Pratica di Shadowing: Emotional Intelligence: The #1 ability for leaders | Daniel Goleman - Impara a parlare inglese con i video
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You know, in the future, I think emotional intelligence will be one of several abilities that we need.
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Another, of course, is cognitive ability, IQ, and maybe AI will take over more and more of that.
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However, emotional intelligence is a human ability and will always remain so.
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IQ predicts how well you'll do in your school years
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and how much salary you can make over the course of a career
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because it says what job you can get into like being a business executive or a doctor or a lawyer.
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But once you're in those professions everybody else is about as smart as you are.
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That's where emotional intelligence kicks in.
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People who emerge as outstanding performers or the best leaders have high emotional intelligence
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and their IQ is not that relevant at that point.
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I'm Daniel Goleman.
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I've written many books mostly on emotional intelligence.
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That's really my favorite topic.
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The book Emotional Intelligence many years ago was an international bestseller.
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I've written now five books on the topic.
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My most recent is Optimal, how to sustain personal and organizational excellence every day.
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Emotional intelligence is a set of personal skills that we learn in life.
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It's a combination of self -awareness, managing your emotions well, empathy,
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tuning into other people, and putting that all together to have harmonious or effective relationships.
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Emotional intelligence has been talked about for centuries.
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Philosophers were talking about, know thyself, that's self -awareness.
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But when I wrote the emotional intelligence book in 95, it was the first time that for a popular audience,
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emotional intelligence had become well known.
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I was a science journalist at the New York Times back then.
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And I'd been covering a decade of research on the brain and emotion.
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And in doing so, I came across a very obscure article called Emotional Intelligence, and I loved the title.
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It was by Peter Salovey, who's just stepping down as the president of Yale University, and his then graduate student, John Mayer.
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And I thought, wow, what a great phrase.
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It seems like an oxymoron.
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You don't put emotions together with intelligence, but actually it's being intelligent about emotions.
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When I wrote emotional intelligence I was actually thinking of bringing it to schools.
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It seemed to me that kids should learn from the get -go how to manage themselves, how to tune into themselves,
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how to tune into other people, how to get along, how to behave well and so on.
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I was a big advocate of what's now called social emotional learning
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and from early on my view of emotional intelligence hasn't really changed much
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but I integrated it with findings from research on outstanding performers
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and I saw
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that different abilities of high performers like being able to manage your emotions fit well in the model
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and now I talk about four domains of emotional intelligence
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and then 12 particular competencies of people who are high in emotional intelligence.
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Self -awareness means you know what you're feeling, you know how it shapes your perceptions and your thoughts and your impulse to act.
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We find in our research
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that people low in self -awareness are unable to develop strengths very well in other parts of emotional intelligence.
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People who are high in self -awareness, however, are able to develop excellence across the board.
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Self -management means when you're upset, when you're angry, when you're anxious, can you manage your emotions?
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Can you keep them from disrupting your focus on what you have to do right now?
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Or having more instance of road rage, of shootings, of people blowing up at other people.
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There's a growing need for people in general to get better at this ability.
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The third part is social awareness, which in one sense means practicing empathy.
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You not only know how the person thinks and how they feel, you care about them.
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This is what you want in your parents.
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This is what you want in your spouse.
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This is what you want in your lover.
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This is what you want in your friends.
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And this is what you want in your teachers, doctors, leaders of any kind, people who have influence.
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The fourth part of emotional intelligence is relationship management.
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Can you handle conflicts well?
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Can you keep yourself calm and listen to the other person?
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Are you being an effective communicator?
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Full rapport means that you feel close, you feel you can work with this person, you can trust them.
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Unlike IQ, which barely budges over the course of our life, emotional intelligence can change is learned and learnable.
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And it's learned and learnable at any point in life.
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Emotional intelligence is not one thing.
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It's like going to a doctor for a physical.
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You get your lipids and your good cholesterol, bad cholesterol.
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You get 15 data points.
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Emotional intelligence is a set of abilities and each of us has strengths and limitations across that spectrum.
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So if you want to improve your emotional intelligence, see where you need to improve first.
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One of the common colds of emotional intelligence is poor listening.
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You know, we think about what we want to say
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and we don't really listen to the other person and we cut them off, we interrupt.
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Let's say you wanted to change that.
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This is a basic of empathy, listening well.
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So if you want to learn to be better at empathy, you might say, my habit, and I've done it thousands of times,
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is cutting people off and interrupting.
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I'm going to make the effort to do it differently.
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I'm going to listen to the person out, say what I think they mean, and then say what I think.
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That is a different behavioral sequence.
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And it comes down to the basics of what we call neuroplasticity, how the brain changes with repeated experience.
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And that's what underlies habit change.
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It's a little like crossing your arms in a new way.
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Cross your arms in the old way, please.
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Now cross them with the other arm on top.
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That feels uncomfortable.
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That's what it's like to change a habit.
