Pratica di Shadowing: What Makes a Great Leader? - Impara a parlare inglese con i video
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We know that one of the key reasons why organizations aren't able to innovate, organizations aren't as agile as they need to be,
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is they don't have the kind of leadership they need.
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If you came to the Harvard Business School 100 years ago,
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great leadership was really about setting direction and making sure that people went in that direction.
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How do you come up with strategy?
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When I came almost 40 years ago, we moved a bit from strategy to really vision.
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So people like John Cotter and Warren Bennis helped us understand
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that people needed to have a bigger ambition than just the strategy what's the vision, where are we going and why?
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What I've come to see as I've begun to do research in the 2000s, yes, you still need to be a visionary, but guess what?
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Because innovation has become ever more important, that means really moving from vision to shaping culture and capabilities.
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You have to move from focusing on, okay, what's my vision and how do I communicate and get people to follow me to the future?
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Instead, leading innovation is about getting people to co-create that future with you.
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And co-creation requires a different kind of leadership.
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If you want to lead an organization and build an organization that can innovate at scale with speed,
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really leaders have three functions they have to fulfill.
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The ABCs of leadership.
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A, you must be an architect.
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B, you must be a bridger.
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And C, you must be a catalyst.
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The first role is the role of architect.
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building the culture and capabilities necessary for a group of people to be able to collaborate, experiment, and learn.
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Innovative work is not about an individual having an aha moment.
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It's really about a collaboration of individuals with diverse expertise, diverse points of view and experiences who figure out,
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again, how to collaborate, how to experiment and learn together with some speed, what we called collective genius.
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The idea here is that everyone in your organization has a slice of genius.
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Everyone has talents.
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Everyone has passions.
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Your role as a leader is to unleash the diverse slices of genius in your organization
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and then leverage and harness them for the collective good.
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How do you get everyone in the organization to understand
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that they need to work on not just what they should be doing, but what they could be doing?
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The second is B or Bridger.
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We have to go outside the organization to get access to talent and tools.
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You need to be able to bridge because you do not have the talent
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and tools you need inside your organization to innovate at speed.
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Or at scale, just don't.
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Particularly now that digital is such a big piece of it, you are always, you and your organizations are really embedded in a web of interdependencies.
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And that means trying to innovate across boundaries.
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So we see many organizations building out new units
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or asking leaders to lead units in
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which they really are serving as the bridge between the outside of the organization and the inside.
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We've been studying leaders who run innovation labs, corporate accelerators, even organizations that were digital first are finding
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that they need to partner with other digital first companies to get access to the cloud.
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Because other organizations might be better at it than they are better at it
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and they need to focus on other things that are their core capabilities.
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And then the third is catalysts, and this is when you're trying to accelerate co-creation throughout the entire ecosystem.
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And there can be a couple of reasons for why you want to do that.
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One may be that for you to do what you want to do inside your organization, you need other people, other organizations,
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to be able to innovate, because they've got to create something that you need to fulfill your purpose.
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The other is fundamentally because you're trying to just create more capability in the whole ecosystem because when you lift the whole, everyone gets lifted.
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It's when your ambition is much, much greater than your organization and you're maybe trying to change a country or the prospects of a whole continent.
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So you have to get the whole ecosystem active and co-creating if you want to do that kind of thing.
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An example would be if you want to secure yourself in your own internet service, service, then if you can help your client be more secure,
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have more cybersecurity, that helps you as well.
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So that's an instance of being a catalyst.
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But when you're actually doing the act of working across, that is where you're being a bridger.
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So these three roles are very interconnected.
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We've been studying the leader who runs the trials for Pfizer.
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Turns out that Pfizer can only innovate
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and be as agile as it needs to be if in fact their vendors are agile and able to innovate.
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And so we have leaders there who are working across with vendors
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and turning those vendors into partners where in fact we have a real connection.
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We do trust each other.
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We do know how to influence each other.
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We are willing to make mutual commitments because only when we have
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that deep connection are we willing to do the hard work
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together necessary to actually do something like run those trials in 266 days and make the impossible possible.
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Now what you see, again the catalyst role of
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that same leader is working to put together consortia of people who are in the pharmaceutical industries to go back
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and think about what are some new standards we want to set
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and talk with the regulators about now that we know what's possible.
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allow us to bring hope to patients even faster
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if we work across the industry to raise all of our capacity to do more innovative work.
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So what we see is organizations have to go outside to get what they need.
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What they're really all about is learning how to exercise influence when you don't have formal authority.
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We've got to let go of formal authority as our source of influence and power.
