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All right, my friends, welcome back to the Build Show podcast.

That's right.

My weekly time to get together with you guys and go deep.

We've got a great topic today.

We're going to be talking about what makes a great project manager.

What are the qualities?

What are the things we're looking for when we hire a project manager?

And if you're a builder listening to this, you know, one man show, a bigger company,

I think this is going to be helpful for you to

really spend the time thinking about what are the qualities that it takes to be a really good builder?

I'm saying project manager.

That's the term that Tim and I use in our business,

Reisinger Build, for the folks that are in the field that are really the builders, right?

We call them project managers.

But I think these are qualities that everyone needs.

I'm joined by my business partner, Tim Hill.

Tim is the managing partner of Reisinger Build.

I'm the founding partner of Reisinger Build, our home building company here in Austin, Texas.

And if you're watching this on thebuildshow .com, we're in our brand new studio.

Tim and the team built us this fabulous studio.

This is the Reisinger Build Studio.

Fabulous acoustics, by the way, Tim.

I really like it.

With that being said, what it takes to make a great project manager from the Reisinger Build Studios in Austin, Texas.

Let's get going.

All right, guys, before I jump in with Tim on today's topic,

I want to say a big thanks to our friends at ViewRail for sponsoring the podcast.

If you don't know this company, this is a company I've talked a lot about over the years.

I have a very personal connection with this company because Len, the founder and his wife, I'm sorry, I'm blanking our name at the moment.

I consider them friends.

I've been out to their location several times.

I really feel like Len is a super high quality, super high integrity person who's built a giant business over the last gosh,

I want to say V -Rail's maybe 20 years or so in business and still family -owned.

Now his son is the second generation.

I believe he's coming on as the president this year.

He's got another son that's in the welding department.

This is truly a family -owned, family -run company right in the heart of America.

They're based in Goshen, Indiana, where they make all these amazing products.

So if you don't know them, go check out their website.

VueRail .com, I believe, is the website.

They're probably best known for their flight system, a very modern staircase, a lot of metal components, but also blended with wood.

And they have a glass facility as well, where they basically pre -make everything in the factory and then ship you all these components,

kind of like an erector set.

In the past, when we've done modern stairs, we've had to hire two or three local trades, you know, welding fabricator, a carpenter,

maybe a third glass company to come and put glass on later.

They've consolidated all that into one place where they can show you the design, you guys can collaborate on it, make sure that everything works.

They'll come out to your job site and even measure and make sure things are going to work.

They also have an install team.

This is really a neat company doing really cool products.

But the best part about it is when that comes in and gets assembled on your job site,

you as the builder get to take the credit for this amazing craftsmanship.

And I've always said over the years that stairs really show the craftsmanship of the builder.

We can have cool cabinetry from Europe.

That's one thing.

But there's something about a set of really well designed, really well built, great craftsmanship stairs that says,

man, this is a cool and very well built house.

So thanks of you for sponsoring.

Tim, I know you came prepared with a document that we put together a while back.

Walk us through what you think.

What are the kind of qualities that it takes to make a great project manager?

Well, we have eight project managers on staff now.

I mean, I guess 12, 15 years ago, we had two or three.

Yeah, for sure.

Including you and me.

Right.

That's right.

We've grown a lot.

And I think as we've grown, we've improved the quality of our staff.

Yep.

And it's important that we have a good understanding

and our staff has a good understanding of what makes a good project manager and what standards we hold them accountable for.

So I think when we interview for project managers,

we have a fairly well understood criterion for looking for the right people and measuring those skill sets.

We actually put all of our applicants through PSP testing to see where they stand in their personality

and their problem solving capability.

Yep.

And we review people on a regular basis to get feedback from them

and give them feedback and how they're doing in their growth and becoming better and better project managers. For sure.

So I think we have a fairly good system for not only analyzing who we should hire,

but making the project managers that we have on staff better at what they do.

Yep.

Yeah, that's right.

And what are those qualities we're looking for?

What are the things it takes to make a really good project manager?

Well, there are a lot of different aspects, but I like to distill them down into five different major categories to look for.

Certainly, we want people that are good leaders

because they have to lead the people that work with them

and work for them to get the best work product out of each of those people.

Yep.

Right.

So good leadership capability.

Gaining and earning the respect of the people that they work with allows them to lead those people.

