Pratica di Shadowing: How to Sound More Confident at Work (Even When You're Unsure) - Impara a parlare inglese con i video
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Do you wish people could perceive you differently at work?
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Like you're not getting that respect and recognition you know you deserve.
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Well guess what?
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Warren Buffett, one of the richest people in the world, said on record that if you can improve this one thing, it can increase your value by over 50%.
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What is it?
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Your communication skills.
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Now as an instructor at Columbia University, someone who has spoken at some of the largest stages around the world.
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I can tell you right now
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that the way you speak is the number one determining factor in whether someone will want to listen to you or not.
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I've now taught over 2 million professionals how to communicate with clarity and confidence.
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And I wrote this best selling communications book called Smart Not Loud, How to Get Noticed at Work for All the Right reasons
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and for the very first time i'm going to share the four communication mistakes
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that are silently holding you back at work
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and what you can do to change that
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so you can speak with confidence clarity
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and impact here's the first mistake you are over qualifying your
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ideas before anyone has even had the chance to hear them
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think about the last time you spoke up in a meeting
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did any of these phrases come out of your mouth this might be a bad idea
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but I'm not sure
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if this is right I just wanted to quickly ask maybe
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we could sort of consider this do any of this sound
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familiar now I want you to hear something important right now you are not being humble
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when you say that you're not being polite either.
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What you are doing is hedging and it is quietly destroying your credibility before your idea even leaves your mouth.
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In fact, researchers at Northeastern University found that professionals who use hedging language phrases like, I think, maybe, kind of,
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sort of, I just, are consistently rated as less competent and less confident by their listeners,
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even when their actual idea was stronger than their colleagues.
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Think about it this way.
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Imagine two doctors walk into a hospital room.
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Dr. A says, so I'm not totally sure, but I kind of think maybe we should consider this treatment.
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Dr. B says, here's what I recommend and here's why.
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Which doctor would you trust with your life?
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The same dynamic is playing out in your workplace right now.
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You know, just last month, I was hosting a communication workshop where I had everyone stand up and do a short elevator pitch.
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David, one of the participants, stood up and I could tell he was razor sharp.
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Graduated from Stanford University, got his MBA, and really was one of the highest performers at his company.
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But the moment he introduced himself and the project he was working on, it was littered with hedging words.
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Afterwards, I pulled him aside and I told him that if he could just eliminate practice getting rid of those hedging words,
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his message would land a hundred times more.
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But the story doesn't end there.
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A few weeks later, he DMs me on LinkedIn
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and he tells me that after our workshop together and getting
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that feedback from me was probably one of the best and most honest advice he had ever gotten because no one,
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no one had ever listened and given him that constructive feedback.
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I share that story with you because even though I may not be in the room with you, just hear me say this,
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remove hedging because that increases your impact.
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And here's what I want you to carry from this.
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You don't have to change your message.
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You don't even have to change your ideas.
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You just need to stop over qualifying your ideas before anyone has even had the chance to hear them,
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which goes into my second point.
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The second mistake that's silently holding you back is this.
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Right now, when you talk about what you've been working on, you're bearing the most important point.
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When I was working on TV, we had this term.
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It was called bearing your lead.
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And it's something that I want to teach you today.
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When you're speaking to your team,
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your manager, potential clients, not getting to your point fast enough is the quickest way to get them to stop listening.
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Here's an example your manager asks for a project update and you respond by saying
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So we kicked off that project in January and the team has been working really hard.
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We did run into a few challenges early on with the timeline.
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And then there was also that budget approval thing, which took a few extra weeks.
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But everyone, you know, we've been communicating well and I think we've really made some good progress.
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So, yeah, I think we are mostly on track here.
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Don't worry about it.
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What?
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It was so long -winded.
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And basically, it took over 30 seconds to get to the point.
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Whereas, on the flip side, you could have just said yes or no and be transparent.
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Here's where I want to teach you a communication strategy that smart and successful people use to get their point across.
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It's called the cascading pyramid.
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And it looks like this the very top you lead with
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the most critical information first short small to the point statements then you support it with the details
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and finally you end with what you're trying to get with a question getting people on board drumming
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but drumming up excitement whatever it is that's the end.
