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1
Hey, everyone.
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Welcome back to the Business English Podcast.
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I'm Alex.
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And I'm Emily.
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And today we're talking about something nobody enjoys, but everybody has to do.
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Talking about problems at work.
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The deadline that's slipping, the mistake you just made, the thing that's quietly going wrong.
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And I have a confession about my natural strategy for problems.
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My instinct, always, is to close my eyes and wait.
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I assume that if I ignore it long enough, it will get bored and leave.
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And does it?
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Once.
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One time in my whole life, I ignored a problem so successfully that it became somebody else's problem.
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I think about that day a lot.
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That is not a strategy.
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That's a miracle.
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And for everyone else, problems do not get bored and leave.
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They grow.
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A small problem you mentioned today is a quick chat.
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The same problem in two weeks is a crisis with your name on it.
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Which is the real point of today.
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The people who do well at work aren't the ones with no problems.
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Everyone has problems.
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They're the ones who can talk about a problem clearly, early, and calmly.
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And in English, that takes specific words.
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Because here's the trap for a lot of learners.
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When something goes wrong, the stress goes up, the English gets harder, and so people either stay silent and hope,
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Alex's method, or they blurt it out badly and sound like they're panicking or complaining.
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So today we fix that.
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Four very common moments.
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How to flag a problem early before it explodes.
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How to own a mistake without falling apart.
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How to ask for help when you're stuck
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and how to raise a problem in a meeting without sounding like you're just complaining.
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And these phrases are the same everywhere.
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Say, I wanted to give you a heads up, or I've hit a bit of a snag, or can I flag something?
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In London, New York, Singapore, Sydney, or Dublin, and every colleague in the room understands you instantly and thinks,
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this is someone I can trust with a problem.
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And notice the goal here.
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We're not teaching you to be the office pessimist, the person who finds a dark cloud in every blue sky,
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the one whose emails everyone dreads to open.
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We're teaching you to name real problems in a way that actually makes people glad you spoke up.
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Exactly.
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Done well, talking about a problem is a gift to your team, not a complaint.
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The problem was always there.
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You're just the brave one who said it out loud, while it's still small and fixable.
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That's leadership, even from the most junior seat in the room.
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So let's start at the very beginning of every problem, the moment you first notice it, and you have to decide whether to speak up.
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Spoiler, you speak up.
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Set the scene for us.
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So Lottie is working on a project, and she's just realized that something might go wrong next week, not today, but soon.
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Instead of waiting, she goes to her manager
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Franco right away.
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Listen for how she raises it without any drama.
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Franco, do you have two minutes?
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I wanted to give you a heads up on something.
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Sure, what's up?
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So, nothing's gone wrong yet.
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I want to be clear about that.
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But I can see a possible problem coming, and I'd rather flag it now than surprise you later.
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I appreciate that.
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Go on.
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We're waiting on the final figures from the supplier.
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They promise them by Monday.
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If they're late, and they were late last time, it puts our Thursday deadline at risk.
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Okay, so what are you thinking?
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A couple of options.
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I can chase the supplier today and make the deadline very clear.
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And if you could send one email from your side, just so they see it matters to management, that would help a lot.
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Easy.
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I'll do that this afternoon.
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Thanks for bringing this to me early, Lottie this is exactly the kind of thing I'd rather hear on a Tuesday than a Thursday.
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And that is how it's done.
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No panic, no drama, just a clear early warning with a plan.
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Let's pull the phrases.
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The star phrase is to give someone a heads up.
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A heads up is an early, friendly warning that something is coming.
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You can say, I wanted to give you a heads up, or just a heads up.
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The client is running late.
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It's warm and it's informal and it tells the other person I'm telling you this early so you're not caught off guard
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And the key verb, to flag
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To flag something means to point it out so people are aware of it
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You can say, I want to flag a possible issue
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Or, can I flag something quickly?
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You're not saying it's a disaster
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You're raising a small flag so everyone can see it
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Flag it early and a problem stays small.
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And notice what Lottie did first.
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She lowered the temperature.
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She said, nothing's gone wrong yet.
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That one sentence stops the other person's heart from jumping.
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You can say, nothing's broken, but, or, this isn't urgent, but I wanted to mention it.
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You tell them how serious it is before you tell them what it is, so they don't imagine the worst.
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And she talked about a risk, not a disaster.
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She said it puts our deadline at risk.
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To put something at risk, or to say, there's a risk that, is a calm, professional way to describe a problem that hasn't happened yet.
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You can say, there's a risk we'll run over budget, or this could put the launch at risk.
