シャドーイング練習: How CEO’s Handle Difficult Conversations (Ways I Wish Someone Had Told Me) - 動画で英語スピーキングを学ぶ

練習モードを選ぶ

各モードは全画面の練習ルームで開きます。

465 文

文が短すぎたり長すぎる場合は、Editをタップして調整してください。

You have been communicating your entire life the wrong way, like the entire world is like you, a nice person, a good person,

good intentions, trying to do the right thing.

Here's the truth.

The world is not like that.

There are difficult people all around you every single day, and there will be more.

The secret today that we're going to talk about is that you can take back your peace and power from toxic,

obnoxious, hard people, even people you love who are also just difficult.

But in order to do it, you need to know the rules of the game.

And most people don't even realize the game they are playing.

So today, let's get those rules and communicate to get what you want, even when other people say it's impossible.

We'll back it up by science, history, and the greatest communicators of all time.

Let's steal their homework.

Welcome back to the Big Deal Podcast.

I'm Cody Sanchez.

Let's dive in.

Most people don't lose their power because they're wrong.

They lose their power because they communicate like the other person is reasonable when they're not.

Do you ever think you're exchanging information, but realize that the other person is negotiating status, blame, or control?

Psychologists call this motivated reasoning.

So people don't actually listen to understand you.

They are hearing to protect their identity.

So Harvard Business School found people interpret facts in ways that protect their ego and self -image, not accuracy.

And do you ever wonder, like, how do you actually beat them without becoming one of them?

Well, maybe you haven't noticed this, that the most difficult person in the room often gets their way.

They interrupt, they blame, they drain everyone else.

And somehow they walk out the winner.

Meanwhile, the reasonable person, calm, ethical, they walk out exhausted, pissed, kind of confused.

Toxic people don't win because they're smarter, which is good.

They win because they're playing the game differently.

What Harvard shows us is that this dominance behavior shows

that people who display low emotional reactivity and high certainty are perceived as higher status, even when they're wrong.

So toxic people are persuasive, not because they're right.

They're persuasive because they're unmoved.

They have low emotional reactivity, but they really act like they know what they're talking about.

So how do we win at their game?

I think about this as the asymmetry advantage framework.

If they are willing to create discomfort in you and not have emotion from them, they can exploit your asymmetry.

And there's two types of asymmetries toxic people use.

One's called narrative asymmetry.

They tell simple stories.

Yours are too nuanced, because nuance is usually the fact.

Cognitive fluency research shows simple narratives are believed more than accurate, complex ones.

So whether you hate Donald Trump or you love Donald Trump, what can we say for sure?

He is simple.

That is why his communication style works very often, because nuance is hard to remember.

They say on average, we can only remember one to two sentences from an entire 10 -minute conversation.

Yikes.

So clarity beats correctness in human conflict.

So that's one.

Take your stories, simplify them.

Don't add maybes, buts, alsos, and one sentence.

That's it.

The second asymmetry that people use who communicate well, which is called boundary asymmetry, they take space.

You ask for permission.

Clinical psychology says boundary violators persist when boundaries are inconsistently enforced.

This is from the American Psychological Association.

What does that mean?

It means you need to control the frame.

Let me give you my frame control rule.

So whoever controls the conversation will control the outcome.

And this comes from hostage negotiation and power dynamics.

For instance, if you are going to have a conversation with somebody, they give you a tight one -line sentence.

You want to respond in an un -nuanced way.

What do I want you to do?

I want you to listen to their one sentence and then I want you to hold out your hand and just go,

let me think about that for a second.

Let me ponder that.

Let me analyze that for a second.

Whatever word you want to use.

And then instead of feeling like you have to start talking immediately in order to regurgitate exactly what you're going to say, no, no. Boundary control?

Hmm.

You say I'm the problem.

The math says this is the problem.

Use a redirect and have a one -liner.

I actually learned a lot of this from one of my friends, Chris Voss, who wrote

Never Split the Difference.

Huge book.

I go back to him again and again when I want to control the frame.

And what he learned at the FBI law enforcement was that reframing emotional accusations reduces hostility faster than a direct rebuttal.