No one wants to follow someone they don't respect.

Yeah.

So you have to be fair.

You have to be transparent.

You have to be knowledgeable in what you do.

And if project managers work on that and they're diligent about understanding what they're doing and who they're doing it for,

they are generally followed as good leaders.

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Yeah, that's right.

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Okay, so leadership, number one.

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All right.

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Collaboration.

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The willingness to work as a team.

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Yeah, that's huge.

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Because at a point I made in a previous podcast about all of the different team members that we work with.

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As a project manager, we work upstream, downstream, and sideways, right?

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So we work upstream with our clients.

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We work sideways with our on -staff other project managers and back office personnel in the office.

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Also, we work with the design professionals that work with us

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and the clients to design the project and give us understanding of design details.

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And then, of course, we work downstream with our vendors, our subcontractors and our suppliers.

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Yeah, that's right.

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You have to be able to communicate through all those and manage all those people with great collaboration.

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Yeah, for sure.

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Right.

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Okay, so we've got both a good leader and someone who's a good collaborator.

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You're basically, they're good at team -oriented rather than being a lone gun, a one -man show, somebody who is not able to work with others.

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What's the third thing?

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Well, what feeds both of those other things and probably the most effective part of a project manager is good communication skills.

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That's for sure.

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So communicating, being able to express what you expect of other people and what you need them to do.

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Yep and being able to listen and understand what your clients need from you and what your trade base needs from you,

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what information they need, that communication is very important to the success of any project.

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And it has to be, as I've always said, early and often.

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As soon as you know information, as soon as you have news,

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good or bad, communicate that news. and do it often.

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Set a regular routine.

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Project managers should weekly meet with their trade base

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and weekly meet with their clients and their design professionals to make sure that everybody's communicating everything they know in real time.

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And we have an expectation with our project managers

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that they communicate on a weekly basis in a written format to our clients as well.

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Would you speak to that just briefly?

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Well, we have a weekly meeting a weekly project meeting with all of the design professionals

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and the client to make sure that we're all on board with next steps.

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We ask the clients if they have any concerns.

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We explain to them what's going on in the project, look for information from the design professionals in that meeting,

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generally go into the meeting with a published agenda so everyone knows what to expect or what to bring with them,

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what their homework is, if you will.

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Then when we leave, we leave with everyone understanding what they need to do between now and the next meeting, which will happen the following week.

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That's important.

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Super important.

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We also follow up at the week's end or the beginning of the following week with a report.

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And the report has photographs.

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It says, here's what happened last week.

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Here's what's going to happen next week.

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And here are the challenges we have.

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And here's the way we plan to overcome them.

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Here's the information that we need for the design professionals.

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So it's a follow -up to the weekly meeting with the progress report.

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And those two things combined make for a great communication model for any project.

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Well, that's for sure.

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And we can all think of people in our lives who are bad communicators.

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And boy, they're hard people to work with or let's say work for.

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That's right.

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That's right.

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So that good communication is so key.

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As a side note, I got a little story for you.

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You probably heard this, Tim, or my audience maybe has, but it was so formative in my life.

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When I was a 22 -year -old assistant superintendent, I was working in Virginia for a big national builder.

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And we had this office manager, Pat, that I really liked, but she was a pretty rigid person.

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And I learned a lot from her.

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And one time I had a meeting with her prior to my weekly construction meeting.

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I can't remember the exact specifics, but let's say I was supposed to be there at three o 'clock and I was running late.

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I got there at like 310 and I rush into her office.

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Pat, I'm so sorry I'm late.

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And she was like, are you kidding me?

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You're 10 minutes late for our meeting, Matt.

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Why didn't you call me ahead of time and tell me?

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You went from someone who could have called me from the job site.

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This is actually before cell phones.

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You could have called me at 2 o 'clock and said, I'm so sorry.

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My inspector showed up unexpectedly.

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I'm going to be a few minutes late for a meeting.

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And I would have labeled you as a good communicator.

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But instead, I'm labeling you as unreliable by showing up at my office 10 minutes late for a meeting.

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And it really struck me like, oh, that makes a lot of sense.

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Like I go from being a good communicator saying, here's what's going to happen, especially if it's not going to meet your expectation,

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to all of a sudden being, oh, it's no big deal.

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I'm only 10 minutes late.

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No, I'm unreliable.