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It's honest, but it's not panic.
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A couple more ways to open the same door, because you'll want options.
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You can say, I wanted to bring something to your attention, which is a touch more formal.
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Or, very naturally, I just want to put this on your radar.
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Your radar is the set of things you're keeping an eye on.
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You can say, I'll put it on your radar now in case it grows.
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And keep it proportionate.
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If it's tiny, say so.
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It's probably nothing, but if it's serious, be honest.
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This one's important.
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Matching your words to the real size of the problem is what makes people trust your judgment.
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They learn that when you say it's small, it's small.
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And when you say it's serious, they should drop everything.
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And the golden rule she followed, the one that makes managers trust you forever?
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She brought a possible solution, not just a problem.
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She didn't say, we have a problem, what do we do?
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She said, here's the problem, and here are two options.
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You can say, here's what I'd suggest.
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Or, one option is, bring a problem and a door out of it, and you look like someone who solves things,
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not someone who just reports them.
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Right, that's catching a problem early.
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Now, the harder one.
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What about when the problem is a mistake, and the mistake is yours?
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Because this is the one that really scares people.
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You made an error, maybe a real one.
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And now you have to tell someone, in English, without either hiding it or completely collapsing an apology.
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Here's Dexter, who has just discovered he sent a report to a client with the wrong figures in it.
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He goes straight to his manager, Noel.
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Listen for how he owns it cleanly and moves to the fix.
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Noel, I need to tell you about a mistake I made.
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I'd rather you hear it from me.
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Okay, tell me what happened.
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I sent the quarterly report to the client this morning
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and I've just realized the sales figures in it were from the old version.
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The numbers are wrong.
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That's on me.
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I didn't check the file properly before sending.
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Right.
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How wrong are we talking?
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The totals are off by a few percent.
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Not huge, but enough that we need to correct it.
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Here's what I've already done.
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I've prepared the corrected report and I've drafted a short, honest email to the client.
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I wanted you're okay before I send it.
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Let me see the email.
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Yes, that's good.
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Send it.
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And Dexter, thank you for coming to me straight away.
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Mistakes happen.
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Hiding them is the only real problem.
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Understood.
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I've also added a final check to my process so it doesn't happen again.
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Even better.
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Honestly, you've handled this better than people who've been here 10 years.
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Perfectly done.
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He didn't hide.
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He didn't grovel.
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He owned it, and fixed it.
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Let's pull the phrases because this is a skill that will save your career more than once.
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First, the clean, grown -up way to admit it.
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I made a mistake.
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And the lovely, honest phrase, that's on me.
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That's on me means it was my fault.
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I accept it.
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You can say, I made a mistake with the schedule or that's on me.
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I misread the brief.
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Short, honest, and strong.
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Owning it quickly actually makes you look more trustworthy, not less.
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And a common natural idiom for the same thing, to drop the ball.
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If you dropped the ball, it means you failed to do something you were responsible for.
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You can say, I dropped the ball on that email.
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I'm sorry.
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It's informal and very human.
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We've all dropped the ball.
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The professionals are just the ones who pick it straight back up.
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Two more honest phrases worth having ready I take full responsibility, which is formal, calm, and strong
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And I won't make excuses
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You can say, I take full responsibility for the delay
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Or I won't make excuses, I should have caught it
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Said simply without any drama, these make you sound like exactly the kind of person people want in charge of things.
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And a quick word on tone, because this is where people slip.
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Own it once, firmly, and then move on.
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If you apologize five times, you actually make it worse.
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Now your manager has to spend energy reassuring you instead of solving the problem.
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One clear, that's on me, and go straight to the fix.
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And notice what
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Dexter did not do.
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He didn't give 10 excuses.
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He gave one short, honest reason.
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I didn't check the file, and then stopped.
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You can explain briefly, but don't bury it in excuses.
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One clear reason sounds like responsibility.
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Five reasons sound like you're running away from it.
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And the most important move of all, he came with the fix already started.
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He said, here's what I've already done.
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That changes everything.
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A mistake plus a fix is just a bump in the road.
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You can say, here's how I'll fix it, or I've already started correcting it.
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You're not bringing your manager a fire.
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You're bringing them a fire that's almost out.
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And the quiet professional finish so it doesn't happen again
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when you add what you've changed to prevent it next time
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you turn a mistake into a lesson you can say I've added a check
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so it won't happen again that's the sentence
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that makes a manager stop worrying now sometimes the problem isn't a mistake sometimes you're just stuck
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and you need another human being to help you
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and this one is secretly hard because a lot of people think asking for help makes them look weak.
