Pratica di Shadowing: Full Business English Shadowing Practice | Speak English Fluently at Work - Impara a parlare inglese con i video
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Hello, everyone, and welcome back to Business English for Success.
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If you've been learning business English for a while, you probably already understand a lot of the English you hear at work.
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But knowing what to say is one thing.
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Being able to say it naturally when someone is actually waiting for your answer is another.
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And that's what we're going to practice today.
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this is a full business English shadowing session built around situations
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you actually deal with at work we'll start with everyday conversations
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checking something with a colleague asking for help following up
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and giving useful updates then we'll move into conversations with your manager especially
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when you need to talk about progress priorities or a deadline you're not ready to promise yet.
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And we'll take you through a business meeting from beginning to end, from opening the meeting and giving updates to joining the discussion,
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disagreeing professionally, working toward a decision, and closing with clear next steps.
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So you're not practicing a few isolated phrases.
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You're practicing the English you need as the conversation actually develops.
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And we're to spend most of our time practicing, not explaining.
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We'll give you just enough context to know when you might use each response.
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You'll hear each response twice.
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Listen carefully the first time.
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The second time, say it with us and try to follow the rhythm of the whole response.
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Don't worry about memorizing every word.
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If you're somewhere you can't speak out loud, just listen.
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You can always come back and practice later.
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But whenever you can, say the responses with us.
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The more often you actually use this English, the easier it becomes to reach for it when you need it at work.
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Alright, let's get started with the English you probably use most often.
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Everyday conversations at work.
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Let's start with the kind of English you probably use all the time at work.
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Checking something with a colleague, asking for help, giving an update, or following up on something you need.
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We'll keep the situations familiar, but we'll practice complete responses you can actually use.
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Let's start with checking something before you move forward.
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Hi, James.
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Do you have a minute?
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I just wanted to check something with you before I send this to the client.
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Hi James, do you have a minute?
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I just wanted to check something with you before I send this to the client.
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When you have a moment, could you take a look at the figures in the last section?
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I want to make sure everything is correct before we send the report out.
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When you have a moment, could you take a look at the figures in the last section?
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I want to make sure everything is correct before we send the report out.
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Can I quickly check something with you?
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I have the deadline down as Thursday afternoon, but I just want to make sure that hasn't changed.
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Can I quickly check something with you?
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I have the deadline down as Thursday afternoon, but I just want to make sure that hasn't changed.
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Sometimes you're the one being asked for help.
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You may be happy to help, but that doesn't always mean you can drop what you're doing straight away.
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Here are a few natural ways to handle that.
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Sure, I can take a look.
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Give me about 20 minutes to finish what I'm doing, and then I'll come back to you.
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Sure, I can take a look.
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Give me about 20 minutes to finish what I'm doing, and then I'll come back to you.
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I can help with that, but I probably won't get to it until this afternoon.
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If that works for you, send me the details, and I'll take a look later today.
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I can help with that, but I probably won't get to it until this afternoon.
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If that works for you, send me the details and I'll take a look later today.
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I'm in the middle of something at the moment.
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Would it be okay if I finish this first and come over in about half an hour?
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I'm in the middle of something at the moment.
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Would it be okay if I finish this first and come over in about half an hour?
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And sometimes the request itself isn't completely clear.
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It's worth checking before you start.
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A quick question now can save you from doing the wrong work and having to do it again later.
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When you need to clarify the request.
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Just to make sure I've understood correctly, do you need the full report by this afternoon or just the summary page?
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Just to make sure I've understood correctly, do you need the full report by this afternoon or just the summary page?
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When you say you need the latest figures, are you referring to this month's numbers or the updated forecast for next quarter?
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When you say you need the latest figures, are you referring to this month's numbers or the updated forecast for next quarter?
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Before I start working on this, can I check exactly what you'd like me to change?
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I want to make sure I'm focusing on the right things.
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Before I start working on this, can I check exactly what you'd like me to change?
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I want to make sure I'm focusing on the right things.
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So, just to confirm, you'd like me to update the numbers, leave the rest of the presentation as it is, and send you the new version before 3.
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Is that right?
