Pratica di Shadowing: How to Speak Better Than 99% of People (5 Frameworks) - Impara a parlare inglese con i video
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Have you ever noticed how some people open their mouths and the whole room goes quiet, while another person starts talking and you lose the room completely?
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Great ideas die every single day because you can't communicate well.
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And communication actually might be the highest ROI skill of all time.
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So today I'm going to break down five of the most effective communication frameworks
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straight from some of the best speakers who have ever lived and that I use every day as a CEO.
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I think you're going to learn how to employ one of the greatest tools of all time, which is silence.
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I'm Cody Sanchez.
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This is the Big Deal Podcast.
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Let's go.
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Okay, I want to start with what I call the simple map.
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So this framework is when a speaker tells you the structure of their argument before they launch into it.
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So think about it.
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Bad speakers, they make the audience work too hard.
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You bury the lead.
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You got to figure out where is this going?
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How's it going to take?
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Great speakers remove that anxiety.
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They give you a map.
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One of the best examples is Steve Jobs at Stanford.
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Listen to this.
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Today, I want to tell you three stories from my life.
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That's it.
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No big deal.
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Just three stories.
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They say today, I want to tell you three stories from my life.
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That's it.
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Just three. So simple.
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He doesn't say a bunch of words.
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This is how you make 4,000 Stanford students regret graduating.
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And so then he labels each one.
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In the video, he says the first story is about connecting dots.
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So the audience kind of they know where you are now we're going to steal this one
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Where he says my second story is about love and loss My third story is about death That's the whole speech
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So a great example of do you see how the simple map framework works
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because it pulls all the dots together The problem is
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if you don't do this
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if you don't map it They'll either make up their own map that's confused
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or stop listening So how do you do this before you communicate anything?
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I want you to finish this sentence.
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In the next few minutes, I'm going to show you X number of Y.
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For example, today I'm going to show you how to find a business, know if it's actually profitable, and how to avoid buying yourself a full-time job.
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That's a map.
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If you don't do this, your audience is basically having a headache trying to figure you out.
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Like Guy Kiyosaki, an early Apple employee, his entire job was to convince developers to build software for the map.
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and he would use 10 to 20 to 30 rules for pitching slide decks.
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10 slides, 20 minutes long because he said if I suck at least you know how long I'm going to suck.
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So two of his three rules were about giving his audience their map.
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So I try to always remember what is the map that I'm talking to.
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So if the first thing is the map, the second thing is going to be how many times do you repeat.
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A lot of people think repetition is bad, but actually saying the same thing a few times
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because you want to enunciate the point is different than because you ran out of ideas.
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Your uncle who repeats himself nonstop and the story about his kid's football game back in the day, not great.
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But Martin Luther King Jr.'s I have a dream speech, listen for how many times he says I have a dream.
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It's the anchor and he's visualizing it with you.
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Listen to this part.
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I have a dream that one day, even the state of Mississippi, a state sweltering with the heat of injustice,
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will be transformed into an oasis of freedom and justice.
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I have a dream.
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You know, I have a dream that one day, even in the state of Mississippi, I have a dream that one day, even in the hills of Georgia.
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So you're visualizing all the places, the most symbolic places in the fights for civil rights, that this dream will live.
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And then he ups the stakes.
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I have a dream that my four little children.
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Now it's personal, not just national.
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It doesn't feel repetitive, does it?
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It feels like this additional weight, this weightiness to it.
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and I think one of the biggest mistakes you may make
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when you communicate is if you say something once you think the audience gets it
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if you're in a boardroom assume people are zoning out they're checking on their phone under the table
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if you're talking to your team assume they've heard six other pitches this week
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so the idea matters
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but you have to repeat it in a way that's skilled
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I like you to pick one phrase you want people to remember and then move that phrase through different levels
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Start with the idea, then make it visual, then raise the stakes, then make it personal.
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So first own your income, then own your time, then own your business, then own your future.
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So I'm not saying own five times.