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It's the opposite.
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Struggling in silence for three days is what looks weak.
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Asking a good question after 20 minutes is smart.
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Here's Hassan, who's stuck on a task he can't figure out, going to ask his colleague Greta, who knows the system better.
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Listen for how he asks without feeling embarrassed about it.
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Greta, do you have a minute?
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I've hit a bit of a wall with the new reporting tool. Of course.
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What's going on?
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So, I've been trying to pull the monthly numbers, and I've tried everything I can think of, but the report keeps coming out empty.
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I feel like I'm missing something obvious.
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Ah, that one catches everyone.
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Can you show me your screen?
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Sure.
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Here.
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I set the dates, I pick the team, and then… nothing.
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There it is.
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You have to click
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Apply before it runs.
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It's hidden right at the bottom.
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Honestly, everyone misses it the first time.
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Oh, you're kidding.
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That's it?
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I could have saved myself an hour.
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Thank you.
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I really appreciate you taking the time.
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Anytime.
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Seriously, just grab me whenever.
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It's faster than struggling alone.
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And now Hassan knows, and he'll never forget it.
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Let's grab the phrases, because asking for help well is a real skill.
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Start with the honest opener.
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I've hit a wall, or, I've hit a bit of a snag.
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To hit a wall means you've got stuck and can't move forward.
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A snag is a small problem that's blocking you.
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You can say, I've hit a wall with this spreadsheet or, I've hit a snag with the booking system.
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They're both relaxed, honest ways to say, I'm stuck without sounding helpless.
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And a crucial detail, Hassan showed he'd already tried.
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He said, I've tried everything I can think of.
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Always say that when it's true.
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You can say, I've already tried X and Y, but it shows you're asking for help, not asking someone to do your job.
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People are far happier to help someone who clearly tried first.
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And the warm, natural phrases for actually asking.
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Do you have a minute?
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Is the perfect opener.
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Small, polite, easy to say yes to.
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and a lovely informal one.
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Can I pick your brain?
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To pick someone's brain means to ask for their knowledge and ideas.
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You can say, can I pick your brain for a second?
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Or could I bounce an idea off you?
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Both make the other person feel like an expert, which they usually enjoy.
256
And if you just need a direction, not a full answer, there's a brilliant little phrase.
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Could you point me in the right direction?
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It means, you don't have to solve it for me.
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Just show me where to look.
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You can say, I don't need the whole answer.
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Could you just point me in the right direction?
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It's a small, respectful ask, and people almost always say yes.
263
And two friendly ways to say you'd welcome help without sounding desperate.
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I could use a hand with this, and could you spare a few minutes?
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You can say, I could use a hand with the figures, or, when you get a chance, could you spare five minutes?
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Light, warm, and easy to say yes to.
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And remember the mindset, because it changes how you ask.
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Two heads are better than one.
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You're not confessing a weakness, you're using a resource.
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The best people at any company ask for help constantly.
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That's often how they got to be the best.
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So ask early, ask warmly, and say thank you properly afterward.
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And one tiny phrase that saves enormous embarrassment.
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I feel like I'm missing something obvious.
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Hassan used it, and it's magic, because it gives you permission to ask a simple question without shame.
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You can say, I'm probably missing something obvious here, but...
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Nine times out of ten, you are missing something obvious, and so does everyone else.
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Now, from asking one person quietly to the scariest room of all.
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Raising a problem in front of a whole meeting.
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Because this is where it gets delicate.
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In a one -to -one, you can be relaxed.
282
But in a meeting, if you raise a problem badly, you sound negative, like the person who's always complaining.
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Raise it well, and you sound like a leader.
284
Here's Ingmar in a team meeting run by Talia.
285
He's noticed a problem that keeps happening, and he wants to bring it up.
286
Carefully.
287
Listen for how he raises a real concern without dragging the mood down.
288
Okay, before we wrap up, does anyone have anything else?
289
Actually, yes.
290
Can I raise something?
291
I don't want to be negative because the project's going well overall.
292
But I've noticed a recurring issue I think we should talk about.
293
Please, go ahead.
294
So three times now, we've had two people accidentally working on the same task because we're not updating the shared tracker.
295
We're wasting hours, and honestly, people are getting frustrated.
296
You're right.
297
I've seen that too.
298
What do you think we should do?
299
Well, here's what I'd suggest.
300
What if we spend two minutes at the start of each day just confirming who's doing what?
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A quick check, nothing heavy.
302
I think it would fix most of it.
303
I like that.
304
Let's try it for two weeks and see.