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So, just to confirm, you'd like me to update the numbers, leave the rest of the presentation as it is, and send you the new version before 3.
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Is that right?
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Good.
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Let's say someone is waiting for something from you.
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The work isn't finished yet, but you still want to give them a useful answer.
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Instead of just saying, I'm still working on it, tell them where things actually stand.
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Giving a useful update.
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I'm working on the report now.
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Most of it is finished, and I'm just checking the final figures before I send it over.
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I'm working on the report now.
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Most of it is finished, and I'm just checking the final figures before I send it over.
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We're making good progress overall.
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The main part is complete, and we're still on track to have the final version ready by Friday afternoon.
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We're making good progress overall.
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The main part is complete, and we're still on track to have the final version ready by Friday afternoon.
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I finished my part, but I'm still waiting for the final numbers from finance.
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As soon as I have those, I can complete the report and send it out.
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I finished my part, but I'm still waiting for the final numbers from finance.
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As soon as I have those, I can complete the report and send it out.
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Of course, sometimes you're the one waiting.
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Maybe you need someone's input before you can continue, or a deadline is getting close.
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You want to follow up without making the conversation awkward.
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Hi, James.
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Just checking in on the figures you were going to send over, do you have an idea of when they might be ready?
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Hi, James.
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Just checking in on the figures you were going to send over, do you have an idea of when they might be ready?
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I wanted to follow up on the changes we discussed yesterday.
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Have you had a chance to look at them yet, or do you need a little more time?
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I wanted to follow up on the changes we discussed yesterday.
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Have you had a chance to look at them yet, or do you need a little more time?
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Just a quick follow -up on the client proposal.
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We're hoping to send it out this afternoon, so let me know if there's anything you still need from me.
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just a quick follow -up on the client proposal we're hoping to send it out this afternoon
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so let me know if there's anything you still need from me
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and here's one more situation you'll probably recognize priorities change something becomes urgent your manager asks you to switch tasks
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and you need to be clear about what that means for the rest of your work when priorities change.
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No problem.
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I'll put the report on hold for now and focus on the client request first.
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I'll come back to the report as soon as that's done.
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No problem.
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I'll put the report on hold for now and focus on the client request first.
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I'll come back to the report as soon as that's done.
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That's fine.
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Just so I'm clear, would you like me to finish this first and move the other task to tomorrow?
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That's fine.
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Just so I'm clear, would you like me to finish this first and move the other task to tomorrow?
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I can switch priorities if needed.
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The only thing to keep in mind is
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that the report probably won't be ready this afternoon if I move on to this now.
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I can switch priorities if needed.
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The only thing to keep in mind is
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that the report probably won't be ready this afternoon if I move on to this now.
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Good.
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You've practiced these one at a time.
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Before we move on, let's hear how some of them fit into a normal conversation at work.
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This time, just listen.
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Hey, do you have a minute?
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I wanted to check where we are with the client report.
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Sure.
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Most of it is finished.
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I'm just waiting for the final numbers from finance, and then I can complete the last section.
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Do you think you'll still have it ready this afternoon?
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I should do, as long as I get the figures in the next hour or so.
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If they're delayed, I'll let you know.
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Okay.
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One other thing.
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The client has asked us to update the pricing page as well.
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Could you make that the priority when the numbers come through?
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Yes, that's fine.
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Just so I'm clear, you'd like me to update the pricing page first and then finish the rest of the report?
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Exactly.
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We need the pricing page for a call at 3.
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The full report can wait until tomorrow morning if necessary.
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Got it.
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I'll focus on that first, and I'll give you an update before the call.
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Perfect.
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Thanks.
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That kind of conversation is pretty normal at work.
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But when you're speaking with your manager, you may need to go a little further.
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Explain your progress, talk about your workload, deal with changing priorities, or be honest when a deadline isn't realistic.
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That's what we'll practice next.
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All right, let's move into conversations with your manager.
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A lot of these conversations start with a simple question, but your answer may need to cover your progress, a deadline, a problem you're waiting on,
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or what you need from someone else.
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Let's practice some of those situations.
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When your manager asks for an update, How are things going with the report?
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Are we still on track for Friday?
