Pratica di Shadowing: Why Middle Management is the Hardest Job | Simon Sinek - Impara a parlare inglese con i video
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Middle management is the hardest job in any organization.
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Because when you're junior, your only job is really to do your job.
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That's it.
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And you get trained how to do your job.
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I mean, you all have to be licensed and go to school
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and learn how to do the job of being an accountant.
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And if you're really good at it, you eventually get promoted.
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And you eventually get promoted to a position where you're now responsible for the people who do the job
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you used to do but the problem is they don't give us any training how to do that.
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And senior people are thinking about entirely different things.
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They're thinking about the firm, thinking about strategy.
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And the problem is
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that you have this middle group that's in this sort of weird mix where they have to be strategic
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but not majority strategic.
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And they have to be tactical but they're not majority tactical.
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And they have to translate what's going up here to down there and down here to up here.
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And most things break in the middle because I'll meet firms where the leadership's amazing, and they're visionary, and they care about people,
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and they want to do the right thing, and then I go down to the front line, and they're like, yeah, this place is the worst.
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And so I'm like, what happened between here and there?
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And it's the middle.
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Most things break in the middle.
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And so I think there are two factors.
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One is we don't train people how to lead, right?
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So as I said before, when we're junior, we have to know what to do we just do our jobs,
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we have to be good at it, and as we become leaders in this middle management, we're now transitioning to this job,
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we're now responsible for the people who do the job we used to do, but nobody is teaching us listening, nobody is teaching us communication skills,
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nobody is teaching us effective confrontation, nobody is teaching us how to give and receive feedback, nobody is actually teaching us leadership.
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So this is why we get managers and not leaders,
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and you would never ask somebody to do anything in accounting without showing them how to do it, ever.
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bad idea, right?
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So why on earth do we think
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that we can just promote someone to a leadership position
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and expect that they know what to do without showing them how to do it?
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So that's problem number one, is the total vacuum in some cases,
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or just really minimal amounts of leadership training.
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And it needs to be robust.
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The other problem that I come across very often is I get some really wonderful self -taught leaders in middle management.
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They're reading books.
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They're going to conferences themselves.
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They're watching TED Talks.
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I mean, they're students of leadership.
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They have mentors.
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I mean, they're really making a go of it.
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And they complain that the senior management, all they care about is the quarterly earnings.
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And so the problem we have there is they're trying so hard to do the right thing, but management really doesn't care.
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So that's the opposite, right?
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And in those cases, I generally recommend that the right thing to do, I mean, quitting is always an option,
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but that's not necessarily the best option or the first option.
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But I always recommend to be the leader you wish you had, which is, I get the question, it is one of the,
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if not the most common question I get, which is, what do I do when I'm trying to do the right thing
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and my boss or my boss's boss or my boss's boss's boss just don't get it, you know?
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All they care about is money before people.
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And the answer is you can't control what you can't control,
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so worry about the people around you worry about the people to the sides of you, a level below you, even a level above you,
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and you be the leader you wish you had.
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And what you start to find in those pockets is these magical little diamonds in the rough appear.
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We worked with a large technology company, and we worked with a group where that's exactly what we did.
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We developed this whole leadership thing just for this little group in the middle.
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And yes, they started to do better, and their numbers went better, and the group expanded, and blah,
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blah, blah, all the things you'd expect to happen.
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But one thing we didn't expect is that the phone started ringing off the hook from other people in the firm asking,
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can I get a job in your group?
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Because when the people who worked in this group would go out for lunch with their friends who worked in other groups,
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you know, how's work today?
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Amazing.
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Different stories, right?
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Different stories.
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And all of a sudden, word spread across this 80 ,000 -person company.
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And this was only a group of 150 people.
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Word spread across this 80 ,000 -person company
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that everybody was trying to get into this group just because they wanted to work in it, because you had good leadership.
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Vocabolario e note di pronuncia per questa lezione
Questa lezione di conversazione si basa sul video “Why Middle Management is the Hardest Job”. Le parole che ritornano più spesso: middle, leadership, teaching, nobody, leader. Questo video contiene 71 frasi e 872 parole da ripetere con lo shadowing. Il parlato dura 4:21. Chi parla va veloce, circa 201 parole al minuto: aspettati suoni legati e ridotti. Il 92% 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 |
|---|---|---|
| strategic aggettivo | /stɹəˈti.dʒɪk/ | strategico |
| tactical aggettivo | /ˈtæktɪk(ə)l/ | tattico |
| necessarily avverbio | /ˌnɛs.əˈsɛɹ.ə.li/ | necessariamente, a tutti i costi |
| pocket sostantivo | /ˈpɑ.kɪt/ | tasca |
| transition sostantivo | /tɹænˈzɪʃ.ən/ | transizione |
| diamond sostantivo | /ˈdaɪ.ə.mənd/ | diamante |
| skill sostantivo | /skɪl/ | abilità, capacità |
| sudden aggettivo | /ˈsʌd.ən/ | improvviso |
| hook sostantivo | /hʊk/ | gancio, gancetto |
| expand verbo | /ɪkˈspænd/ | estendere, espandere |
| feedback sostantivo | /ˈfiːdˌbæk/ | valutazione, riscontro |
| earnings sostantivo | guadagno | |
| complain verbo | /kəmˈpleɪn/ | lamentarsi, lagnarsi |
| minimal aggettivo | /ˈmɪn.ə.məl/ | minimo, minimale |
| vacuum sostantivo | /ˈvæ.kjuːm/ | vuoto |
I phrasal verb che sentirai
| Parola | Significato |
|---|---|
| come across verbo | dare l'impressione, avere l'aria |
| go up verbo | salire |
La grammatica di questo video
Le strutture che chi parla usa di più, con le parole esatte del video:
| Struttura | Nel video |
|---|---|
| “Used to” used to + verbo — un’abitudine o uno stato passato che non è più vero | used to do |
| Frasi relative who / which + frase — un’informazione in più su una persona o una cosa | people who do · had, which is · get, which is |
Pronuncia a cui fare attenzione
Chi parla usa 27 contrazioni e forme ridotte, come they're, don't, we're. Pronunciale nella forma breve, così come le senti.
- I suoni “sh” e “zh”: transition /tɹænˈzɪʃ.ən/, confrontation /ˌkɑn.fɹənˈteɪ.ʃən/, visionary /ˈvɪʒəˌnɛɹi/
- Parole lunghe — attenzione all’accento: necessarily /ˌnɛs.əˈsɛɹ.ə.li/, confrontation /ˌkɑn.fɹənˈteɪ.ʃən/, visionary /ˈvɪʒəˌnɛɹi/
I suoni difficili per chi parla italiano:
- Consonante finale — senza aggiungere una vocale dopo: strategic /stɹəˈti.dʒɪk/, pocket /ˈpɑ.kɪt/, diamond /ˈdaɪ.ə.mənd/, hook /hʊk/, expand /ɪkˈspænd/
- /æ/ — più aperta della “e”: tactical /ˈtæktɪk(ə)l/, transition /tɹænˈzɪʃ.ən/, expand /ɪkˈspænd/, feedback /ˈfiːdˌbæk/, magical /ˈmæd͡ʒ.ɪ.kəl/
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 strategic, tactical, necessarily.
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.