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I'm showing you through repetition and building a new angle and higher stakes.
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That's repetition that builds.
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Great communication is not always saying more things.
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In fact, that can be really bad if you want people to remember what you said.
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It's making sure the right thing lands.
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Next, I want to talk about specificity as credibility.
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Look at this framework.
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Vague people say this business makes a lot of money.
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Specific people say this laundromat does $3 million in revenue from 164 machines
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and 10 vans that allows it to process thousands of pounds of laundry a day.
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Which one do you believe?
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The second, right?
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And that's probably why that laundromat video is doing $3 million.
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It's because it's specific.
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Then you point out the Vans.
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Why?
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Because this is physical proof.
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It's in your face.
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It's believable.
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Then this is the video where you start to see the numbers stacking.
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Pounds of laundry, numbers of machines, machine costs.
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It feels like a hype video, right?
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And always, if you want to really mandate your point, get into the objections.
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Why would someone use a laundromat if they could use a wash and dry at home?
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This is an important moment because you want to say the things that are in their head out loud.
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I think you also want to make sure that you're saying the things that they might not fully understand.
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Like what are the SOPs?
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What does the machines cost?
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How does the system work?
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And if I can only say this is a great opportunity, then I don't have any more specifics.
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You should probably hide your wallet.
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So how do you apply this tactically?
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Before you make any claim, add one of these.
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A number, a time frame, a cost, a person, a place, a before, and an after.
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So instead of, I think you should start a newsletter.
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Say, a newsletter with 100,000 engaged subscribers can be more valuable than a million rented followers.
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Instead of buying businesses really works, say, this $500,000 laundromat bought with seller financing,
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well, it actually replaced this guy's nine to five.
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These details signal competence.
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They're also hard to remember.
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So if somebody's lying to you, they won't always match up.
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Okay, so I want to talk about silence for a second.
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I think about this as the fourth framework.
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It's one of the biggest differences between amateurs and pro.
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Amateurs are rushy.
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They're like afraid of silence.
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They fill all the words.
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So, um, you know, I guess if you want to be a great speaker, silence is not empty.
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Remember silence is like tension.
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It's sexy.
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It's confidence.
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It tells the audiences matters.
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You know, Steve jobs in this video, he's introducing the iPhone And he goes like this.
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We're introducing three revolutionary products of this class.
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Again, like simple sentence.
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Big claim, room to breathe.
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Now he says this.
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The first one is a widescreen iPod with touch controls.
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The second is a revolutionary mobile phone.
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And the third is a breakthrough internet communications device.
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Okay, that starts to build some suspense, right?
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The words to focus on aren't very complicated.
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iPod, iPhone, Internet communicator.
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But the delivery is everything.
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He separates the items.
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He lets the audience register each one.
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And then at the end, he says this.
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So, three things.
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A widescreen iPod with touch controls, a revolutionary mobile phone, and a breakthrough Internet communications device.
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An iPod.
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A phone. And an internet communicator.
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An iPod.
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A phone. Are you getting it?
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He lets the audience catch up to the reveal before he says it.
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If he just walked down and said, we made the iPhone, it would still be historic, but it wouldn't be theatrical.
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It wouldn't be memorable we wouldn't be watching this.
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He turns his silence into a reveal.
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And the tactical advice is this, when you have a big line, do not rush into it.
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Set it up.
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Pause.
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Say it cleanly.
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Pause.
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So if I'm making a point about making money, for instance, I might say, most people do not get rich through a salary.
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Pause.
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They get rich because their skills were so good, somebody wanted them to own. that pause creates contrast.
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What does that mean?
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Why?
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And I want you to pause before you think of these lines.
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Like for instance, the other day in my team meeting, I was getting really frustrated with a member of my team.
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And the team was basically saying something along the lines of, well, you know, the reason why we aren't selling this product is people don't understand the value.
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Now, the problem is they used bad repetition.
