54
Talk about the dream.
55
And what I learned was the more I did that, the more I found the early adopters, and they were willing to take risks, and they were willing to experiment.
56
I built my entire brand with zero marketing budget and no public relations.
57
And at the time, no social media.
58
It's because I made a decision that I was going to focus only on early adopters.
59
And I was going to start with why.
60
I got really good at learning how to talk to people at an emotional level, not a product or fact level.
61
Eventually the facts and product had to bear out.
62
But that's not where I started.
63
Start with why. and the system tipped.
64
And I've done it in companies.
65
I've done it in companies.
66
And so if you wanna affect change in your company, stop trying to convince people.
67
So I'll give you a real real-life example.
68
In the early days of me spreading this message of Start With Why, I was doing consulting because I still hadn't figured out how I wanted to spread it.
69
And I needed every dollar I could get.
70
I was living hand to fist.
71
I mean, I had no money in the bank account, literally like pennies.
72
And I remember a guy called me, and he'd heard about me.
73
He said, you know, I got your number from whomever.
74
I've heard you do great work.
75
He literally said this to me, convince me why I should hire you.
76
Now, as much as I needed his business, I got very good at hearing who's an early adopter and who's not.
77
Convince me why I should hire you, not an early adopter.
78
So literally I said to him, don't.
79
Don't.
80
He goes, what?
81
I'm like, I am the wrong guy for you.
82
Right?
83
But the people who called me and said, you're on to something.
84
It's not perfect, but you're on to something.
85
I said yes to them.
86
Every time.
87
Even if they paid me zero.
88
because what ended up happening is they let me experiment on their businesses.
89
I would literally say, can I try something new on your company?
90
They went, yeah, try it.
91
Go ahead.
92
That's an early adopter mentality.
93
Going back to you, find the early adopters, the ones who want to try it, volunteer.
94
I'll tell you a real-life example of how it worked inside a company.
95
You'll like this too.
96
A big company, they've got 100,000 employees.
97
They wanted me to build a millennial training program for them, right?
98
Because of the millennial leadership issues.
99
So I said, okay, but we're going to do it my way.
100
Because this is how big companies do things.
101
They spend lots of money to hire all the best people to make the training program, and then they launch it.
102
And they have PowerPoints galore saying, this is why you need to take part in this program.
103
And people go, no. And they go, no, it's really good.
104
And then it fails.
105
Good stuff, just no adoption.
106
And a lot of resistance.
107
I know this because you can't take new things and give them to the majority.
108
Duh.
109
So I said, we're going to do it my way.
110
And here's what we're going to do.
111
Because early adopters, you want small barriers.
112
You don't want to make everything too easy.
113
You want small barriers, right?
114
So I said, here's what we're going to do.
115
I'm going to teach the first class.
116
And I don't know what the program is going to look like.
117
We have no program.
118
We're going to teach one class.
119
And I'm going to teach it.
120
And they have to apply.
121
We only have 100 spaces.
122
And they have to apply to be a part of it.
123
And I made them write essays. from across the company.
124
We made the announcement it's going to happen.
125
We did an application process.
126
It wasn't easy.
127
We read the actual essays and chose 100 people.
128
We told them that you're going to have to come to New York for the training, wherever you are, across the country.
129
You're going to get no extra money for it.
130
We said that nobody born before the year 1984 was eligible to come into the room, which means all the senior leaders couldn't come spy on me.
131
I was the only person born before 1984 who was in the room.
132
And it was fantastic and we had tons of fun.
133
And at the end I said, look, this program isn't built.
134
I need volunteers to help build it.
135
And here's the conditions.
136
I'm going to, we can't, we don't have any more money to give you.
137
You still have to do your regular job.
138
It's not, it probably won't help you get promoted.
139
It's just that you think this is important work.
140
I had 50 volunteers from the room who wanted to help build the program.
141
Great.
142
I let them all go back to their job.
143
They all fly home.
144
About two weeks later, the sponsor, my sponsor at the company calls me up, furious at me.
145
You screwed me.
146
I'm like, what happened?
147
He goes, I'm getting calls from across the country from all of these managers screaming and yelling at me, demanding, why aren't my people invited into this thing?
148
And I leaned in and I said, that's called demand.
149
We created demand because all the early adopters went back and said, this is amazing, we need it.
150
No marketing, no PR, no PowerPoints.
151
And best of all, they were going to build it for us.
152
So that's how you leverage the law of diffusion
153
when you have new ideas in a system that's largely resistant to new ideas.