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Yes, we're still on track.
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I've finished the main sections and I'm working through the final checks now.
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If nothing unexpected comes up, I should have it ready by Friday afternoon.
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Yes, we're still on track.
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I've finished the main sections and I'm working through the final checks now.
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If nothing unexpected comes up, I should have it ready by Friday afternoon where are we with the client proposal the first draft is done
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and the team is reviewing it now there are still a few points we need to confirm with the client
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but i expect to have those cleared up by tomorrow the first draft is done
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and the team is reviewing it now there are still a few points we need to confirm with the client
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but i expect to have those cleared up by tomorrow.
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Can you give me a quick update on the testing?
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We've completed most of it and everything looks fine so far.
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There are two areas we still need to check, so I'd rather finish those before I confirm that we're ready to move forward.
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We've completed most of it and everything looks fine so There are two areas we still need to check,
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so I'd rather finish those before I confirm that we're ready to move forward.
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Sometimes the update isn't as straightforward.
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You're making progress, but something outside your control is holding up the work.
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Your manager doesn't need every detail.
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They need to know what's done, what's holding things up, and what happens next.
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When you're waiting on someone else.
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I thought we were going to have the final numbers today.
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What's holding things up?
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My part is finished, but we're still waiting for finance to confirm the final figures.
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I followed up with them this morning, and they expect to send everything over by the end of the day.
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My part is finished, but we're still waiting for finance to confirm the final figures.
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I followed up with them this morning, and they expect to send everything over by the end of the day.
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Why haven't we sent the proposal to the client yet?
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We're waiting for legal to approve the revised terms.
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Everything else is ready, so as soon as we get their confirmation, I can send the final version to the client.
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We're waiting for legal to approve the revised terms.
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Everything else is ready, so as soon as we get their confirmation, I can send the final version to the client.
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Is there anything stopping you from finishing this today?
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The only thing I'm waiting for is the updated sales data.
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I've already asked the regional team for it, and if it comes through this afternoon, I should still be able to finish everything today.
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The only thing I'm waiting for is the updated sales data.
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I've already asked the regional team for it, and if it comes through this afternoon, I should still be able to finish everything today.
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Okay.
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What if your manager asks for a deadline and you're not confident enough to promise one yet?
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You don't need to guess.
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Give them what you know, explain what you still need to check, and tell them when you can give a firmer answer.
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Can you have this finished by tomorrow morning?
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I need to check one thing with the team before I can confirm that.
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Let me speak to them this afternoon, and I'll give you a definite answer before the end of the day.
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I need to check one thing with the team before I can confirm that.
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Let me speak to them this afternoon, and I'll give you a definite answer before the end of the day.
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Do you think we'll be ready to launch next Monday?
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Monday is still possible, but I wouldn't want to confirm it just yet.
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We're waiting for the final test results, and I should have a much clearer picture once those come through tomorrow.
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Monday is still possible, but I wouldn't want to confirm it just yet.
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We're waiting for the final test results, and I should have a much clearer picture once those come through tomorrow.
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Can I tell the client we'll deliver everything by Friday?
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I'd hold off on confirming Friday for the moment.
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We're close, but there are still a couple of things we need to resolve.
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I should be able to give you a firm date tomorrow morning.
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I'd hold off on confirming Friday for the moment.
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We're close, but there are still a couple of things we need to resolve.
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I should be able to give you a firm date tomorrow morning.
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Deadlines aren't the only thing your manager may ask about.
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Sometimes you have several things competing for your attention, and you need to make sure you're working on the right one.
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I need you to take care of the client request today.
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Can you make that a priority?
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Yes, I can move that to the top of the list.
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Just so you're aware, I'll need to push the monthly report back until tomorrow if I focus on the client request today.
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Yes, I can move that to the top of the list.
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Just so you're aware, I'll need to push the monthly report back until tomorrow if I focus on the client request today.
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Can you work on the presentation as well as the forecast today?
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I can work on both, but I probably won't finish both today.
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Which one would you like me to prioritize if I need to choose between them?
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I can work on both, but I probably won't finish both today.
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Which one would you like me to prioritize if I need to choose between them?