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So with listening, you have to first make an intentional effort,
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might feel uncomfortable, but as you persist it gets more and more comfortable until finally it's an automatic habit.
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That will stay with you for years.
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You know, I've gone around the world talking to different audiences, and one of the things I love to ask is,
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tell me about a leader you've loved and a leader you hate.
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And tell me one quality that makes a leader so good or so bad.
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Basically, the leader you hate is low in emotional intelligence.
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They don't manage their emotions very well.
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They blow up at people, don't empathize, they don't tune in and they don't understand how clueless they are.
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The leader you love is high in it.
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Having a boss with high emotional intelligence means you feel not only inspired, not only motivated, you feel supported,
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you feel guided, you feel you have clarity about what's expected from you.
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You give your best in your best state, in the optimal state, not in a desperate, stressed out state.
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Research at the Yale School of Management has found that emotions are contagious, and they're most contagious from the leader outward.
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The leader is most often the sender of strong emotions, either negative or positive.
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This very research by Seagal Barsade has shown that if the leader is in a negative mood,
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very anxious, for example, people on that team will catch that mood and performance goes down.
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If the leader's in a very positive mood, I feel really good, I feel enthusiastic,
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then people catch that positive mood and their performance as a team or as a group goes up.
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So the leader's state is actually much more important on the ability of people to do good work than many people realize,
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particularly many leaders actually.
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But if you have a leader that you hate, for example, and sadly too many people do, then you really don't give your best.
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In fact, you're more likely to leave as soon as you can, particularly if you're talented.
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So a leader with low emotional intelligence is actually draining the organization in the long term.
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They may get results for the quarter by driving people, by stressing them out, but they're burning them out and they're going to lose good people.
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So in the short term they may look good, in the long term it's a disaster.
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I once took a bus up Madison Avenue in New York City on a very hot, humid day.
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People had a kind of bubble around them like, don't touch me, don't talk to me.
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I had the bubble too.
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I got on the bus and the bus driver shocked me.
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He looked at me and very warmly said, welcome to the bus.
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How's your day going?
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And then I realized, sitting on the bus, that he was carrying on a conversation with everyone on the bus.
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You're looking for suits, are you?
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Well, there's a great sale up here on the right at this department store.
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Did you see the exhibit in the museum on the left?
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On and on and on.
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Then people would get off that bus and they'd been transformed from kind of grumpy to pretty upbeat.
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It was kind of magical.
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And years later, I saw an article in the New York Times about that bus driver.
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His name, it turned out, was Govan Brown.
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He had fans.
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People would wait for his bus.
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He got 3 ,000 letters saying what a great bus driver he was, not one complaint.
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And he, it turned out, was the pastor of a church.
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And he saw the people on his bus as part of his flock.
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He was tending to his flock.
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He had a purpose that was far greater than that of the New York Transit Authority,
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which is something like getting as many people to where they want to go on time as we can.
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He had a splendid sense of what he was doing.
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It gave a greater meaning to what he did, and he did it superbly.
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I've always felt that the more emotional intelligence in society, the better.
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I think we would have parents who are more effective in raising kids, who are kinder.
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We'd have more compassion for each other in our interaction with friends and loved ones as well as with strangers.
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I think we would care more about the environment, which is why I've been happy to be a kind of evangelist for emotional intelligence,
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if you will.
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I'm not the originator of the phrase.
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I think I made it more famous.
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I just think it would make a better world.
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To learn even more from the world's biggest thinkers, get BigThink Plus for your business.
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Vocabolario e note di pronuncia per questa lezione
Questa lezione di conversazione si basa sul video “Emotional Intelligence: The ability for leaders”. Le parole che ritornano più spesso: emotional, intelligence, leader, bus, emotion. Questo video contiene 145 frasi e 1816 parole da ripetere con lo shadowing. Il parlato dura 11:40. Chi parla ha un ritmo naturale di circa 156 parole al minuto, vicino a una conversazione quotidiana. Il 86% delle parole rientra nelle 3.000 più comuni dell’inglese; conviene studiare le altre prima di iniziare.