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He kept telling me people don't see the value, people don't see the value and I said show me where they say that
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and then I was quiet he's like well the problem is
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you see what they're I'm like no no no no no show me I didn't say more words than
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that he must have said three more times well I want
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to explain like what I'm like no no show me you have the video recordings show me where they say
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that now why was that so powerful because in your life, people love to yap at you constantly.
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And if you just instead hold the frame and say, you're a one-liner, in my case, it was show me, don't tell me, which is a mantra at my company,
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that is going to make them discover the lesson.
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It's painful, but they will remember.
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And Malcolm Gladwell, who I had on the podcast, if you haven't listened to his episode, it's great.
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He does this brilliantly in his TED Talk about spaghetti sauce, of all things.
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Like, here's what he says.
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I decide instead I would talk about someone who I think
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has done as much to make Americans happy as perhaps anyone over the last 20 years.
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a man who is a great personal hero of mine, someone by the name of Howard Moskowitz, who is most famous for reinventing spaghetti sauce.
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He basically says he wants to talk about someone who has done as much to make Americans happy as almost anyone.
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That's a weird opening.
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Like, I would expect, I don't know, Albert Einstein.
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Instead, he introduces Howard Moskowitz.
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Here, he's describing Howard physically, his height, his age, his glasses.
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Howard's about this high, and he's round, and he's in his 60s, and he has big, huge glasses and thinning gray hair,
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and he has a kind of wonderful exuberance and vitality, and he has a parrot, and he loves the opera,
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and he's a great aficionado of medieval history, and by profession, he's a psychophysicist.
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And that turns him into a character.
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He says this.
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One of his first clients was Pepsi.
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And Pepsi came to Howard and they said, you know, there's this new thing called aspartame and we would like to make Diet Pepsi.
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We'd like you to figure out how much aspartame we should
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put in each can of Diet Pepsi in order to have the perfect drink.
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I was actually losing my mind with my team the other day
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because we didn't know specifically one of the most important numbers in business.
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And so I couldn't believe anything that they were saying because they were saying, well, we make this much money per customer.
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And I was like, what does our customer cost us?
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This is called your CAC, your customer acquisition cost.
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And what it costs you to actually gain a customer.
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So my team and I built a CAC calculator with HubSpot for startups.
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The link's below because you got to be able to say it cost me 300 bucks to get a customer.
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You know, that customer may be worth 1400 and that means that we make money.
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That's specific.
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This is the difference between somebody in business getting listened to and somebody getting completely ignored.
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And so with this tool, it takes two minutes because you're going to figure out
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if your business is growing or days away from losing tons of money.
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This thing is super cool.
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You can plug in your sales spend, marketing spend, your new customers.
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It hands you your number.
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It shows you what counts as a cost.
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It gives you the benchmark I use across all my businesses.
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A customer should be worth at least three times what it costs to get them.
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My favorite part, that three to one ratio, because a CAC number on its own is like just a number.
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The ratio tells you whether to scale or to scrap it.
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So get specific with the number that actually decides everything.
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By the way, this is free.
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I made it for you and your team with HubSpot for startups who's sponsoring this episode.
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So go grab yours.
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Now the story has a business problem, right?
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Pepsi wants to know this about Diet Pepsi.
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And it sounds small, but it becomes this doorway into a bigger video.
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And in the video, Howard gets the data back and the data does not create a clean bell curve, right?
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That's the conflict.
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The expected answer does not appear.
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And that's the discovery moment, right?
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Dar Mann on the podcast would call this the incendiary moment, the insight that there's no single perfect Pepsi.
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There's no single perfect spaghetti sauce.
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There are these different kinds of perfect.
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And that's way more interesting than saying customer preferences are heterogeneous,
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which is the kind of sentence that probably should be illegal if you're trying to sell something.
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Gladwell makes the story carry the idea.
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And here's why this works.
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Do you know that a story can lower somebody's resistance to you.
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Like if I say, here's the lesson, your brain starts debating with me.