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Could you also help with the client presentation this afternoon?
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Yes, I can help with that.
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I have two things I need to finish first, so if the presentation is more urgent, let me know and I'll rearrange my afternoon.
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Yes, I can help with that.
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I have two things I need to finish first, so if the presentation is more urgent, let me know and I'll rearrange my afternoon.
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There will also be times when the problem isn't your workload.
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The deadline itself just isn't realistic.
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This can be uncomfortable, especially when you're speaking to your manager.
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But agreeing to something you already know you can't deliver usually creates a bigger problem later.
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I'd really like to have the full analysis by the end of today.
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Can you do that?
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I can get most of it done today, but I don't think I can complete the full analysis properly by the end of the day.
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I can have a first version ready this evening and finish the remaining work tomorrow morning.
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I can get most of it done today, but I don't think I can complete the full analysis properly by the end of the day.
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I can have a first version ready this evening and finish the remaining work tomorrow morning.
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We need to bring the deadline forward to Wednesday.
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Is that manageable?
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Wednesday would be difficult with the amount of work that's still outstanding.
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Thursday is more realistic unless we reduce the scope or bring someone else in to help.
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Wednesday would be difficult with the amount of work that's still outstanding.
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Thursday is more realistic unless we reduce the scope or bring someone else in to help.
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Can you send me the final version in the next couple of hours?
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I can send you what we have in the next couple of hours, but it won't be the final version.
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If you need something to review today, I can send the current draft and follow up with the completed version tomorrow.
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I can send you what we have in the next couple of hours, but it won't be the final version.
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If you need something to review today, I can send the current draft and follow up with the completed version tomorrow.
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sometimes you don't just need more time you need something from your manager a decision some support
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or help removing something that's blocking the work let's practice saying
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that clearly instead of hoping they'll work out what you need
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is there anything you need from me at this point yes we have two possible ways forward
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but i need your decision on which option you want us to take Once that's clear, the team can move ahead.
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Yes, we have two possible ways forward, but I need your decision on which option you want us to take.
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Once that's clear, the team can move ahead.
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What would help you get this finished on time?
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The biggest issue is capacity.
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If we could get someone from the other team to help with the final checks, we'd have a much better chance of finishing by Friday.
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The biggest issue is capacity.
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If we could get someone from the other team to help with the final checks, we'd have a much better chance of finishing by Friday.
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Is anything blocking you right now?
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Yes.
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I still don't have access to the latest data, and I can't complete the analysis without it.
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If you can help me get access today, I can keep everything else moving.
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Yes.
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I still don't have access to the latest data, and I can't complete the analysis without it.
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If you can help me get access today, I can keep everything else moving.
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Good.
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Let's put some of that into one conversation.
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Your manager wants an update, then asks you to take on something urgent.
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Listen to how the conversation changes as new information comes in.
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This time, just listen to the whole exchange.
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How are things going with the monthly report?
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Are we still on track to finish it today?
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Most of it is done.
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I'm just waiting for finance to confirm the final figures, and they expect to send those over this afternoon.
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Okay.
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I've also had a request from the regional director.
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She needs an updated sales summary before her meeting tomorrow.
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Can you take care of that today?
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Yes, I can.
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Just so you're aware, if I make that the priority this afternoon, I probably won't finish the monthly report today.
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That's fine.
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The sales summary is more urgent.
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The report can wait until tomorrow morning.
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Okay, in that case, I'll start on the sales summary now and come back to the report tomorrow.
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Do you think you can have the summary ready by 4?
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I need to check how much of the data is already available before I confirm that that, give me about half an hour, and I'll let you know whether 4 o 'clock is realistic.
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That's fine.
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Let me know as soon as you've checked. Will do.
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So far, we've focused mostly on one -to -one conversations.
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Now let's move into meetings.
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We're going to work through this the same way a real meeting develops.
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From getting everyone started, to giving updates, asking questions, sharing different views,
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news, making decisions, and agreeing on what happens next.
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You'll practice what to say at each stage.
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So let's start right at the beginning, opening the meeting.
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When you're leading the meeting, you usually need to do more than say, let's start.
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You want people to know why they're there and where the conversation is going.