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And that was a wake -up call for me.

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I tend to be a person that I jokingly call myself an aggressive scheduler.

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What that really means is I tend to be late all the time or whatever, for whatever reason.

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And that's not a good quality about me.

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That's not something I'm proud of.

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And my wife, it drives her crazy.

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She's a very on -time, very punctual person.

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And she tells me, you know, by you being late, it tells people that you don't value their time.

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And I think this really, rolling back to what we're talking about, this rolls back to communication.

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It does.

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By being a good communicator and setting good expectations with customers, you set them up for success.

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By being a late or a non -communicator, you're communicating that you're an unreliable builder.

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The whole concept of communication is to overcome deficiencies.

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And here's a concept that everyone needs to understand, and this is not only true in our industry, but it's in the industry.

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Nobody's perfect, right?

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And you need to tell clients up front

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that we're going to do our best and we are the best at what we do. But mistakes will happen.

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Oversights will happen.

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And mainly because we don't have all the information when we start this project, but we will react to the information as it comes to us.

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That model generally yields some misunderstanding or some deficiencies that have to be overcome with good management.

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And that's what we do, good management.

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But what that means is that communication allows you to say, okay, now we know something we didn't know last week,

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and here's the way we're going to overcome it.

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Or say, we just discovered something that's going to affect our budget.

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And between now and next week, we're going to try to make these corrections to minimize the impact to this project.

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That kind of communication doesn't make clients upset.

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It makes them respect you more.

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And by giving them that information, bad news first, but communicate early and often, makes all the difference in the world with the respect

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that you earn from your clients and all the people that you work with.

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That's right.

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All right.

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So leadership, team orientation.

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No, you called it something else.

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Collaboration.

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Collaboration.

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Same thing.

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And then communication.

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What's number four?

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Work ethic.

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Work ethic.

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This is what a lot of people call energy, right?

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And it comes out in two different forms.

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You and I have had this conversation before.

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Yeah.

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You and I are very different people.

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We are.

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You're very energetic, very dynamic.

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I'm very low -key, low -dynamic.

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But I have a long -span work ethic.

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I start very early, and I stop very late.

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But I'm a very steady -paced worker.

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You're a very fast -paced worker.

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I'm a jackrabbit.

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Yeah, very energetic.

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Both things get it done, but it's the work ethic.

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It's the willing to put in the time and the effort to get it done.

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Oftentimes we find people who are very enthusiastic about the industry

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and the building science and the cool factor of home building and remodeling, but they just don't understand that it also takes hard work.

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You can't just do the cool project.

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You can't just interact with the great fun people.

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There are a lot of dynamics that happen that you have to overcome

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that just take diligence and hard work to get there.

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And the end result of that is, as we've talked about before, very rewarding.

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It's probably the most rewarding career that I know of, but it does take hard work to be successful.

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Yeah, and there's a lot of flexibility in a project manager's time.

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But at the same token, there absolutely needs to be that work ethic there to say, look, I'm going to put my 40 in.

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I'm going to really get my work done.

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And sometimes that's going to be after hours.

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Sometimes that's going to be on the weekends.

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But I'm really going to make sure that things happen.

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And we need people that are project, we need our project managers to have that idea of there's stuff that needs to happen this week.

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And I got to figure out how to get it done no matter what happens with my personal life.

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That's right.

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And I think the best way to look for it, look at it is not so much as a 40 -hour work week.

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It's not eight to five.

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It's really whatever my project and my client demands.

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And our work, home building and remodeling is very fluid in that it can happen in the evening.

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It can happen on the weekend.

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You never know when your trades are going to stop or start work.

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You never know if they're going to show up on Saturday to try to get caught up.

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You never know if a plumbing line is going to break on the weekend.

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And if a project manager has the understanding, I'm going to do what it takes to manage this job.

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Then they have the flexibility to say, hey, I've got everything running on autopilot this afternoon.

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I've got the drywallers there hanging drywall.

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They don't need my help.

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They don't need any information.

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I've got a dentist appointment I've got to go to.

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I've got a doctor's appointment.

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I got to take my kids to school, pick them up from school this afternoon.

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You've got the freedom to do that.

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That's the great thing about our – it's not a clock in and clock out job,

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but it is a job that demands a work ethic that says, I'm going to do whatever it takes for my project to be successful.