305
Thanks for raising it, Ingmar.
306
That's a real problem and a sensible fix.
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And that's how you raise a problem in a meeting and come out looking better, not worse.
308
Let's pull the phrases.
309
First, the polite way to open the door.
310
Can I raise something?
311
Or, can I flag a concern?
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To raise something means to bring it up for discussion.
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You can say, can I raise something before we finish? or I'd like to raise a concern about the timeline.
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It's a calm, professional way to say I have a problem to put on the table.
315
And the brilliant shield Ingmar used first.
316
I don't want to be negative, but...
317
This little phrase protects you.
318
It tells the room you're not complaining for the sake of it.
319
You're trying to help.
320
You can say, I don't want to sound negative, but.. or I'm raising this because I care about getting it right.
321
Say that and people hear a problem solver, not a complainer.
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In the precise, unemotional way he described the problem, I've noticed a recurring issue.
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A recurring issue is a problem that keeps happening again and again.
324
Notice he gave a fact three times now, not a feeling.
325
You can say, I've noticed a recurring issue with the deliveries, or this keeps happening.
326
Facts are calm and hard to argue with.
327
Blame is loud and starts fights.
328
Describe the problem, not the person.
329
And then, the move that separates the complainer from the leader.
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He brought a suggestion.
331
He said, here's what I'd suggest, and offered a small, light fix.
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You can say, what if we tried?
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Or, my suggestion would be, anyone can point at a problem.
334
The person everyone respects is the one who points at a problem and then points at a possible way out.
335
And if the fix isn't yours to decide, you can hand it to the group gently.
336
You can say, I don't have the perfect answer, but I wanted to put it on the table.
337
To put something on the table means to raise it for everyone to deal with together.
338
You're not demanding a solution on the spot.
339
You're starting the conversation.
340
And pick your moment.
341
A big problem dropped in the last 30 seconds of a meeting helps nobody.
342
You can say, this might need its own conversation.
343
Could we find time for it?
344
Raising a problem well is partly what you say and partly knowing when the room can actually do something about it.
345
And one more gentle phrase for the room.
346
Has anyone else run into this?
347
it invites others in instead of making it just your complaint.
348
You can say, has anyone else noticed this?
349
Or am I the only one seeing this?
350
Suddenly it's a shared problem the team solves together, not one person grumbling.
351
That's the whole secret really.
352
Make it everyone's problem to solve, not everyone's fault.
353
So let's gather today's phrases because talking about problems is really just four moments, each with its own little toolkit.
354
When you catch a problem early, you flag it.
355
You give someone a heads up.
356
You lower the temperature first.
357
Nothing's gone wrong yet.
358
You describe it as a risk, not a disaster.
359
And you bring a possible solution, not just the problem.
360
When the problem is a mistake you made, you own it cleanly.
361
I made a mistake.
362
That's on me.
363
I dropped the ball.
364
You give one honest reason, not 10 excuses.
365
You come with the fix already started.
366
Here's what I've already done.
367
And you add, so it won't happen again.
368
When you're stuck, you ask for help early and without shame.
369
I've hit a wall.
370
I've hit a snag.
371
You show you've already tried.
372
You ask warmly.
373
Do you have a minute?
374
Can I pick your brain?
375
Could you point me in the right direction? and you let yourself say, I'm probably missing something obvious.
376
And when you raise a problem in a meeting, you do it like a leader.
377
Can I raise something?
378
I don't want to be negative, but...
379
You describe a recurring issue with facts, not blame.
380
You bring a suggestion.
381
Here's what I'd suggest.
382
And you invite others in with, has anyone else run into this?
383
And underneath all four, the same simple truth, the one that took me far too long to learn.
384
Problems don't shrink when you hide them.
385
They shrink when you say them out loud, early, calmly, to the right person.
386
The words we gave you today are just the tools that make that easy.
387
So here's your challenge before the next episode.
388
Think of one small problem at work you've been quietly avoiding.
389
We all have one right now and pick one phrase from today to open the conversation.
390
Maybe it's, I wanted to give you a heads up.
391
Maybe it's, can I pick your brain?
392
Just one problem, one phrase said out loud this week.
393
Because the problem you're avoiding is almost never as bad as the silence around it.
394
Say the sentence, it's always smaller once it's out of your head and in the room.
395
And tell us in the comments, what's the hardest part of talking about problems at work for you?
396
Owning a mistake?
397
Asking for help?
398
Speaking up in a meeting?
399
We read every one, and your answer might become our next episode.
400
New episodes twice a week.
401
If this one helped, send it to the colleague who carries every problem silently until it's enormous.