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If I say, let me tell you about a guy named Howard who got hired by Pepsi, your brain is like, okay, what's going on?
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And by the time you reveal the lesson, you feel like you got there.
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This is persuasion, not pushing.
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This is leading.
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And here's the tactile advice.
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If you want to make a point, do not start with the point.
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Start with a moment when someone discovered the point.
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Instead of saying seller financing is powerful, tell the story.
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I met a guy who bought a business with very little money down.
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The seller wanted out.
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The buyer didn't have cash.
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He thought he was going to lose everything.
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And then the seller realized he could play the bank.
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Now the audience wants to know how.
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That is story's argument.
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The point lands harder because the audience experiences the evidence.
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This is how you speak like a CEO.
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CEOs also sell a vision so big nobody else can see it in the beginning.
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I actually like to talk about Mazo Yoshi-san.
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So he was obviously one of the most famous CEOs of all time from Japan.
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And what's fascinating about him is he had this thing called the fax machine standoff.
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So in 1981, he's 23 years old about, he has no money.
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He has two part timers.
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They're in a wooden warehouse that places a wreck.
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On his first day of business, he climbs famously onto an empty crate and gives his two employees a speech.
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I'm just like picturing this.
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It's kind of unhinged.
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He says in 25 years, we'll be counting sales in trillions of yen.
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Both employees, they quit that week.
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They think he's insane, actually.
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And he goes on to build SoftBank, which is, you know, one of the largest investment firms in the world.
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He's the richest man in Japan.
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And his moment starts on an apple crate that is now in the SoftBank Museum.
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The CEO move is when you're communicating, do not talk small, go big.
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And this is if you want to win in communication overall.
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If they were never, you know, if those two people are gonna stick with him for the
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long time They never would have quit to begin with and
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so be this Delusional type of human who gets other people to see a vision
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so big They are shocked by what you can show them
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if you want people to listen to you even when you Have done something really dumb.
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I Like to go to this story, which is actually from Fred Smith famously the creator of FedEx.
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And I don't know if you know this, but back in the day, FedEx was basically out of money.
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FedEx had $5,000 left in the bank.
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On Monday, they owed $24,000.
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And if he didn't get that $24,000, his business would be out of business.
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This is obviously early on in the beginning of it.
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And so what does he do?
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He does the reasonable thing, flies to Vegas and puts 5k in black and plays a couple rounds and wins $27,000, which is actually not a great idea.
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But I like to use this example because if you want to talk about communicating, even and especially when you may be wrong, he says this line.
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He goes back to the chairman and the chairman says, what would you have done if he'd lost?
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And Smith's answer was, well, it couldn't have been worse than doing nothing.
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And this one sentence is so good because he didn't apologize.
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He really used silence and he didn't have to explain.
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He just reframed his inaction.
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So maybe you're not being listened to because you are apologizing too much.
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And maybe instead of trying to fill the space and instead of trying to make excuses, you should just say the one sentence, let it hang.
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I love that.
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Sometimes communicating means doing it with people you don't like and they don't like you either.
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And in fact, the way to get heard the most is by overcoming those people who want you quiet.
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You know somebody like that right now who wishes you just wouldn't talk, who's talking over you, who wants to bulldoze you, right?
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We've all met those people.
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And I love to use an example.
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Sometimes maybe you're not a loud talker.
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Maybe the way that you communicate isn't even verbally.
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Maybe you're a person who likes to write things down.
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Do you ever feel like when you're having a conversation
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and then you go back and you're thinking about it later and you're like, oh, if I had a couple seconds, I would have done it differently.
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Like, I wouldn't have done it that way, right?
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Okay, that was me.
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Well, then I like to think about Herb Keller, who was the CEO of Southwest Airlines.
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And he did this incredible thing.
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In the 1980s, when he was CEO, he received this complaint letter from a woman who literally hated everything about his airline.
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The entire letter is like, your peanuts suck.