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Let me get your advice on something on this point, Tim, that I think I bet a bunch of our listeners are struggling with.

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What do you do with the client

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that always wants to meet on a Saturday or a Sunday

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or they're texting you in the middle of dinner

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or in the middle of watching Netflix at 9 p .m and you've answered before, they're expecting you to answer.

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Like, talk to us about that situation.

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What's your take on all that?

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Well, I think early in the project, you have to set expectations, and that goes to communication.

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That's right.

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You have to say, look, I understand if there's an emergency, if there's some out -of -the -ordinary circumstance that demands my attention,

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feel free to text me.

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Let me know what's going on that needs my attention.

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But as a routine, we generally don't work on the weekend or into the evening because those are family times.

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And we respect that.

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It's not to say that we won't take care of your project if the project demands, but as a general rule,

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our workday is whenever the trades are working.

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Right.

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That's right.

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And have you gone as far as telling clients?

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I actually don't know the answer to this, you know, if you're going to type an email at 630pm,

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hit the send in the morning button on that email.

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Or do you or you doing that or telling the project managers to do that?

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Like I've got an email, you're a very early riser, I don't get up and look at email at 5am.

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But you often do.

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Our mutual friend, Jake Bruton starts his work day at like 430.

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But he's whipped at at 4 30 12 hours later 4 30 p .m

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that is and he shuts it down

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and doesn't you know he's purposely trying to get family time from 4 30 p .m onward uh

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i've done this a few times

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but not as regular like i don't want to send an email to somebody at some weirdo like 9 15

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i tend to be more of a night owl 9 15 p .m time i'll set my phone

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if you if you long tap on your phone when you when you hit the send button,

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it comes up a menu that says send later and you can schedule it.

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I'll send it at 7 a .m the next morning.

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So I look like I'm some Tim Hill early riser rather

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than some weirdo who was still up at 9 .30 checking email.

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I wonder if that's something we could coach our clients on.

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Maybe so.

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I think that, you know, in this world of immediate gratification, we all want to do things right now and get response right now.

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And I think that there is some legitimacy to that because we can't stop the world in the way it behaves.

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We have to adapt to it to some extent.

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But, yeah, there are tricks that we can use that are at our disposal to work within normal business hours, even though we may not be.

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We don't want to set a bad precedent, for example.

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I like to work early to late because it allows me to pace myself, and it's like a marathon kind of thing.

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When you pace yourself, you can go a longer distance at a more steady pace.

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It works for me.

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It doesn't work for other people.

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So just whatever fits your work ethic, your work model, as long as you're getting your job done and managing your project well.

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Okay, so work ethic was number four.

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What's number five?

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People management.

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This speaks to all the above.

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That's a good one.

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Yeah, people management.

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And to give you an example, we have another.

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colleague that you and I know, she has a remodeling company, relatively small company.

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And she's worked for several other builders along her career.

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Now she's on her own.

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And she grew to a point where she needed a project manager.

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Well, she had been going to the same car dealer to get her car service for many, many years.

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And had a relationship with this young woman who was a service rider at a car dealership.

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And she went in one time to get her car service.

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And she wasn't there.

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And another service writer explained that they had some budget cuts

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and had to let her go because they just had to cut back their staff.

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And it was strange.

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She said, that's strange.

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And she said, I love this lady, this young woman.

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She has incredible communication skills.

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Everyone loves her.

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And she said, I'm going to seek her out.

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So she found her, interviewed her as a project manager, and turns out that she knew very little about home building and remodeling,

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but she was a great people management person.

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She was willing to listen to people complain about their cars and their service times and all that,

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and, and manage those people and get them calmed down and get them satisfied so that they were happy customers.

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She said, if she can do that, I think she can work really well with remodeling clients.

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Heck yeah.

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And this is a year later and she's turned out really well.

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She's learned a lot about construction.

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That's fabulous.

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Gone to a lot of training schools about different types of construction.

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So her skill set and technical understanding has risen very quickly.

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But the underlying ability to manage people, all of those trade contractors, all of the clients, all the interior designers,

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architects, she's done really well at.

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That's awesome.

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It's kind of that ability to influence people, right?

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To get them to get on board with you or to do something that maybe they don't want to do.

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That's true with our clients that's true as our subcontractors, that's true with our inspectors on the job site, whether our laborers, whatever.