📺 उसी चैनल से
B2121
How Cell Phones Impact Our Relationships
Business EnglishDaily ConversationUniversity Students
B2365
The Definition of Leadership: It's a Skill, Not a Title | Simon Sinek
Business EnglishUniversity StudentsWorking Adults
C14
Leadership Is a Learned Skill | Simon Sinek
Business EnglishUniversity StudentsWorking Adults
B27
The Short-Term "Mistake" That Made Long-Term Impact
Business EnglishUniversity StudentsWorking Adults
B27
"You Don't Even Know What You're Missing"
Business EnglishWorking Adults
B23
Why Are We Friends? | Simon Sinek
Business EnglishDaily ConversationUniversity Students
B23
Simon Sinek and Trevor Noah on the Quality More Leaders Need To Talk About | Full Conversation
Business EnglishUniversity StudentsWorking Adults
B24
Work & Life Are Not Opposing Forces | Simon Sinek at LinkedIn Speaker Series 2019
Business EnglishUniversity StudentsWorking Adults
B21
The Rise of Real Life Experiences in the Age of AI | Simon Sinek
Business EnglishUniversity StudentsWorking Adults
B25
What Keeps Me OPTIMISTIC About the Future | Simon Sinek
Business EnglishDaily ConversationUniversity Students
B23
Sometimes, You Don't Have to Prove Yourself
Business EnglishInterview EnglishUniversity Students
B26
How to Make People Feel HEARD
Business EnglishWorking Adults
B24
What Diversity & Inclusion is REALLY About | Simon Sinek
Business EnglishUniversity StudentsWorking Adults
B27
CHOICE Makes Us Better at What We Do | Simon Sinek
Business EnglishWorking Adults
B21
What We Get WRONG About Business | Simon Sinek
Business EnglishUniversity StudentsWorking Adults
B25
The Best Mindset for Accountability
Business EnglishUniversity StudentsWorking Adults
B26
Doing Business in a Chaotic World PART 1: Meet Your Coworkers and Clients Where They're At
Business EnglishWorking Adults
B22
Why Saying Yes Is Making Things Worse | A Bit of Optimism: Feelings at Work | PART 1
Business EnglishUniversity StudentsWorking Adults
B26
How to Adapt to Changing Times | Simon Sinek
Business EnglishUniversity StudentsWorking Adults
B21
Simon Sinek on Avoiding Burnout and the Modern Work-Life Balance
Business EnglishWorking Adults
✨ अनुशंसित वीडियो
C125
29 वाक्य
Simon Sinek | Start with WHY to inspire action (Super Quick Version)
Business EnglishUniversity StudentsWorking Adults
B227
57 वाक्य
Psychology of People Who Dream Big But Do Nothing (How to Fix It)
Business EnglishUniversity StudentsWorking Adults
B21
57 वाक्य
How to be a creative motherf***er
Business EnglishUniversity StudentsWorking Adults
B2114 वाक्य
Everything changes when you stop playing it safe
Business EnglishDaily ConversationUniversity Students
B21
299 वाक्य
You Just Don't Want It Enough.
Business EnglishUniversity StudentsWorking Adults
B21
430 वाक्य
How to Improve Yourself 1% Every Day | SIMON SINEK
Business EnglishUniversity StudentsWorking Adults
B21
93 वाक्य
Think Again Summary (Animated) — How to Become Smarter and More Likable With a Few Simple Tips
Business EnglishUniversity StudentsWorking Adults
B21
157 वाक्य
Identity Shifting: How to Reinvent Yourself in 3-6 Months (in 2026)
Business EnglishUniversity StudentsWorking Adults
C12
164 वाक्य
How To Level Up in Your Career as a "Jack of All Trades"
American AccentBusiness EnglishUniversity StudentsWorking Adults
B21
494 वाक्य
The Leadership Skills We’ll Need Most When Everything Is Changing: Me2We 2026
Business EnglishUniversity StudentsWorking Adults
इस पाठ की शब्दावली और बोलने के सुझाव
यह C1 स्तर का स्पीकिंग पाठ वीडियो “How to Create Change” पर आधारित है। इस वीडियो में शैडोइंग के लिए 153 वाक्य और 1573 शब्द हैं। बोला गया हिस्सा 7:56 लंबा है। वक्ता तेज़ बोलता है, लगभग 198 शब्द प्रति मिनट, इसलिए जुड़ी हुई और कमज़ोर ध्वनियाँ ज़्यादा मिलेंगी। 88% शब्द अंग्रेज़ी के 3,000 सबसे आम शब्दों में से हैं; बाकी शब्द अभ्यास से पहले देख लेना अच्छा रहेगा।
इस वीडियो की मुख्य शब्दावली
वीडियो के 8 सबसे कठिन शब्द, उच्चारण और अर्थ के साथ:
| शब्द | उच्चारण | अर्थ |
|---|---|---|
| diffusion संज्ञा | /dɪˈfju.ʒən/ | विसरण |
| overwhelm क्रिया | /ˌoʊ.vɚˈwɛlm/ | अभिभूत |
| mentality संज्ञा | /mɛnˈtæləti/ | मानसिकता |
| yell क्रिया | /jɛl/ | चिल्लाना |
| fist संज्ञा | /fɪst/ | मुट्ठी, मुश्त |
| threaten क्रिया | /ˈθɹɛt.n̩/ | धमकाना |
| entrepreneur संज्ञा | /ˌɑn.tɹə.pɹəˈnɝ/ | व्यवसायी, उद्यमी |
| penny संज्ञा | /ˈpɛni/ | पेनी, पेन्स |
वीडियो में आने वाली फ़्रेज़ल वर्ब
| शब्द | उच्चारण | अर्थ |
|---|---|---|
| go ahead क्रिया | /ˌɡoʊ əˈhɛd/ | आगे बढ़ना |
दोहराने लायक वाक्य
वीडियो के छोटे, पूरे वाक्य जिन्हें आप रोज़ की बातचीत में इस्तेमाल कर सकते हैं:
- Because all you're going to do is fight.
