シャドーイング練習: A conversation with Sergio Rial: New trends in leadership - YouTubeで英語スピーキングを学ぶ
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Let's talk about culture.
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71 文
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Let's talk about culture.
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What are the components of a high performing culture?
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And when you're involved in a culture that you want to move and change and tweak in a different direction, how do you do that as a leader?
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Ambition.
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It's such an important, such an important aspect of anyone's life and any company's intent.
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I think you've got to have a realistic ambition for your company.
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The second one is risk.
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There's not going to be reward without risk and I think you've got to understand, size it, price it and pursue it.
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So I think you should not shy away from risk, you should actually embrace it.
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So I think a lot of companies, what they spend a lot of time, they're risking all the time, which I can understand and I think it's part of any company's fiduciary roles and duties.
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But I think at the same time, facing and defining risk and embracing it to a degree that you can actually understand and as long as you understand it, you should really embrace.
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When you have a culture that is ambitious, when you have a culture that looks at risk with a mind to play to win as opposed to play not to lose, you certainly start having a culture that wants to accomplish things.
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Yeah, that's a great statement, playing to win as opposed to playing not to lose.
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You may have noticed that there are now three fewer global American food companies and there are now three new global Brazilian food companies.
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There must be some nationalistic pride.
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Tell Tell me, what have the Brazilians brought to these companies from their global perspectives that seemingly, and not to overgeneralize, that the previous managements of those great global companies were missing?
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I think complacency was pretty much ingrained in many of those companies.
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And I think that's a challenge for large companies.
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I don't think it's a question of the Brazilians.
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I mean, what I think this culture of this particular investor has basically focused on is performance.
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performance and high performing teams and having compensation completely aligned to very few targets and being absolutely relentless around what needs to happen from a productivity point of view.
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Big companies in big countries, particularly when they've been successful for so many years, complacency gets ingrained in the DNA.
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And what you have is a disruptive new owner who comes and basically says, well, I think we can do better.
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So I think at the root cause, ambition and an ability to take risks.
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I go back to that sort of thing about high performing teams.
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Ambition and risk are very, very closely correlated.
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And these people, these new investors come with a lot of ambition.
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They're taking a lot of risk.
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In some cases, they're doing that with debt.
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So they've got to make sure that in a couple of years, they're going to be able to bring the company to an optimal capital structure.
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But they don't get confused with the real task, which is performance.
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You've lived in Europe, you've lived in Asia, you've lived in the United States, and although you're a Brazilian, you've spent most of your time everywhere else, but more recently now in Brazil.
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How do you define diversity?
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I don't think I can define.
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What I think it is people with very significant different backgrounds that can very much enrich the dialogue that is taking place in the company.
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I think what you don't want to have in a boardroom or with your management team is just a bunch of people who just came from the same school, from the same community, with the same values it's very comfortable but it's not necessarily very conducive to disruptive thought process I mean we are living in a world going back to the digital threat I mean many business models are being disrupted as we speak constantly we've got to have people with not only different cultural backgrounds but academic backgrounds I think you may very well be as I've been in many companies in the agro space, agricultural space, strong marketing background, strong digital background.
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You don't necessarily have to go through just, you know, agronomics to be a good and effective leader.
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And the same applies to the financial industry.
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The same applies to any industry for that matter.
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I think diverse academic and cultural backgrounds are absolutely vital in a world that is changing so fast.
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Yes, so you have a very broad and expansive definition of diversity.
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I do.
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And if I may just expand on that one, Pat, for example, if you look at the U.S.
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food companies in general, or if you look at some American firms, this has been and continues to be the most important market in the world, in the world scene, and that's not going to change for the foreseeable future.
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But what that has created is the, in some cases, the inability to have devoted time and resources to create the skill set, to look at the world and seize opportunities somewhere else.
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How many U.S.
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food companies have actually become truly international?
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It wasn't because they didn't have the resources, the capital, or even the right boards to steer them in that sort of thinking process, but they weren't able to create the cultural fabric and the skill set with people that would be able to give them so many different perspectives in analyzing the Asian opportunity, the South American opportunities last challenge, depending which sectors you are operating.
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So people really failed.
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Look at the U.S.
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airlines for that matter.
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I mean, is the world scene going to be defined for US airline in the US?
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Definitely not.
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Look what's happening with the Middle East carriers.
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So the world is becoming also not very much interchangeable and the so-called developed world has developed a sort of a, or has maintained a culture that it's of doing the same, better each and every year without necessarily challenging and adding other skills, incubating very vital skills to play in different markets in an effective manner.
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It's learning how to crack the cold in markets where you are completely uncomfortable, but still be able to do business in a way that you are comfortable.
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So let's talk about sort of the next generation of talent.
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We call them millennials.
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What are your thoughts on leading this new group of young people into this brave new global climate?
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Not so sure.
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I'm totally equipped to give you that answer.
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I think people are geared and driven towards accomplishments.
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They may not be necessarily financial accomplishments, but I think the millennials working today in Apple, I'm sure they're pretty proud.
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I mean, Apple has basically redesigned the way human beings communicate with one another.