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We need to be able to persuade people to have that persuasive people understanding to say,

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all right, how am I going to get this outcome that I'm looking for out of this person?

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That's right.

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I think that that speaks a little bit to social intelligence, the ability to adapt your communication to different types of people with different backgrounds.

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And if you understand that certain people who come from a perspective of

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a trade contractor versus a client who may want to communicate at a different level

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or have different understanding of what they're to expect,

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if you have the ability to shift your communication to both different levels, then you'll do fine.

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Yeah.

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How about, where does critical and logical thinking fit in all this?

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I would say that it speaks to all of those.

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Critical and logical thinking is basically the ability to solve problems, right?

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Problem solving is the fundamental aspect of all home building

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and remodeling because we have to figure out how to do something that's conceived into something that's reality.

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Right.

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And there's always challenges in doing that.

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It's not like following the directions of an erector set.

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There's always nuance because most of what we do is prototypical.

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It's never been done before.

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There are certain aspects that have been done before, and you have to figure out how to fit those different components together.

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But most of what we do is very unique.

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Remodeling work especially.

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You never know what you're going to find.

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But I'd say critical and logical thinking is an overlying ability of any of the project managers to solve problems, some better than others.

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It's hard to learn that skill.

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It's almost a fundamental thing that people just either have or don't.

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I don't know who I was listening to on this topic recently,

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but they said that, and I can't remember if this was Joe Rogan or somebody like that.

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I don't regularly listen to his podcast, so maybe it was some Instagram clip, but they said that, oh,

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you know who it was? it was Benji from Breakthrough Academy said, I feel like critical and logical thinking as a nation has gone down,

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that we've kind of dumbed ourselves down to we only watch one minute videos, and we want to keep swiping.

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And we're using AI, you know, we're using chat GPT instead of trying to figure out the answer ourselves.

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So we're kind of abdicating critical and logical thinking.

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I don't know that that's entirely true, but it does make me, especially as I get older,

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think, you know, what am I going to do to continue to be sharp?

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One of the things that I've realized recently is I'm not reading as much as I would like to read.

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and my eyesight's not as good, so I'm reading more books on tape where I can listen to them and take a walk.

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But I want to make sure that I'm keeping my critical

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and logical thinking skills sharp because that's such a differentiator for me individually, for you individually.

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I know both of us have been tested very high on that.

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As a side note, by the way, the resource that Tim and I have used for quite a long time is a company out of Pittsburgh,

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Pennsylvania called PSP.

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And I can't remember what that stands for.

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But if you just googled PSP HR, they would come up.

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It's a company that does pre -employment testing.

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They also do human development, basically.

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And so we do a hour long pre -employment test that does part personality test, part critical logical thinking test,

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and allows us to take these five qualities that Tim

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and I talked about here and actually have those in a format

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that gives us a range of where people fit on these

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things kind of average below average above average they've been a fabulous resource for us

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i've actually used them for 25 years now since even before i was before i was my own custom builder

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so highly recommend them what what else do we want to

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mention on this topic of like what makes a great project manager.

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Well, I think that sums up most of the general aspects.

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I mean, I'm sure you could break each of those down into subcategories, professionalism, consistency, risk awareness, accountability,

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responsiveness, all those things that go up to make all the others.

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I want to tell you an interesting story.

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I had recently with one of our colleagues, two different engineers from two different schools in Texas

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that we both know that are typically competing at least intellectually with each other.

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And the engineer from one school said, you know, the difference between us and you is we can solve problems intuitively.

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And the other school engineer said, well, we solve problems because we can actually do the math.

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Forget about intuitively.

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We need to do the math.

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Yeah.

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So, I mean, it's good.

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Both aspects, you know, we'll get you there.

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And it depends on what your skill set is.

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That's funny.

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We could make a whole podcast about builder's intuition and how I think you and I,

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over the decades we've been in this business, have sharpened our intuition.

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Because you don't have very good intuition as a 22 -year -old, but I can tell you as a 52 -year -old,

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I can walk up to a house and just spot a few things and go, oh, yeah, I have a feeling something's going on here.

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You know, there's something to be said for hiring a project manager who's 50 years old.

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Yeah, there's some intuition there, which is hard.

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Another word for intuition is pattern recognition.

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Yeah, that's right.

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You've seen it happen before. Or wisdom.