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Instead, we're using, if you will, being able to shape culture and capabilities, being able to forge connections between diverse parties,
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connections, real connections, where we actually have mutual trust, mutual influence, and mutual commitment.
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Don't rely so much on your formal authority as a way of influencing people.
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It's not very useful because with formal authority, if you're using that as your source of power, maybe you can control people,
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but you're not building their commitment.
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And you need commitment if you want to have people take the risks associated with trying to do something new and useful,
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particularly a breakthrough kind of innovation.
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You don't use formal authority as a way to get things done because you cannot tell people to innovate.
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You can only invite them.
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It is a voluntary act.
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Vocabolario e note di pronuncia per questa lezione
Questa lezione di conversazione si basa sul video “What Makes a Great Leader?”. Le parole che ritornano più spesso: organization, innovate, leader, formal, authority. Questo video contiene 62 frasi e 1176 parole da ripetere con lo shadowing. Il parlato dura 6:17. Chi parla va veloce, circa 187 parole al minuto: aspettati suoni legati e ridotti. Il 87% delle parole rientra nelle 3.000 più comuni dell’inglese, quindi il lessico è facile da seguire.
Vocaboli chiave di questo video
15 parole del video che vale la pena imparare, con pronuncia e significato:
| Parola | Pronuncia | Significato |
|---|---|---|
| formal aggettivo | /ˈfɔɹməl/ | formale |
| capability sostantivo | /ˌkeɪ.pəˈbɪl.ɪ.ti/ | capacità, possibilità |
| commitment sostantivo | /kəˈmɪtmənt/ | impegno, promessa |
| innovation sostantivo | /ˌɪn.əˈveɪ.ʃən/ | innovazione |
| mutual aggettivo | /ˈmjuːt͡ʃuəl/ | mutuo, vicendevole |
| diverse aggettivo | /daɪˈvɜːs/ | vario, diverso |
| catalyst sostantivo | /ˈkæt.ɪ.lɪst/ | catalizzatore |
| vendor sostantivo | /ˈvɛn.dɚ/ | venditore, venditrice |
| ecosystem sostantivo | /ˈikoʊˌsɪstəm/ | ecosistema |
| experiment sostantivo | /ɪkˈspɛɹ.ə.mənt/ | esperimento |
| collective aggettivo | /kəˈlɛktɪv/ | collettivo |
| innovative aggettivo | /ˈɪn.əˌveɪtɪv/ | innovativo |
| architect sostantivo | /ˈɑɹ.kɪˌtɛkt/ | ideatore, ideatrice |
| slice sostantivo | /slaɪs/ | fetta, trancio |
| fulfill verbo | /fʊlˈfɪl/ | completare |
I phrasal verb che sentirai
| Parola | Significato |
|---|---|
| come up with verbo | ideare, escogitare |
| figure out verbo | scoprire, rendersi conto |
| go back verbo | tornare |
| put together verbo | assemblare, montare |
| turn out verbo | risultare |
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 | We've been studying |
| Present perfect have/has + participio passato — un’azione passata che conta ancora adesso | I've come · has become |
Pronuncia a cui fare attenzione
Chi parla usa 21 contrazioni e forme ridotte, come you're, don't, we've. Pronunciale nella forma breve, così come le senti.
- I suoni “sh” e “zh”: innovation /ˌɪn.əˈveɪ.ʃən/, ambition /æmˈbɪʃ.ən/, passion /ˈpæʃən/, associate /əˈsoʊʃi.ət/, collaboration /kəˌlæbəˈɹeɪʃən/
- Parole lunghe — attenzione all’accento: capability /ˌkeɪ.pəˈbɪl.ɪ.ti/, innovation /ˌɪn.əˈveɪ.ʃən/, ecosystem /ˈikoʊˌsɪstəm/, experiment /ɪkˈspɛɹ.ə.mənt/, innovative /ˈɪn.əˌveɪtɪv/
I suoni difficili per chi parla italiano:
- Consonante finale — senza aggiungere una vocale dopo: commitment /kəˈmɪtmənt/, diverse /daɪˈvɜːs/, catalyst /ˈkæt.ɪ.lɪst/, genius /ˈd͡ʒin.jəs/, experiment /ɪkˈspɛɹ.ə.mənt/
- /æ/ — più aperta della “e”: catalyst /ˈkæt.ɪ.lɪst/, ambition /æmˈbɪʃ.ən/, collaborate /kəˈlæb.ə.ɹeɪt/, passion /ˈpæʃən/, lab /læːb/
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 formal, capability, commitment.
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.