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Thanks, everyone.
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Let's get started.
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We have a few things to cover today, but I'd like to begin with a quick update on where we are with the project.
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Thanks, everyone.
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Let's get started.
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We have a few things to cover today, but I'd like to begin with a quick update on where we are with the project.
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Thanks for joining.
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The main thing we need to decide today is whether we're ready to move forward with the launch next week.
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Thanks for joining.
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The main thing we need to decide today is whether we're ready to move forward with the launch next week.
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Looks like everyone's here, so let's make a start.
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I'd like to go through the latest figures first, and then we can talk about what we need to do next.
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Looks like everyone's here, so let's make a start.
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I'd like to go through the latest figures first, and then we can talk about what we need to do next.
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Those openings work when you're leading the meeting.
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But you won't always be the person in charge.
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Quite often someone else opens the meeting and then asks you to give the first update.
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Let's practice that side of the conversation too.
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Could you bring us up to speed on where things stand?
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Sure.
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We've completed the first round of testing and everything looks good so far.
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The team is working through the remaining checks now and we're still aiming to finish by Friday.
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Sure.
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We've completed the first round of testing, and everything looks good so far.
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The team is working through the remaining checks now, and we're still aiming to finish by Friday.
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How are things looking on the client side?
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We've had positive feedback on the proposal overall.
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There are still a couple of points the client wants us to revise, and we're working through those with them this week.
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We've had positive feedback on the proposal overall.
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There are still a couple of points the client wants us to revise, and we're working through those with them this week.
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Are there any issues we should know about at this stage?
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Nothing major at the moment.
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The only concern is the delivery schedule.
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We're still waiting for the supplier to confirm the final date, so there's a chance the timeline may need to move slightly.
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Nothing major at the moment.
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The only concern is the delivery schedule.
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We're still waiting for the supplier to confirm the final date, so there's a chance the timeline may need to move slightly.
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Once the updates start, questions usually follow.
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Sometimes you need more detail.
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Sometimes you've understood the general point, but one part isn't clear.
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These are useful when you want to check before the discussion moves on.
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Just to make sure I've understood correctly, are you saying the delay affects the whole project or only the final stage?
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Just to make sure I've understood correctly, are you saying the delay affects the whole project or only the final stage?
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Could you say a little more about what changed?
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I'm particularly interested in why the original timeline is no longer realistic.
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Could you say a little more about what changed?
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I'm particularly interested in why the original timeline is no longer realistic.
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When you see the cost has gone up, do we know roughly how much of an increase we're looking at?
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When you say the cost has gone up, do we know roughly how much of an increase we're looking at?
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And sometimes, the question is for you.
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If you don't know the answer, you don't need to make one up just because everyone is waiting.
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Do we know how much this is going to add to the overall cost?
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I don't have the final figure yet.
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Finance is working through the numbers now, and I should be able to give everyone a more accurate estimate later today.
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I don't have the final figure yet.
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Finance is working through the numbers now, and I should be able to give everyone a more accurate estimate later today.
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Knowing what you want to say isn't always the difficult part.
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Sometimes the hard part is finding a natural way into the conversation.
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You don't need a long introduction.
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Just give yourself enough room to make your point.
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Can I add something here?
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I think there's one issue we need to consider before we make a final decision.
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Can I add something here?
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I think there's one issue we need to consider before we make a final decision.
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Before we move on, there's one point I'd like to come back to.
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I don't think we fully considered the impact this could have on the client.
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Before we move on, there's one point I'd like to come back to.
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I don't think we fully considered the impact this could have on the client.
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If I could come in here for a second, I think there may be another option we haven't looked at yet.
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If I could come in here for a second, I think there may be another option we haven't looked at yet.
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Once you're in the discussion, don't stop at, I think this is better.
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In most meetings, what's useful is your position and the reason behind it.
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My feeling is that we should wait until we have the final numbers.
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Otherwise, we could make a decision today and have to change it again tomorrow.
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My feeling is that we should wait until we have the final numbers.
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Otherwise, we could make a decision today and have to change it again tomorrow.
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I think the second option gives us more flexibility.