402
Gently.
403
As a kindness.
404
We've all been that person.
405
So this week, pick your one problem, pick your one phrase, and just say it.
406
And if it works, remember, it was my advice.
407
If it doesn't, you must have misheard me.
408
Take care.
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Vocabolario e note di pronuncia per questa lezione
Questa lezione di conversazione si basa sul video “English for Problems at Work — Raise Issues Without Sounding Negative”. Questo video contiene 408 frasi e 3756 parole da ripetere con lo shadowing. Il parlato dura 23:38. Chi parla ha un ritmo naturale di circa 159 parole al minuto, vicino a una conversazione quotidiana. Il 85% 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 |
|---|---|---|
| phrase sostantivo | /ˈfɹeɪ̯z/ | espressione, polirematica |
| solve verbo | /sɒlv/ | risolvere |
| complain verbo | /kəmˈpleɪn/ | lamentarsi, lagnarsi |
| deadline sostantivo | /ˈdɛdˌlaɪn/ | scadenza, termine |
| disaster sostantivo | /dɪˈzɑːs.təː/ | disastro |
| panic sostantivo | /ˈpænɪk/ | panico |
| suggestion sostantivo | /səˈd͡ʒɛst.ʃən/ | suggestione, suggerimento |
| radar sostantivo | /ˈɹeɪˌdɑɹ/ | radar, radiotelemetro |
| colleague sostantivo | /ˈkɒliːɡ/ | collega |
| informal aggettivo | /ɪnˈfɔɹ.m(ə)l/ | informale |
| ignore verbo | /ɪɡˈnɔː/ | ignorare |
| silence sostantivo | /ˈsaɪ̯ləns/ | silenzio |
| formal aggettivo | /ˈfɔɹməl/ | formale |
| badly avverbio | /ˈbæd.li/ | male |
| skill sostantivo | /skɪl/ | abilità, capacità |
I phrasal verb che sentirai
| Parola | Pronuncia | Significato |
|---|---|---|
| fall apart verbo | cadere a pezzi | |
| figure out verbo | scoprire, rendersi conto | |
| go ahead verbo | /ˌɡoʊ əˈhɛd/ | procedere, andare avanti |
| go up verbo | salire | |
| grow up verbo | crescere | |
| run over verbo | investire | |
| wrap up verbo | imballare, impacchettare |
Frasi da ripetere
Frasi brevi e complete del video che puoi riutilizzare nella conversazione di tutti i giorni:
- Franco, do you have two minutes?
- She didn't say, we have a problem, what do we do?
- How wrong are we talking?
- Greta, do you have a minute?
- Maybe it's, can I pick your brain?
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 hit · hasn't happened · has just discovered |
| Frasi relative who / which + frase — un’informazione in più su una persona o una cosa | people who do · ones who can · person who finds |
Pronuncia a cui fare attenzione
Chi parla usa 123 contrazioni e forme ridotte, come I've, you're, don't. Pronunciale nella forma breve, così come le senti.
- I suoni “th”: gather /ˈɡæðɚ/, underneath /ˌʌndɚˈniθ/, trustworthy /ˈtɹʌst.wɜː.ði/
- I suoni “sh” e “zh”: suggestion /səˈd͡ʒɛst.ʃən/, shield /ˈʃild/, crucial /ˈkɹuː.ʃəl/, confession /kənˈfɛʃən/, proportionate /pɹəˈpɔɹʃənət/
- Parole lunghe — attenzione all’accento: naturally /ˈnæt͡ʃ.(ə.)ɹə.li/, successfully /səkˈsɛs.fə.li/, accidentally /ˌæk.sɪˈdɛnt(ə)li/, apologize /əˈpɑləˌd͡ʒaɪz/, apology /əˈpɑ.lə.d͡ʒi/
I suoni difficili per chi parla italiano:
- /h/ — va soffiata, non è muta: helpless /ˈhɛlplɪs/, mishear /mɪsˈhɪə(ɹ)/
- Consonante finale — senza aggiungere una vocale dopo: phrase /ˈfɹeɪ̯z/, solve /sɒlv/, panic /ˈpænɪk/, colleague /ˈkɒliːɡ/, silence /ˈsaɪ̯ləns/
- /æ/ — più aperta della “e”: panic /ˈpænɪk/, badly /ˈbæd.li/, relax /ɹɪˈlæks/, naturally /ˈnæt͡ʃ.(ə.)ɹə.li/, afterwards /ˈæf.tɚ.wɚdz/
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 phrase, solve, complain.
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.