Vocaboli chiave di questo video
15 parole del video che vale la pena imparare, con pronuncia e significato:
| Parola | Pronuncia | Significato |
|---|---|---|
| emotion sostantivo | /ɪˈməʊ.ʃən/ | emozione |
| awareness sostantivo | /əˈwɛɹ.nəs/ | coscienza |
| mood sostantivo | /muːd/ | umore, cattivo umore |
| tune sostantivo | /tjuːn/ | melodia |
| habit sostantivo | /ˈhæb.ɪt/ | abitudine, consuetudine |
| empathy sostantivo | /ˈɛmpəθi/ | empatia |
| performer sostantivo | /pɚˈfɔɹmɚ/ | esecutore, esecutrice |
| topic sostantivo | /ˈtɑpɪk/ | tema, categoria |
| phrase sostantivo | /ˈfɹeɪ̯z/ | espressione, polirematica |
| uncomfortable aggettivo | /ʌnˈkʌm.fɚ.tə.bl̩/ | scomodo |
| bubble sostantivo | /ˈbʌbəl/ | bolla |
| anxious aggettivo | /ˈæŋkʃəs/ | inquieto |
| excellence sostantivo | /ˈɛksələns/ | eccellenza |
| cholesterol sostantivo | /kəˈlɛstəɹɒl/ | colesterolo |
| flock sostantivo | /flɑk/ | branco, gregge |
I phrasal verb che sentirai
| Parola | Significato |
|---|---|
| turn out verbo | risultare |
| come across verbo | dare l'impressione, avere l'aria |
| get along verbo | andare d'accordo, ingranare |
| get off verbo | scendere |
| go up verbo | salire |
| step down verbo | ritirarsi, dimettersi |
| stress out verbo | stressare |
| take over verbo | usurpare |
Frasi da ripetere
Frasi brevi e complete del video che puoi riutilizzare nella conversazione di tutti i giorni:
- I've written many books mostly on emotional intelligence.
- Can you handle conflicts well?
- Are you being an effective communicator?
- How's your day going?
- You're looking for suits, are you?
La grammatica di questo video
Le strutture che chi parla usa di più, con le parole esatte del video:
| Struttura | Nel video |
|---|---|
| Present perfect have/has + participio passato — un’azione passata che conta ancora adesso | I've written · has been talked · hasn't really changed |
| Frasi relative who / which + frase — un’informazione in più su una persona o una cosa | People who emerge · people who are · people who have |
| Forma passiva be + participio passato — conta ciò che accade, non chi lo fa | has been talked · is learned · been transformed |
Pronuncia a cui fare attenzione
Chi parla usa 36 contrazioni e forme ridotte, come don't, you're, I've. Pronunciale nella forma breve, così come le senti.
- I suoni “th”: empathy /ˈɛmpəθi/, enthusiastic /ɪnˌθjuːzɪˈæstɪk/, empathize /ˈɛmpəˌθaɪz/, thinker /ˈθɪŋ.kɚ/
- I suoni “sh” e “zh”: emotion /ɪˈməʊ.ʃən/, anxious /ˈæŋkʃəs/, shock /ʃɔk/, interaction /ˌɪn.təˈɹæk.ʃən/, perception /pɚˈsɛpʃ(ə)n/
- Parole lunghe — attenzione all’accento: uncomfortable /ʌnˈkʌm.fɚ.tə.bl̩/, cholesterol /kəˈlɛstəɹɒl/, automatic /ˌɔː.təˈmæt.ɪk/, intelligent /ɪnˈtɛlɪd͡ʒənt/, interaction /ˌɪn.təˈɹæk.ʃən/
I suoni difficili per chi parla italiano:
- /h/ — va soffiata, non è muta: habit /ˈhæb.ɪt/, behave /bɪˈheɪv/, behavioral /bɪˈheɪvjəɹəl/, humid /ˈhjuːmɪd/, harmonious /hɑɹˈmoʊni.əs/
- Consonante finale — senza aggiungere una vocale dopo: awareness /əˈwɛɹ.nəs/, mood /muːd/, habit /ˈhæb.ɪt/, topic /ˈtɑpɪk/, phrase /ˈfɹeɪ̯z/
- /æ/ — più aperta della “e”: habit /ˈhæb.ɪt/, anxious /ˈæŋkʃəs/, automatic /ˌɔː.təˈmæt.ɪk/, salary /ˈsæləɹi/, talented /ˈtæləntɪd/
Come esercitarsi con questo video
- Ascolta tutto il video una volta senza parlare e annota le parole che non conosci.
- Inizia a velocità 0,75×, fai shadowing frase per frase e torna alla velocità normale quando diventa facile.
- Registrati e confronta con l’originale, facendo attenzione a parole come emotion, awareness, mood.
Cos'è la tecnica dello Shadowing?
Shadowing è una tecnica di apprendimento delle lingue supportata da studi scientifici, originariamente sviluppata per la formazione dei traduttori professionisti e resa popolare dal poliglotta Dr. Alexander Arguelles. Il metodo è semplice ma potente: ascolti un audio in inglese di madrelingua e lo ripeti immediatamente ad alta voce — come un'ombra che segue il parlante con un ritardo di solo 1–2 secondi. A differenza dell'ascolto passivo o degli esercizi di grammatica, lo shadowing costringe il tuo cervello e i muscoli della bocca a elaborare e riprodurre simultaneamente i modelli di discorso reale. La ricerca dimostra che migliora significativamente la precisione della pronuncia, l'intonazione, il ritmo, il discorso connesso, la comprensione dell'ascolto e la fluidità del parlato — rendendolo uno dei metodi più efficaci per la preparazione alla prova di speaking dell'IELTS e per la comunicazione reale in inglese.