शैडोइंग अभ्यास: What Makes a Great Leader? - वीडियो के साथ अंग्रेजी बोलना सीखें

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We know that one of the key reasons why organizations aren't able to innovate, organizations aren't as agile as they need to be,

is they don't have the kind of leadership they need.

If you came to the Harvard Business School 100 years ago,

great leadership was really about setting direction and making sure that people went in that direction.

How do you come up with strategy?

When I came almost 40 years ago, we moved a bit from strategy to really vision.

So people like John Cotter and Warren Bennis helped us understand

that people needed to have a bigger ambition than just the strategy what's the vision, where are we going and why?

What I've come to see as I've begun to do research in the 2000s, yes, you still need to be a visionary, but guess what?

Because innovation has become ever more important, that means really moving from vision to shaping culture and capabilities.

You have to move from focusing on, okay, what's my vision and how do I communicate and get people to follow me to the future?

Instead, leading innovation is about getting people to co-create that future with you.

And co-creation requires a different kind of leadership.

If you want to lead an organization and build an organization that can innovate at scale with speed,

really leaders have three functions they have to fulfill.

The ABCs of leadership.

A, you must be an architect.

B, you must be a bridger.

And C, you must be a catalyst.

The first role is the role of architect.

building the culture and capabilities necessary for a group of people to be able to collaborate, experiment, and learn.

Innovative work is not about an individual having an aha moment.

It's really about a collaboration of individuals with diverse expertise, diverse points of view and experiences who figure out,

again, how to collaborate, how to experiment and learn together with some speed, what we called collective genius.

The idea here is that everyone in your organization has a slice of genius.

Everyone has talents.

Everyone has passions.

Your role as a leader is to unleash the diverse slices of genius in your organization

and then leverage and harness them for the collective good.

How do you get everyone in the organization to understand

that they need to work on not just what they should be doing, but what they could be doing?

The second is B or Bridger.

We have to go outside the organization to get access to talent and tools.

You need to be able to bridge because you do not have the talent

and tools you need inside your organization to innovate at speed.

Or at scale, just don't.

Particularly now that digital is such a big piece of it, you are always, you and your organizations are really embedded in a web of interdependencies.

And that means trying to innovate across boundaries.

So we see many organizations building out new units

or asking leaders to lead units in

which they really are serving as the bridge between the outside of the organization and the inside.

We've been studying leaders who run innovation labs, corporate accelerators, even organizations that were digital first are finding

that they need to partner with other digital first companies to get access to the cloud.

Because other organizations might be better at it than they are better at it

and they need to focus on other things that are their core capabilities.

And then the third is catalysts, and this is when you're trying to accelerate co-creation throughout the entire ecosystem.

And there can be a couple of reasons for why you want to do that.

One may be that for you to do what you want to do inside your organization, you need other people, other organizations,

to be able to innovate, because they've got to create something that you need to fulfill your purpose.

The other is fundamentally because you're trying to just create more capability in the whole ecosystem because when you lift the whole, everyone gets lifted.

It's when your ambition is much, much greater than your organization and you're maybe trying to change a country or the prospects of a whole continent.

So you have to get the whole ecosystem active and co-creating if you want to do that kind of thing.

An example would be if you want to secure yourself in your own internet service, service, then if you can help your client be more secure,

have more cybersecurity, that helps you as well.

So that's an instance of being a catalyst.

But when you're actually doing the act of working across, that is where you're being a bridger.

So these three roles are very interconnected.

We've been studying the leader who runs the trials for Pfizer.

Turns out that Pfizer can only innovate

and be as agile as it needs to be if in fact their vendors are agile and able to innovate.

And so we have leaders there who are working across with vendors

and turning those vendors into partners where in fact we have a real connection.

We do trust each other.

We do know how to influence each other.

We are willing to make mutual commitments because only when we have

that deep connection are we willing to do the hard work

together necessary to actually do something like run those trials in 266 days and make the impossible possible.

Now what you see, again the catalyst role of

that same leader is working to put together consortia of people who are in the pharmaceutical industries to go back

and think about what are some new standards we want to set

and talk with the regulators about now that we know what's possible.

allow us to bring hope to patients even faster

if we work across the industry to raise all of our capacity to do more innovative work.

So what we see is organizations have to go outside to get what they need.

What they're really all about is learning how to exercise influence when you don't have formal authority.

We've got to let go of formal authority as our source of influence and power.

Instead, we're using, if you will, being able to shape culture and capabilities, being able to forge connections between diverse parties,

connections, real connections, where we actually have mutual trust, mutual influence, and mutual commitment.

Don't rely so much on your formal authority as a way of influencing people.

It's not very useful because with formal authority, if you're using that as your source of power, maybe you can control people,

but you're not building their commitment.

And you need commitment if you want to have people take the risks associated with trying to do something new and useful,

particularly a breakthrough kind of innovation.

