शैडोइंग अभ्यास: If Your Team Never Fails, It Isn’t Learning - वीडियो के साथ अंग्रेजी बोलना सीखें
अभ्यास मोड चुनें
हर मोड पूरी स्क्रीन का अभ्यास कक्ष खोलता है।
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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?
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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.
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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.
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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.
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Unless the team feels comfortable making those mistakes, learning simply becomes impossible.
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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.
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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.
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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.
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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.
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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.
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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.
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Focus on one small thing they can change to get better in the future.
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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.
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One of the things that superteams do really well is they reward innovation.
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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.
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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.
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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.
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इस क्लिप के लिए बोलने के लक्ष्य
इस वीडियो से अंग्रेजी सीखें और अपने बोलने की क्षमताओं को बढ़ाने के लिए एक महत्वपूर्ण मील का पत्थर हासिल करें। यह बातचीत आपके आत्मविश्वास को बढ़ाने और विभिन्न स्थितियों में संवाद करने की कला को सिखाने पर केंद्रित है। जब आप इस वीडियो का अनुसरण करते हैं, तो आप न केवल अपने विचारों को व्यक्त करने में सक्षम होंगे बल्कि टीम वर्क और सहयोग की अहमियत को भी समझेंगे।
अभिव्यक्ति बैंक
- “अपने लक्ष्य को पूरा करना”
- “सकारात्मक प्रतिक्रिया”
- “नवाचार को पुरस्कृत करना”
- “रिस्क लेना”
- “निरंतर सुधार”
इन वाक्यांशों का उपयोग करते हुए, आप अपनी बातचीत को और अधिक प्रभावी और प्रासंगिक बना सकते हैं। विशेषकर जब आप अपनी टीम के प्रदर्शन पर चर्चा कर रहे हों या किसी प्रोजेक्ट में नवाचार के विचार साझा कर रहे हों।
अपनी कमजोरियों को ठीक करें
इस वीडियो में आपको अपनी उच्चारण और लय में सुधार करने का एक बेहतरीन अवसर मिलेगा। जब आप “shadow speech” तकनीक का पालन करते हैं, तो आप न केवल सही शब्दों का उच्चारण सीखते हैं, बल्कि संवाद की प्रवाह में भी सुधार करते हैं। अंग्रेजी शैडोइंग से आप सही इंटोनेशन और रिदम को आसानी से पकड़ सकते हैं। यह आपके बोलने के कौशल को निखारने में मदद करेगा, जिससे आप और अधिक आत्मविश्वासी महसूस करेंगे।
इसलिए, इस वीडियो के साथ अभ्यास करें, और अपने संवाद कौशल को एक नई ऊंचाई पर ले जाएं। याद रखें, नवाचार और जोखिम लेने की प्रक्रिया में कुछ गलतियाँ होना स्वाभाविक है। इन्हीं गलतियों से ही आप सीखेंगे और अपने कौशल में सुधार करेंगे।
अगर आप और अधिक प्रभावी तरीके से अंग्रेजी बोलना चाहते हैं, तो वीडियो से अंग्रेजी सीखें, और अपने विकास में निरंतरता बनाए रखें।
इस वीडियो का व्याकरण
वक्ता जिन संरचनाओं का सबसे अधिक प्रयोग करता है, वीडियो के असली शब्दों के साथ:
| संरचना | वीडियो में |
|---|---|
| Present perfect have/has + past participle — बीता हुआ काम जिसका असर अभी भी है | have done · They've been |
| Relative clauses who / which + उपवाक्य — व्यक्ति या वस्तु के बारे में अतिरिक्त जानकारी | people who come · someone who is |
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।