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It costs slightly more, but it also gives us enough time to deal with any problems before the launch.
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I think the second option gives us more flexibility.
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It costs slightly more, but it also gives us enough time to deal with any problems before the launch.
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From my perspective, keeping the current deadline creates more risk than moving it back by a few days.
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I'd rather give the team enough time to get this right.
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From my perspective, keeping the current deadline creates more risk than moving it back by a few days.
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I'd rather give the team enough time to get this right.
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Of course, you won't always disagree.
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And when someone makes a good point, you can do more than simply say, I agree.
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You can show what you agree with and help move the idea forward.
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I agree with James on the timing.
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If we give ourselves a few more days, we'll have time to finish the testing properly instead of rushing through the final stage.
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I agree with James on the timing.
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If we give ourselves a few more days, we'll have time to finish the testing properly instead of rushing through the final stage.
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I think that's a good approach.
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We could also send the client an early version this week
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so they can start reviewing it while we finish the remaining work.
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I think that's a good approach.
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We could also send the client an early version this week
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so they can start reviewing it while we finish the remaining work.
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This next part is worth practicing.
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Sometimes you understand why someone is suggesting something, but you still don't think it's the right way forward.
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You want to be clear without turning the meeting into an argument.
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I see your point, but I'm not sure delaying the whole project is necessary.
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The problem only affects one part of the work, so I'd rather see if we can deal with that separately.
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I see your point, but I'm not sure delaying the whole project is necessary.
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The problem only affects one part of the work, so I'd rather see if we can deal with that separately.
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I agree that we need to move quickly, but I'm not convinced Friday is realistic.
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There's still too much we need to finish before I'd be comfortable committing to that date.
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I agree that we need to move quickly, but I'm not convinced Friday is realistic realistic,
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there's still too much we need to finish before I'd be comfortable committing to that date.
415
I understand the reasoning, although I see the risk a little differently.
416
My concern is that we'll save time now, but create more work for ourselves later.
417
I understand the reasoning, although I see the risk a little differently.
418
My concern is that we'll save time now, but create more work for ourselves later.
419
Let's make that a little harder.
420
What if someone pushes back on your position?
421
You don't need to repeat yourself more loudly.
422
Respond to the point they actually made.
423
But if we move the deadline, aren't we going to disappoint the client anyway?
424
Possibly, but I think they'll be more disappointed if we deliver something that isn't ready.
425
I'd rather speak to them now, explain the situation, and agree on a date we know we can meet.
426
Possibly, but I think they'll be more disappointed if we deliver something that isn't ready.
427
I'd rather speak to them now, explain the situation, and agree on a date we know we can meet.
428
Sometimes you don't disagree with the idea itself.
429
There's just a risk or a practical problem you don't want the group to overlook.
430
That's when you need to raise the concern clearly.
431
There's one thing I'm concerned about.
432
If we wait until Friday for final approval, we won't have much time to make changes before the client presentation on Monday.
433
There's one thing I'm concerned about.
434
If we wait until Friday for final approval, we won't have much time to make changes before the client presentation on Monday.
435
The approach makes sense to me.
436
My only concern is whether the team has enough capacity to take on the extra work without affecting the other deadlines.
437
The approach makes sense to me.
438
My only concern is whether the team has enough capacity to take on the extra work without affecting the other deadlines.
439
I'm comfortable with the overall plan, but I think we need to look at the cost before we commit.
440
We still don't know what the additional support is going to add to the budget.
441
I'm comfortable with the overall plan, but I think we need to look at the cost before we commit.
442
We still don't know what the additional support is going to add to the budget.
443
Once you've raised the problem, it helps if you can also give the group somewhere to go next.
444
That doesn't mean you need the perfect solution.
445
Sometimes you're simply putting another option on the table.
446
What if we keep the current launch date but reduce the scope of the first release?
447
That would give us more time to finish the remaining work without delaying everything.
448
What if we keep the current launch date, but reduce the scope of the first release?
449
That would give us more time to finish the remaining work without delaying everything.
450
Another option would be to send the client the completed sections first and follow up with the rest next week.
451
That way, they can start reviewing the work without waiting for everything to be finished.