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How much more profound could that be besides performance just follows.
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Financial performance is a consequence of a really true phenomenal intent.
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I think where they can actually help companies is finding answers to problems that we do not even see.
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I mean, human beings are attracted by problem solving.
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And I think millennials probably will help us in finding problems that we don't even realize we have them.
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And I think Apple has been a classic case of showing human, you know, mankind that we actually had some problems we never realized we had those problems and they came with a solutions and guess what happens to the response.
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So I think they're going to help us to find problems we haven't really figured out we have them.
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このレッスンについて
このレッスンでは、リーダーシップに関する最新のトレンドと、それに関連する文化的側面について学びます。特に、高度なパフォーマンスを発揮する文化の要素や、リスクを受け入れることの重要性について議論します。これにより、英語での会話力を向上させるための実践を行い、ビジネスやリーダーシップに関する語彙を増やすことができます。
重要な語彙とフレーズ
- 文化（Culture） - 組織や社会の価値観や行動の集合。
- 野心（Ambition） - 目標を達成するための強い意欲。
- リスク（Risk） - 予測される結果に対する不確実性。
- 多様性（Diversity） - 様々な背景や視点が存在すること。
- パフォーマンス（Performance） - 実績や成果。
- 高パフォーマンスチーム（High Performing Teams） - 高い成果を上げるチーム。
- ディスラプション（Disruption） - 業界や市場における大きな変化。
- 国際的な視点（Global Perspective） - 世界的な観点や考え方。
実践のヒント
この動画のスピードとトーンに合わせて英語のシャドーイングを行う際は、以下のポイントを意識してください:
- 動画の内容を理解するために、最初に軽く全体を視聴してから、各セクションに戻ります。
- 発言の速さやイントネーションに注目しながら、声に出して繰り返し練習します。特にリーダーシップやリスクに関するフレーズを強調してみましょう。
- シャドースピーチの練習を通して、自信を持って英語を話すスキルを向上させるとともに、IELTS スピーキング対策にも役立てることができます。
- 異なる文化や視点の重要性を意識しながら、会話の中であなた自身の経験や意見も取り入れてみてください。
この練習を通じて、英語スピーキング練習をより効果的に行い、多様なトピックについて話す能力を高めることができます。
シャドーイングとは？英語上達に効果的な理由
シャドーイング（Shadowing）は、もともとプロの通訳者養成プログラムで開発された言語学習法で、多言語習得者として知られるDr. Alexander Arguelles によって広く普及されました。方法はシンプルですが非常に効果的：ネイティブスピーカーの英語を聞きながら、1〜2秒の遅延で声に出してすぐに繰り返す——まるで「影（shadow）」のように話者を追いかけます。文法ドリルや受動的なリスニングと異なり、シャドーイングは脳と口の筋肉が同時にリアルタイムで英語を処理・再現することを強制します。研究により、発音精度、抑揚、リズム、連音、リスニング力、そして会話の流暢さが大幅に向上することが確認されています。IELTSスピーキング対策や自然な英語コミュニケーションを目指す方に特におすすめです。
ShadowingEnglishでの効果的な学習方法
- 動画を選ぶ: 自然で明瞭な英語が使われているYouTube動画を選びましょう。TED Talks、BBC News、映画のシーン、ポッドキャスト、IELTS模範解答などが最適です。URLをコピーして検索バーに貼り付けてください。短い動画（5分以内）や、自分が本当に興味を持てるテーマから始めるのがコツです。
- まず聞いて内容を理解する: 最初は1倍速でただ聞くだけにしましょう。まだ繰り返す必要はありません。文の意味を理解し、話者がどのように単語を強調し、音を繋げ、間を取っているかに注目してください。内容を把握してからシャドーイングに入ると、はるかに効果的です。
- シャドーイングモードを設定する:
- Wait Mode（待機モード）:
+3sまたは+5sを選ぶと、動画が一文を読み終えた後に自動で一時停止し、繰り返す時間が生まれます。完全に手動でコントロールしたい場合はManualを選んでNextを自分で押しましょう。 - Sub Sync（字幕同期）: YouTubeの字幕と音声がずれることがあります。
±100msで調整して、正確なタイミングで追えるようにしてください。
- Wait Mode（待機モード）:
- 声に出してシャドーイングする（最重要）: ここが練習の本質です。文が流れると同時に——または一時停止中に——はっきりと自信を持って声に出して繰り返しましょう。ただ単語を読むだけでなく、話者のリズム、強調、高低、連音をそっくりそのまま真似することが大切です。「影」のように話者に重なるのが理想。Repeat機能を使って同じ文を何度も繰り返し、自然に出てくるまで定着させましょう。
- 徐々に難易度を上げて続ける: 一つのパッセージに慣れたら、さらに挑戦してみましょう。速度を <code>1.25x</code> や <code>1.5x</code> に上げれば、高速の言語反射を鍛えられます。Wait Modeを <code>Off</code> にして連続シャドーイングするのが最も上級で効果的なモードです。毎日15〜30分継続すれば、数週間で目に見える変化を実感できます。