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Your humor is annoying your flight attendants are the worst, you know, there's no assigned seats, it's a cattle car, the airline sucks, you're a terrible CEO, I hate you.
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And he wrote a reply to her.
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And the reply was this, dear Mrs. Crabapple, we will miss you, love, Herb.
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And that he framed it on his office wall for the rest of his career.
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And I love this.
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Why?
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Because you're allowed to be loud in writing too.
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And in fact, sometimes you say in that one sentence written later, hanging it on the wall, allows you to not have to verbally speak much in the future.
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I was just telling Ashley, our designer of our office right now, she's sending me all these art pieces.
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I'm like, no, the way that we tell stories is visual, not just verbal.
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So I want every piece of art from now on in the office to be part of our story.
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I want it to be logos of all the companies we've helped build seven
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and eight figure businesses I want another piece of art to be our very first office aka my kitchen
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and a tiny little house Then our next office aka my upstairs living room
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and my second house I want our third office a house
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by itself on the east side not a very nice one
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Then my next office 10,000 square feet then our next office 20,000 square feet.
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I want the art to be stories And so if you are not the type that feels eloquent verbally, CEOs talk with visions, too.
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They talk with visuals, too.
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And you can do the exact same thing.
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So the next time an unreasonable client emails, why don't you reply with eight words instead of 800?
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What would that be like?
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Like, is there a chance where you can be a little funny?
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Obviously, that woman's name was not Crabapple, right?
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Herb was making a point.
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He was showing him love, but also a little tongue-in-cheek.
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So just remember when you communicate, you control the medium just like you control the message.
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You are arrogant, you are lazy, and you're stupid.
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If you're sitting there and you cannot afford supercars, you're one of those three.
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You should work 84 hours a week.
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No family, no kids, no girlfriend.
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Every day you wake up, the only thing that should be on your mind is money.
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That's not what being rich looks like.
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Jeff Bezos is worth 257 billion dollars because of Amazon.
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He drinks coffee and reads the newspaper in the morning.
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Tim Cook earned $74.3 million at Apple last year.
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He turns his phone off to go to the gym.
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Berkshire Hathaway is worth $1.3 trillion.
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Warren Buffet founded it with his best friend.
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You don't have to wake up at 3 a.m every day.
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You don't have to give up your life.
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And you definitely don't have to do it alone.
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The goal was never a business you run.
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It's a business that runs without you.
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It's time to take back control of your business and your life do it with me on September 18th.
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I'll see you there.
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Vocabolario e note di pronuncia per questa lezione
Questa lezione di conversazione di livello B2 si basa sul video “How to Speak Better Than 99% of People”. Questo video contiene 355 frasi e 3885 parole da ripetere con lo shadowing. Il parlato dura 21:52. Chi parla ha un ritmo naturale di circa 178 parole al minuto, vicino a una conversazione quotidiana. Il 85% delle parole rientra nelle 3.000 più comuni dell’inglese; conviene studiare le altre prima di iniziare.