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So the question is, if this is the best way to communicate, why do we overload things in the first place?
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Well, the truth is we were not taught this in school.
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We were taught the complete opposite, which was where you build the foundation, you layer in the evidence, and then you deliver the conclusion at the very end.
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However, I'm going to tell you right now, the conclusion is often the main point and that needs to start at the top.
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So remember that example I gave you earlier?
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Here's a smarter way of saying it.
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We ran into some challenges, but I think we're mostly on track.
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You say, we're on track for Friday and here is a quick update that I want to give you.
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Same information, completely different impression of who you are in that room.
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In fact, research on executive communication confirms this leaders who communicate their recommendation first
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and context second are rated as significantly more decisive more credible
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and more trustworthy than those who build to their conclusion even when the underlying recommendation is identical
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listen to that the sequence changes everything so here's a fix i call it headline first method So before you speak,
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you ask yourself, what is the single most important thing I need this person to know?
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That becomes your first sentence.
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Everything else is supporting detail and it comes afterwards.
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Now, here's a third mistake that's silently holding you back.
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And this one is especially important for professionals who consider themselves thoughtful, conscientious, or humble.
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And I call it the quiet culture trap.
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Here's what it looks like.
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You're in a meeting.
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You have a perspective.
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You have experience that is directly relevant to what is being discussed.
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But you tell yourself, I don't want to take up too much space.
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I will let other people go first.
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I'll speak up when I have something truly important to add.
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And I want to make sure that I'm coming across as polite.
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So as a result, you stay quiet then the meeting ends
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and your idea never gets said and without realizing it your presence
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or lack of it has just sent a message to everyone in
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that room and it is not the message you intended research from organizational psychologists at Wharton found
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that professionals who contribute to high stakes conversations at work,
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even briefly, are consistently rated as more capable, more engaged, and more leadership ready than those who stayed silent,
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regardless of the quality of the contribution.
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So simply showing up, contributing signals readiness.
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Silence signals something else.
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And it's exactly what I talk about in my book, Smart Not Loud, How to Get Noticed at Work for All the Right Reasons
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and notice that subtitle because getting noticed is half the battle of accelerating your career growth.
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In fact, I remember a few months ago, I was facilitating a women's leadership workshop.
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And at the end of the meeting, a woman named Betty came up to me saying how much she loved the leadership frameworks
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that I was teaching in that workshop.
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Then she explained why this meant so much to her.
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It got real personal.
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She said a few months ago, she had applied for an internal position that would have been a promotion to her current role.
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And this potential new job opportunity was something her own manager suggested
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that she applied for because her manager knew how hardworking she was.
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Betty told me that she interviewed for the role where her manager was actually one of the interviewers.
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Two weeks later, she got word that she did not get that job.
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She was devastated.
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After the re -adjection, she sat ruminating.
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You know, what happened here?
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My manager told me to interview for this new job.
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Why didn't I actually get the role?
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One day, Betty walked up to her manager just to kind of get some interview and constructive feedback.
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And this is what her manager told her her manager said
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she knew Betty would be qualified she knew she'd be ready
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but during the interview process she never once explained why she
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would be a good fit meaning what she could bring to
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this new role how she could contribute this answer shocked her because it was in this moment that this woman,
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Betty, assumed that her work would just speak for itself.
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But actually, in situations like interviews, you have to be very explicit about putting yourself out there
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and letting people know why you are an incredible asset and you shouldn't be overlooked.
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By the way, after this conversation with Betty, I told her that while she didn't get this promotion,
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she needed to start being way more proactive in making her contributions way more noticeable
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and being very explicit about it as well.
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So this is where I want to teach you what I call the one contribution rule.
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Before every meeting, just like Betty, I want you to commit to contributing one thing,
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a question, a perspective, an observation in a meeting in front of people.
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It's not a speech that you're making, not a 10 point recommendation.
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It doesn't even have to be a thorough thing.
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It's just one deliberate, purposeful moment of showing up in front of others.
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And I guarantee within just a few weeks, your manager is going to feel that shift.