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I can't tell you how many times I've run, working on a project, and we run into something, and my eyes just widely open up,

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and I think to myself, I've seen this movie before.

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Yep, 100%.

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And sure enough, I know exactly what to do, only because I've run into that experience so many times.

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There is a 22 -year -old project manager right out of school who's going to say, whoa, what do I do here?

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Yeah, I have a funny story about that.

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A couple of years ago, I heard Joe Stiebrick talk one time.

447

That's the guy who founded Buildingscience .com.

448

and Joe said he regularly did these building examinations

449

that were like $100 ,000 for his company to come out and examine the building and issue a report.

450

And he said in this presentation I saw, I don't think he'd be embarrassed by this, but he said, you know,

451

if I go out to a building on these $100 ,000 examinations, usually within five minutes, I know what the problem is.

452

But if you want the dough, you got to give the show.

453

And so he'd have five people with him that go around clicking all these photos and making a big report.

454

And the last page of this 40 page report that, you know, took three weeks to compile would be Joe's summary,

455

which basically he figured out in the first five minutes was the problem with the house.

456

But he said, you got to give the show if you want the if you want the dough.

457

I love that.

458

I think about that all the time.

459

It's a good

460

Good little wisdom.

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Tim, fabulous conversation.

462

I think the level of your project managers, their experience, their wisdom, their qualities here really makes the company.

463

So hopefully we gave you guys some good knowledge, some good wisdom from Tim and I on what makes a good project manager.

464

Use that resource.

465

Feel free to.

466

I have no affiliation with them.

467

You just got to Google them.

468

But PSP, great people over there.

469

and with that being said guys hit that subscribe button you know we've got new podcasts

470

Every single Friday during the season, we take about a month off in January, but we're heading strong through the rest of the year.

471

Thanks to our sponsors.

472

We give a one -minute or so plug to our sponsors,

473

and that allows us to take time away from our job to build a studio and give you this free podcast.

474

So thank you to ViewRail for sponsoring.

475

And if you want to see Tim and I's shiny faces in our cool new logo and podcast studio, if you go to thebuildshow .com,

476

you can actually see the video version of this.

477

And lastly, if you're listening on either

478

Spotify or iTunes, do me a favor.

479

Hit that review button or rate button.

480

Give us that five star if you think we deserve it.

481

And make a little comment on there about how the Build Show podcast has been helpful for you.

482

That helps us increase our ratings and our rankings and get this podcast out to more builders.

483

Because Tim and I do this

484

because we feel like we want to pass our wisdom on to

485

that next generation of builders and remodelers and architects that are listening

486

and maybe even a few homeowners and general contractors and subcontractors.

487

You know, we don't want there to be any barriers to them learning.

488

And sometimes the barriers, frankly, they don't know that the Build Show exists.

489

So if you want to pass this on to a friend, we would really appreciate that referral.

490

That being said, guys, follow us on Facebook or Instagram.

491

Otherwise, we'll see you next time on the Build Show podcast.

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このレッスンの語彙とスピーキングのポイント

このスピーキングレッスンは、動画「Build Podcast」を教材にしています。この動画には、シャドーイング用の文が491文、単語が5520語あります。音声の長さは31:15です。話す速さは1分あたり約177語で、日常会話に近い自然なペースです。単語の85%は英語の頻出3,000語に含まれます。残りは練習の前に確認しておきましょう。

この動画の重要語彙

動画に出てくる覚えておきたい単語15語を、発音と意味つきで紹介します。

単語	発音	意味
builder 名詞	/ˈbɪl.dəɹ/	建設者
podcast 名詞	/ˈpɑdˌkæst/	ポッドキャスト
communicate 動詞	/kəˈmjuːnɪkeɪt/	伝える
solve 動詞	/sɒlv/	解決する
pace 名詞	/peɪs/	歩幅
wisdom 名詞	/ˈwɪzdəm/	知恵
overcome 動詞	/ˌəʊ.vəˈkʌm/	克服する, 征服する
sponsor 名詞	/ˈspɒn.səː/	スポンサー
intuition 名詞	/ˌɪn.tjuːˈɪʃ.ən/	直覚, 直感
topic 名詞	/ˈtɑpɪk/	話題, テーマ
clock 名詞	/klɑk/	走行距離計
skill 名詞	/skɪl/	腕, 技
hire 動詞	/ˈhaɪɹ/	借りる
collaboration 名詞	/kəˌlæbəˈɹeɪʃən/	コラボレーション, コラボ
expectation 名詞	/ˌɛk.spɛkˈteɪ.ʃən/	期待, 予想