452
Another option would be to send the client the completed sections first and follow up with the rest next week.
453
That way they can start reviewing the work without waiting for everything to be finished.
454
Why don't we speak to the supplier today and find out what they can realistically commit to?
455
Once we have that information, we'll be in a much better position to decide.
456
Why don't we speak to the supplier today and find out what they can realistically commit to?
457
Once we have that information, we'll be in a much better position to decide.
458
At some point, the discussion has to lead somewhere.
459
If you're leading the meeting, you may need to check whether people are comfortable with the direction, and then make the decision clear.
460
It sounds like we're leaning toward keeping the launch date and reducing the scope.
461
Is everyone comfortable moving forward on that basis?
462
It sounds like we're leaning toward keeping the launch date and reducing the scope.
463
Is everyone comfortable moving forward on that basis?
464
Okay, it sounds like we're agreed.
465
Let's keep the current date, limit the first release to the core features and move the remaining work into the next phase.
466
Okay, it sounds like we're agreed.
467
Let's keep the current date, limit the first release to the core features, and move the remaining work into the next phase.
468
Based on what we've discussed, I think the safest option is to move the deadline to next Wednesday.
469
Unless anyone has a major concern, let's go ahead with that.
470
Based on what we've discussed, I think the safest option is to move the deadline to next Wednesday.
471
Unless anyone has a major concern, let's go ahead with that.
472
A decision isn't much use if everyone leaves the meeting with a different idea of what happens next.
473
Before you finish, make the actions clear.
474
Who's doing what and when.
475
Okay, so I'll speak to the client this afternoon and explain the revised plan.
476
James, could you update the timeline and send the new version to everyone by tomorrow morning?
477
Okay, so I'll speak to the client this afternoon and explain the revised plan.
478
James, could you update the timeline and send the new version to everyone by tomorrow morning?
479
Let's make sure we're clear on the next steps.
480
James will confirm the final cost with finance, I'll update the proposal, and we'll come back together on Thursday to review the final version.
481
Let's make sure we're clear on the next steps.
482
James will confirm the final cost with finance, I'll update the proposal, and we'll come back together on Thursday to review the final version.
483
I'll send a short summary after the meeting with the actions we've agreed on.
484
If I've missed anything, just let me know and I'll update it.
485
I'll send a short summary after the meeting with the actions we've agreed on.
486
If I've missed anything, just let me know and I'll update it.
487
And finally, once the decisions and actions are clear, you can close the meeting without dragging it out.
488
Before we finish, is there anything else we need to cover today?
489
If not, I think we've got a clear way forward.
490
Before we finish, is there anything else we need to cover today?
491
If not, I think we've got a clear way forward.
492
If there's nothing else, let's leave it there.
493
Thanks, everyone.
494
I'll send the action points around this afternoon so we're all clear on what happens next.
495
If there's nothing else, let's leave it there.
496
Thanks, everyone.
497
I'll send the action points around this afternoon so we're all clear on what happens next.
498
You've now practiced the meeting piece by piece.
499
This time, we're not going to stop between the lines.
500
Just listen to the whole conversation and notice how the language fits together when the discussion is actually moving.
501
Thanks, everyone.
502
Let's get started.
503
The main thing we need to decide today is whether we're still comfortable launching next Friday.
504
James, could you bring us up to speed on where things stand?
505
Sure.
506
We've completed most of the testing, and the results look good so far.
507
The main issue is that we're still waiting for the supplier to confirm when the final component will arrive.
508
Do we know when they're likely to confirm that?
509
They've said they'll come back to us this afternoon.
510
If the component arrives by Tuesday, we should still be able to keep the current launch date.
511
And if it doesn't?
512
Then Friday becomes difficult.
513
We'd probably need either to delay the launch or release without that part of the product.
514
My feeling is that we shouldn't delay the whole launch because of one component.
515
If everything else is ready, I'd rather reduce the scope of the first release and add the remaining feature later.
516
I see your point, but I'm slightly concerned about how the client will react.
517
They've been expecting the full release on Friday.
518
That's true, but I think they'll be more comfortable with a smaller release
519
that works properly than a full release we aren't confident in.
520
Could we speak to them before we decide?