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So coming up, if there's anything that you want and you feel like you deserve, your manager already has this amazing perception of you that you are a hard worker,
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but now you just need to position yourself as someone who also contributes amazing value.
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This, by the way, is what I call influence
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and influence is built through visibility because you cannot influence people if they don't know how you think and where you stand.
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Here's a fourth mistake that is silently holding you back.
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And this is the one I see most in high achieving analytically driven professionals.
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It is the mistake of confusing information with communications.
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Here's what this actually looks like.
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You prepare thoroughly.
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Every data point is accurate.
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Your logic is airtight.
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Your slides are structured.
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And when you present to your team, to leadership, to a client, something about it feels off.
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The numbers are good, but the room doesn't feel connected with you.
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No one seems to be moved and you walk away wondering, what happened?
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What did I miss?
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Well, what you missed was the opportunity to connect with the people in the room as human to human.
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What do I mean?
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Think about it.
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You spent days preparing to deliver your update, your report, your data point.
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But the moment you spoke, you just simply dumped all that information out on a table, expecting your audience to just get it.
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You delivered a report, but communication, like real communication is not simply the transfer of information.
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It is a transfer of meaning and meaning is not created through data alone.
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It is created through relevance, through story, through the moment someone in your audience thinks, oh, this matters.
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This is something I need to be thinking about.
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In fact, research has found that the emotional and relational dimensions of communication
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carry far more weight than content alone in shaping how a message is received and whether it drives action.
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Facts inform, emotions move, and what moves people is what builds alignment, trust fast.
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and influence in fact a few years ago i remember i had a one -on -one client
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and her name was sarah she was a director at a big tech company in the bay area
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and obviously very technically smart
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but when she came to me she said you know i feel like
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when i give presentations it just goes over people's heads
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so as part of our work together i watched her present
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and immediately i could tell and I understood what the problem was.
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Here's what it was.
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She was speaking to the logic of her audience, but she wasn't speaking to their concerns.
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Think about that.
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Data reasoning, that's logic.
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But what is the meaning behind all those data points?
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That's the heart of what makes a good presentation.
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And you as a good communicator, you can't make the mistake of assuming
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that your data points will speak for themselves you have to connect the dots
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so as part of my work with sarah i taught her what i call the ces framework it's context expectations and solutions
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and here's what i want you to do the next time you present as well name the context why this matters
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acknowledge the expectations what your audience is hoping to hear and then you deliver your solution That's it.
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It's so simple.
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It's so powerful.
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So write it down.
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CES framework.
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Context, expectations, and solutions.
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By the way, this sequence does something really powerful.
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It makes people go, whoa, I need to pay attention.
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And here's what I want you to know.
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You know, the most important and powerful people in the room, they never make this communication mistake of assuming data is enough
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you have to be able to connect with people on an emotional
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and human level because once they feel
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that you truly become the person who can influence gain respect
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and accelerate your own career growth so let's bring this all together four communication mistakes
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that are silently holding you back at work the first mistake
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is this over qualifying your ideas stop hedging before you speak lead with that conviction, not self -doubt.
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The second mistake is never bury your most important point.
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Say the most important thing first.
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Everything else is supporting information.
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The third mistake, the silence trap.
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Show up, contribute.
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Influence travels through visibility, not the quality of the notes you keep to yourself.
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And the fourth mistake, Take confusing information with communication.
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Facts inform connection moves lead with relevance and then deliver the data.
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And here's what I want you to carry with you after watching this video.
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The things that are holding you back are not things people are going to tell you, but because you now watch this video,
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you know what small adjustments you can make to dramatically transform the way you're perceived.
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And that's the beauty of my communication videos.
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They're tactical, but also very practical.
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And they are designed to do one thing, show people how smart you are so that you are perceived the right way.
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Now, I want to hear from you.
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Of the four mistakes, which one did you recognize in yourself the most?
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And also comment the word smart below, because I'm going to send you a direct link to download
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one of my most popular communication workbooks that's packed with a lot of great information.
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And of course, don't forget to subscribe because I release a brand new communications video every single week.
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I'll see you in our next one.