- What's in it for me?
- Will I get my money back?
- I've done it in companies.
- I'm like, what happened?
इस वीडियो का व्याकरण
वक्ता जिन संरचनाओं का सबसे अधिक प्रयोग करता है, वीडियो के असली शब्दों के साथ:
| संरचना | वीडियो में |
|---|---|
| Relative clauses who / which + उपवाक्य — व्यक्ति या वस्तु के बारे में अतिरिक्त जानकारी | people who are · takers, which is · people who don |
| Present perfect have/has + past participle — बीता हुआ काम जिसका असर अभी भी है | has never been · has tried · I've done |
| Passive voice be + past participle — ज़ोर इस पर कि क्या होता है, न कि कौन करता है | be convinced · isn't built |
ध्यान देने योग्य उच्चारण
वक्ता 58 बार संक्षिप्त रूपों का प्रयोग करता है, जैसे you're, I'm, don't। इन्हें वैसे ही छोटा बोलें जैसा आप सुनते हैं।
- “sh” और “zh” की ध्वनियाँ: diffusion /dɪˈfju.ʒən/, deviation /ˌdiː.viˈeɪʃən/, penetration /pɛ.nəˈtɹeɪ.ʃən/, frustration /fɹʌsˈtɹeɪ.ʃən/
- लंबे शब्द — बलाघात सही रखें: millennial /mɪˈlɛn.ɪ.əl/, deviation /ˌdiː.viˈeɪʃən/, innovator /ˈɪnəˌveɪtəɹ/, neurodiversity /ˌn(j)ʊɹoʊˌdaɪˈvɝsəti/, penetration /pɛ.nəˈtɹeɪ.ʃən/
हिंदी भाषियों के लिए मुश्किल ध्वनियाँ:
- /v/ और /w/ का फ़र्क़ — /v/ में ऊपर के दाँत निचले होंठ को छूते हैं, /w/ में होंठ गोल होते हैं: deviation /ˌdiː.viˈeɪʃən/, innovator /ˈɪnəˌveɪtəɹ/, neurodiversity /ˌn(j)ʊɹoʊˌdaɪˈvɝsəti/, overwhelm /ˌoʊ.vɚˈwɛlm/, whomever /humˈɛvɚ/
इस वीडियो से अभ्यास कैसे करें
- पहले बिना बोले पूरा वीडियो एक बार सुनें और जो शब्द नहीं आते उन्हें लिख लें।
- 0.75× गति से शुरू करें, एक-एक वाक्य की शैडोइंग करें, और सहज लगने पर सामान्य गति पर लौटें।
- अपनी आवाज़ रिकॉर्ड करें और मूल से तुलना करें, ख़ासकर diffusion, overwhelm, mentality जैसे शब्दों पर ध्यान दें।
शैडोइंग तकनीक क्या है?
शैडोइंग (Shadowing) एक विज्ञान-समर्थित भाषा सीखने की तकनीक है जो मूल रूप से पेशेवर दुभाषिया प्रशिक्षण के लिए विकसित की गई थी। विधि सरल लेकिन शक्तिशाली है: आप मूल अंग्रेज़ी ऑडियो सुनते हैं और तुरंत इसे ज़ोर से दोहराते हैं — जैसे वक्ता की छाया 1-2 सेकंड की देरी से। शोध से पता चलता है कि यह उच्चारण सटीकता, स्वर, लय, जुड़ी हुई ध्वनियाँ, सुनने की समझ और बोलने की प्रवाहशीलता में काफ़ी सुधार करता है।