Vocaboli chiave di questo video
Le 15 parole più avanzate del video, con pronuncia e significato:
| Parola | Pronuncia | Significato |
|---|---|---|
| pause sostantivo | /pɔːz/ | pausa |
| repetition sostantivo | /ˌɹɛp.əˈtɪʃ.ən/ | ripetizione |
| cellar sostantivo | /ˈsɛləɹ/ | cantina, scantinato |
| stake sostantivo | /steɪk/ | palo, paletto |
| podcast sostantivo | /ˈpɑdˌkæst/ | podcast, audioprogramma |
| revolutionary sostantivo | /ˌɹɛvəˈluʃənɛɹi/ | rivoluzionario, rivoluzionaria |
| aspartame sostantivo | /əˈspɑːteɪm/ | aspartame |
| visualize verbo | /ˈvɪʒuəˌlaɪz/ | visualizzare |
| widescreen aggettivo | /ˈwaɪdˌskɹin/ | panoramico |
| newsletter sostantivo | /ˈn(j)uzˌlɛtɚ/ | bollettino |
| startup sostantivo | /ˈstɑɹtˌʌp/ | avvio, inizio |
| breakthrough sostantivo | /ˈbɹeɪk.θɹuː/ | breccia |
| airline sostantivo | /ˈɛɹˌlaɪn/ | linea aerea, compagnia aerea |
| laundry sostantivo | /ˈlɔːn.dɹi/ | bucato |
| apologize verbo | /əˈpɑləˌd͡ʒaɪz/ | scusarsi |
I phrasal verb che sentirai
| Parola | Pronuncia | Significato |
|---|---|---|
| figure out verbo | scoprire, rendersi conto | |
| give up verbo | arrendersi | |
| go back verbo | tornare | |
| make up verbo | /ˌmeɪk ˈʌp/ | comporsi |
| point out verbo | additare | |
| wake up verbo | /ˌweɪk ˈʌp/ | svegliarsi |
Frasi da ripetere
Frasi brevi e complete del video che puoi riutilizzare nella conversazione di tutti i giorni:
- You got to figure out where is this going?
- How's it going to take?
- It's the anchor and he's visualizing it with you.
- It doesn't feel repetitive, does it?
- Which one do you believe?
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 you don't map it They'll either · if somebody's lying to you, they won't always |
| Frasi relative who / which + frase — un’informazione in più su una persona o una cosa | time, which is · someone who I · man who is |
| Present perfect have/has + participio passato — un’azione passata che conta ancora adesso | Have you ever noticed · have ever lived · they've heard |
| Forma passiva be + participio passato — conta ciò che accade, non chi lo fa | will be transformed · is called · are shocked |
Pronuncia a cui fare attenzione
Chi parla usa 86 contrazioni e forme ridotte, come you're, don't, I'm. Pronunciale nella forma breve, così come le senti.
- I suoni “th”: breakthrough /ˈbɹeɪk.θɹuː/, theatrical /θiˈætɹɪkəl/
- I suoni “sh” e “zh”: repetition /ˌɹɛp.əˈtɪʃ.ən/, revolutionary /ˌɹɛvəˈluʃənɛɹi/, visualize /ˈvɪʒuəˌlaɪz/, aficionado /əˌfɪʃ.(j)əˈnɑː.dəʊ/, inaction /ɪnˈækʃən/
- Parole lunghe — attenzione all’accento: repetition /ˌɹɛp.əˈtɪʃ.ən/, revolutionary /ˌɹɛvəˈluʃənɛɹi/, communicator /kəˈmjuːnɪkeɪtə/, apologize /əˈpɑləˌd͡ʒaɪz/, aficionado /əˌfɪʃ.(j)əˈnɑː.dəʊ/
I suoni difficili per chi parla italiano:
- /h/ — va soffiata, non è muta: heterogeneous /ˌhɛt.(ə.)ɹəˈd͡ʒiː.ni.əs/, humour /ˈhjuːmɚ/, headache /ˈhɛdeɪk/, hype /haɪp/, warehouse /ˈwɛə(ɹ)haʊs/
- Consonante finale — senza aggiungere una vocale dopo: pause /pɔːz/, laundromat /ˈlɔːndɹəʊˌmæt/, stake /steɪk/, podcast /ˈpɑdˌkæst/, visualize /ˈvɪʒuəˌlaɪz/
- /æ/ — più aperta della “e”: laundromat /ˈlɔːndɹəʊˌmæt/, podcast /ˈpɑdˌkæst/, fascinate /ˈfæsɪneɪt/, inaction /ɪnˈækʃən/, calculator /kæl.kjə.leɪ.tɚ/
Come esercitarsi con questo video
- Ascolta tutto il video una volta senza parlare e annota le parole che non conosci.
- Inizia a velocità 0,75×, fai shadowing frase per frase e torna alla velocità normale quando diventa facile.
- Registrati e confronta con l’originale, facendo attenzione a parole come pause, repetition, cellar.
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.