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Vocabolario e note di pronuncia per questa lezione
Questo video contiene 229 frasi e 2768 parole da ripetere con lo shadowing. Il parlato dura 18:31. Chi parla mantiene un ritmo costante di circa 149 parole al minuto, comodo per lo shadowing. Il 86% delle parole rientra nelle 3.000 più comuni dell’inglese; conviene studiare le altre prima di iniziare.
Vocaboli chiave di questo video
15 parole del video che vale la pena imparare, con pronuncia e significato:
| Parola | Pronuncia | Significato |
|---|---|---|
| contribute verbo | /kənˈtɹɪb.jut/ | contribuire |
| hedge sostantivo | /ˈhɛd͡ʒ/ | siepe |
| silently avverbio | /ˈsaɪləntli/ | silenziosamente |
| connect verbo | /kəˈnɛkt/ | connettere, connettersi |
| communicate verbo | /kəˈmjuːnɪkeɪt/ | comunicare, informare |
| workshop sostantivo | /ˈwɝk.ʃɑp/ | laboratorio, bottega |
| conclusion sostantivo | /kənˈkluːʒən/ | conclusione |
| contribution sostantivo | /ˌkɑntɹɪˈbjuʃən/ | contributo |
| feedback sostantivo | /ˈfiːdˌbæk/ | valutazione, riscontro |
| framework sostantivo | /ˈfɹeɪm.wɜːk/ | struttura portante |
| rat sostantivo | /ɹæt/ | topo, sorcio |
| recommendation sostantivo | /ˌɹɛkəmɛnˈdeɪʃən/ | suggerimento, consiglio |
| expectation sostantivo | /ˌɛk.spɛkˈteɪ.ʃən/ | attesa |
| perceive verbo | /pɚˈsiv/ | percepire |
| silence sostantivo | /ˈsaɪ̯ləns/ | silenzio |
I phrasal verb che sentirai
| Parola | Significato |
|---|---|
| stand up verbo | alzarsi in piedi |
| come across verbo | dare l'impressione, avere l'aria |
| come up verbo | venire fuori, emergere |
| take over verbo | usurpare |
| take up verbo | sollevare, prendere |
La grammatica di questo video
Le strutture che chi parla usa di più, con le parole esatte del video:
| Struttura | Nel video |
|---|---|
| Present perfect continuous have/has been + -ing — un’azione iniziata prima e ancora in corso | you've been working · has been working · we've been communicating |
| Forma passiva be + participio passato — conta ciò che accade, non chi lo fa | are consistently rated · was littered · was called |
| Present perfect have/has + participio passato — un’azione passata che conta ancora adesso | has spoken · I've now taught · has even had |
| Frasi relative who / which + frase — un’informazione in più su una persona o una cosa | someone who has · opposite, which was · those who build |
Pronuncia a cui fare attenzione
Chi parla usa 38 contrazioni e forme ridotte, come you're, don't, I'm. Pronunciale nella forma breve, così come le senti.
- I suoni “th”: thoroughly /ˈθʌɹ.ə.li/, thorough /ˈθʌɹoʊ/, thoughtful /ˈθɔːtfəl/, trustworthy /ˈtɹʌst.wɜː.ði/
- I suoni “sh” e “zh”: workshop /ˈwɝk.ʃɑp/, conclusion /kənˈkluːʒən/, contribution /ˌkɑntɹɪˈbjuʃən/, recommendation /ˌɹɛkəmɛnˈdeɪʃən/, expectation /ˌɛk.spɛkˈteɪ.ʃən/
- Parole lunghe — attenzione all’accento: communicate /kəˈmjuːnɪkeɪt/, contribution /ˌkɑntɹɪˈbjuʃən/, recommendation /ˌɹɛkəmɛnˈdeɪʃən/, expectation /ˌɛk.spɛkˈteɪ.ʃən/, consistently /kənˈsɪstəntli/
Come esercitarsi con questo video
- Ascolta tutto il video una volta senza parlare e annota le parole che non conosci.
- Fai shadowing frase per frase a velocità normale, ripetendo ognuna finché il tuo ritmo coincide con quello di chi parla.
- Registrati e confronta con l’originale, facendo attenzione a parole come contribute, hedge, silently.
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.