You don't use formal authority as a way to get things done because you cannot tell people to innovate.

You can only invite them.

It is a voluntary act.

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इस पाठ की शब्दावली और बोलने के सुझाव

यह स्पीकिंग पाठ वीडियो “What Makes a Great Leader?” पर आधारित है। सबसे ज़्यादा दोहराए गए शब्द ये हैं: organization, innovate, leader, formal, authority। इस वीडियो में शैडोइंग के लिए 62 वाक्य और 1176 शब्द हैं। बोला गया हिस्सा 6:17 लंबा है। वक्ता तेज़ बोलता है, लगभग 187 शब्द प्रति मिनट, इसलिए जुड़ी हुई और कमज़ोर ध्वनियाँ ज़्यादा मिलेंगी। 87% शब्द अंग्रेज़ी के 3,000 सबसे आम शब्दों में से हैं, इसलिए शब्दावली आसान है।

इस वीडियो की मुख्य शब्दावली

वीडियो के 15 सीखने लायक शब्द, उच्चारण और अर्थ के साथ:

शब्द	उच्चारण	अर्थ
formal विशेषण	/ˈfɔɹməl/	औपचारिक
capability संज्ञा	/ˌkeɪ.pəˈbɪl.ɪ.ti/	क्षमता
commitment संज्ञा	/kəˈmɪtmənt/	प्रतिबद्धता, आश्वासन
innovation संज्ञा	/ˌɪn.əˈveɪ.ʃən/	नवाचार
diverse विशेषण	/daɪˈvɜːs/	विविध
catalyst संज्ञा	/ˈkæt.ɪ.lɪst/	उत्प्रेरक
genius संज्ञा	/ˈd͡ʒin.jəs/	प्रतिभाशाली, प्रतिभावान
ecosystem संज्ञा	/ˈikoʊˌsɪstəm/	पारितंत्र
experiment संज्ञा	/ɪkˈspɛɹ.ə.mənt/	प्रयोग, तजुर्बा
innovative विशेषण	/ˈɪn.əˌveɪtɪv/	नाविन्य
architect संज्ञा	/ˈɑɹ.kɪˌtɛkt/	वास्तुकार
cloud संज्ञा	/ˈklaʊ̯d/	मेघ, बादल
passion संज्ञा	/ˈpæʃən/	जुनून, उमंग
invite क्रिया	/ɪnˈvaɪt/	आमंत्रित करना
boundary संज्ञा	/ˈbaʊndɹi/	सीमा

इस वीडियो का व्याकरण

वक्ता जिन संरचनाओं का सबसे अधिक प्रयोग करता है, वीडियो के असली शब्दों के साथ:

संरचना	वीडियो में
Present perfect continuous have/has been + -ing — पहले शुरू हुआ काम जो अब भी जारी है	We've been studying
Present perfect have/has + past participle — बीता हुआ काम जिसका असर अभी भी है	I've come · has become

ध्यान देने योग्य उच्चारण

वक्ता 21 बार संक्षिप्त रूपों का प्रयोग करता है, जैसे you're, don't, we've। इन्हें वैसे ही छोटा बोलें जैसा आप सुनते हैं।

“sh” और “zh” की ध्वनियाँ: innovation /ˌɪn.əˈveɪ.ʃən/, ambition /æmˈbɪʃ.ən/, passion /ˈpæʃən/, associate /əˈsoʊʃi.ət/, collaboration /kəˌlæbəˈɹeɪʃən/
लंबे शब्द — बलाघात सही रखें: capability /ˌkeɪ.pəˈbɪl.ɪ.ti/, innovation /ˌɪn.əˈveɪ.ʃən/, ecosystem /ˈikoʊˌsɪstəm/, experiment /ɪkˈspɛɹ.ə.mənt/, innovative /ˈɪn.əˌveɪtɪv/

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: innovation /ˌɪn.əˈveɪ.ʃən/, diverse /daɪˈvɜːs/, vendor /ˈvɛn.dɚ/, collective /kəˈlɛktɪv/, innovative /ˈɪn.əˌveɪtɪv/
/æ/ — “ऐ” से ज़्यादा खुला: catalyst /ˈkæt.ɪ.lɪst/, ambition /æmˈbɪʃ.ən/, collaborate /kəˈlæb.ə.ɹeɪt/, passion /ˈpæʃən/, lab /læːb/

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 formal, capability, commitment 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।

शैडोइंग तकनीक: पूरी चरण-दर-चरण गाइड पढ़ें →

शैडोइंग अभ्यास: What Makes a Great Leader? - वीडियो के साथ अंग्रेजी बोलना सीखें

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इस पाठ की शब्दावली और बोलने के सुझाव

इस वीडियो की मुख्य शब्दावली

इस वीडियो का व्याकरण

ध्यान देने योग्य उच्चारण

इस वीडियो से अभ्यास कैसे करें

शैडोइंग तकनीक क्या है?

【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）