動画に出てくる句動詞

単語	発音	意味
come up 動詞		上がる, 登る
calm down 動詞		落ち着く
check out 動詞		試験する, 検査する
come out 動詞	/ˌkʌm ˈaʊt/	出る
get up 動詞		起きる
go down 動詞		降りる, 降下する
show up 動詞		現れる
wake up 動詞	/ˌweɪk ˈʌp/	目覚める, 目を覚ます

繰り返し練習したい文

動画に出てくる短く完結した文です。日常会話でそのまま使えます。

We've got a great topic today.
I've been out to their location several times.
Would you speak to that just briefly?
Why didn't you call me ahead of time and tell me?
What's your take on all that?

この動画の文法

話し手がよく使っている文型を、動画の実際の表現とともに紹介します。

文型	動画での表現
現在完了形 have/has + 過去分詞 — 過去の出来事が今も関係している	I've talked · I've been · we've done
受動態 be + 過去分詞 — 誰がするかより、何が起きるかに焦点を当てる	being said · be overcome · been done
関係詞節 who / which + 節 — 人や物について情報を加える	somebody who is · meeting, which will · someone who could

注意したい発音

話し手はI'm, don't, I'veなど、短縮形や弱形を143回使っています。聞こえたとおりの短い形で発音しましょう。

「th」の音: ethic /ˈɛθ.ɪk/, mathematics /mæθ(.ə)ˈmæt.ɪks/, marathon /ˈmæɹəθən/, enthusiastic /ɪnˌθjuːzɪˈæstɪk/
「sh」と「zh」の音: intuition /ˌɪn.tjuːˈɪʃ.ən/, collaboration /kəˌlæbəˈɹeɪʃən/, expectation /ˌɛk.spɛkˈteɪ.ʃən/, sharp /ʃɑɹp/, examination /ɪɡˌzæm.ɪˈneɪ.ʃən/
長い単語（アクセントの位置に注意）: communicate /kəˈmjuːnɪkeɪt/, intuition /ˌɪn.tjuːˈɪʃ.ən/, collaboration /kəˌlæbəˈɹeɪʃən/, expectation /ˌɛk.spɛkˈteɪ.ʃən/, unreliable /ˌʌn.ɹəˈlaɪ.ə.bəl/

日本語話者が苦手な音：

/r/ と /l/ の区別 — /l/ は舌先を歯茎につけ、/r/ はどこにもつけない: builder /ˈbɪl.dəɹ/, collaboration /kəˌlæbəˈɹeɪʃən/, unreliable /ˌʌn.ɹəˈlaɪ.ə.bəl/, briefly /ˈbɹiːfli/, dealer /ˈdiːlə(ɹ)/
/v/ — /b/ にならないように、上の歯を下唇に当てる: solve /sɒlv/, overcome /ˌəʊ.vəˈkʌm/, individually /ˌɪndɪˈvɪd͡ʒ(u)əli/, aggressive /əˈɡɹɛs.ɪv/, versus /ˈvɝsəs/
/f/ — 「フ」ではなく、上の歯と下唇で出す: fabulous /ˈfæbjʊləs/, format /ˈfɔːɹ.mæt/, helpful /ˈhɛlp.fl̩/, fundamental /ˌfʌn.dəˈmɛn.təl/, feedback /ˈfiːdˌbæk/

この動画での練習方法

まず声を出さずに動画を最後まで聞き、知らない単語をメモします。
まず0.75倍速で一文ずつシャドーイングし、慣れてきたら通常の速度に戻します。
自分の声を録音して元の音声と比べます。builder, podcast, communicateなどの単語に特に注意しましょう。

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。

シャドーイングのやり方: ステップ別の完全ガイドを読む →

シャドーイング練習: Build Podcast | Episode 172: What Makes a Great Project Manager? - 動画で英語スピーキングを学ぶ

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このレッスンの語彙とスピーキングのポイント

この動画の重要語彙

動画に出てくる句動詞

繰り返し練習したい文

この動画の文法

注意したい発音

この動画での練習方法

シャドーイングとは？英語上達に効果的な理由