521
We could explain the situation and see whether they'd prefer a smaller release on Friday
522
or the complete version a few days later.
523
I think that's probably the best way forward.
524
There's one other thing we need to consider, though.
525
If we delay, do we know what impact that would have on the team next week?
526
Not yet.
527
I'd need to check with the project leads.
528
Several people are due to move on to other work after Friday.
529
Okay.
530
In that case, I don't think we have enough information to make the final decision right now.
531
Let's do two things.
532
I'll speak to the client this afternoon and find out which option they would prefer.
533
James, could you check with the project leads and confirm what a delay would mean for the team?
534
Yes, I'll do that.
535
Great.
536
Let's aim to have both answers by the end of today.
537
Once we have them, we can make the final call tomorrow morning.
538
Is there anything else we need to cover?
539
Nothing from me.
540
Alright, let's leave it there.
541
Thanks, everyone.
542
I'll send a quick summary of the next steps after the meeting.
543
And that brings us to the end of today's Business English Shadowing Practice.
544
You've practiced a lot of real workplace English today,
545
from everyday conversations and talking with your manager to working through a business meeting from beginning to end.
546
If some of these responses still feel difficult, come back and practice them again.
547
The more often you actually say this English yourself, the easier it becomes to use when you need it at work.
548
And in our next shadowing session, we'll practice conversations with clients and other teams, along with some of those more difficult situations at work.
549
If there's a workplace situation you'd like to practice with us, let us know in the comments.
550
Thanks for practicing with us today, and we'll see you in the next Business English for Success lesson.
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Che cosa imparerai in questa lezione
Se lavori in un contesto internazionale, saprai che capire l’inglese è una cosa, ma parlarlo fluentemente al lavoro è un’altra. In questo video, praticherai il shadow speak in contesti aziendali reali: conversazioni quotidiane con colleghi, discussioni con il manager e riunioni d’affari. Non saranno frasi isolate, ma dialoghi che si sviluppano nel tempo, come quando chiedi aiuto, controlli un dettaglio o aggiorni su un progetto. Perfetto per chi vuole sentirsi più sicuro nel rispondere in tempo reale!
Parole e frasi utili da ricordare
- Could you take a look at…? – “Potresti dare un’occhiata a…?” (per chiedere un controllo)
- Give me about 20 minutes – “Dammi una ventina di minuti” (per gestire richieste di aiuto senza fretta)
- Follow up on something – “Aggiornare su qualcosa” (per tenere traccia di un task)
- Deadline – “Scadenza” (parola chiave in ogni contesto lavorativo)
- Next steps – “Passaggi successivi” (per chiudere una riunione in modo chiaro)
Consigli per la pratica del shadowing
Il shadowing in inglese funziona se segui il ritmo e l’intonazione del video. Ecco come fare: ascolta la frase una volta attentamente, poi ripettala subito dopo, cercando di imitare la velocità e il tono. Non ti preoccupare di memorizzare ogni parola: l’importante è sentirti a tuo agio nel pronunciare le frasi. Se non puoi parlare ad alta voce, ascolta con attenzione e ripeti mentalmente. Il shadowspeak diventa più semplice con la pratica: ogni ripetizione ti aiuta a “memorizzare” le frasi per quando le avrai bisogno al lavoro. Ricorda: questo video è progettato per imparare l’inglese con i video in modo pratico, quindi sfruttalo per esercitare la pratica di conversazione in inglese nel tuo tempo libero!
La grammatica di questo video
Le strutture che chi parla usa di più, con le parole esatte del video:
| Struttura | Nel video |
|---|---|
| Frasi condizionali if + frase, will/would + verbo — una condizione e il suo risultato | If they're delayed, I'll let · If everything else is ready, I'd rather · If there's a workplace situation you'd like |
| Present perfect continuous have/has been + -ing — un’azione iniziata prima e ancora in corso | you've been learning · They've been expecting |
| Present perfect have/has + participio passato — un’azione passata che conta ancora adesso | hasn't changed · I've understood · Have you had |
| Forma passiva be + participio passato — conta ciò che accade, non chi lo fa | being asked · be finished |
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.