When someone says, you never listen to me, what do you actually want to say?

You want to say, if you're me, that's not true.

I listen all the time.

This never happens with me and my husband, of course.

That's the wrong response though.

The correct response is a frame reset.

You're going to repeat back to them.

I understand that you feel this way.

Can you be more specific with me and tell me what you think I am not listening to?

And when you do that, I can bet my bottom dollar, they might say, I don't feel that way.

That is what you're doing.

And your response is going to be, I don't want to debate words in an argument.

I don't believe that's useful.

What I heard you say was you are unheard.

You're not accepting their frame.

You're not saying I didn't listen to you.

You're repeating back to them what they said.

So, you know, when I went head to head with another MD managing director at First Trust, I had this exact same issue.

He was trying to box me in, make me feel small.

He was trying to tell me that what I was talking about was wrong.

100

And I remember the line explicitly that he said to me back in the day.

101

He said, well, I haven't done that because you've made me feel like I don't have the power to do it.

102

You've completely, this is your fault for the way you communicate.

103

First of all, this is like a very middle -aged man.

104

It was just a full adult.

105

And so I always do giggle when somebody says, you'll make me feel this way.

106

As if I'm like, okay, guy, take it easy.

107

But anyway, I listened to it and I said the exact same thing.

108

I said, hey, I don't think I have control of your feelings.

109

Are you saying that I can control your emotions, your emotional state, what you feel inside that's not up to you, that's up to me?

110

What do you think happens?

111

Well, no, of course, you know, no, what I'm saying is, okay.

112

So I said, so instead, what do we want to try to resolve?

113

And so I want you to try this.

114

Tell me how it works for you.

115

Do not accept somebody else's frame.

116

And by the way, we're not being combative because oftentimes this is with people we love.

117

This is not always in business.

118

It could be in love.

119

This is just a way to make sure that you become a person who has boundaries.

120

How do you respond to disrespect?

121

You know, back in the day, I always wanted to be like one of those characters on Entourage,

122

like Ari, if you guys ever watched that show, where he just, he fired the heat.

123

Like somebody came at him and he just had a response.

124

And I'm not like that.

125

I'm actually a wuss.

126

And so I developed something I called the disrespect response ladder.

127

And I was like, okay, I need to figure out a path to use.

128

And I'll show you that.

129

But when somebody disrespects you, you kind of have four options.

130

And most people jump to the worst one.

131

So level one would be absorb.

132

This is really weak.

133

So you just say nothing.

134

Resentment builds.

135

Respect drops.

136

This is normal for people like me who are a bit of an avoidant.

137

Like, I just don't want to deal with it.

138

I don't have time for this.

139

So if that's you too, I hear you.

140

I'm the same.

141

Level two is react.

142

This is explosive.

143

Yell, defend, explain.

144

You look unstable and absorb their frame.

145

Level three, explain.

146

This is more naive.

147

I do this too.

148

So over justify, you over talk, you signal insecurity.

149

You know, when I first tried to get a job, I was notorious for doing this.

150

You know, hi, my name is Cody Sanchez, and these are all my accolades.

151

And, you know, here's exactly why you should hire me and dah, dah, dah.

152

And I've learned over time, little pause, exactly what you need, not a single word more.

153

Now the God tier level response is level four, which is name plus redirect. That comment feels disrespectful.

154

If you want to talk, I'm open.

155

If you want to attack, I'm done for the moment.

156

This literally just happened to me the other day, you guys.

157

I was dealing with a leader at one of our companies

158

and I gave him some hard news that somebody else was going to take a role higher than him.

159

He did not like this news.

160

Proceeded to start cussing.

161

This is fucking bullshit.

162

I'm worth 10 of this guy.

163

Bullshit, fucking blah, blah.

164

And I had to say, this is a call with executives.

165

Executives at my companies, they don't cuss emotionally.

166

So if you need to take a minute and stand outside until you can emotionally re -regulate, that's perfectly fine and come back in.

167

But we don't do angry cussing at the executive level that basically says, this is my line.

168

And it's hard to argue with an unemotional, clear line.

169

This goes back to that idea of assertive communication with calm boundary setting that is perceived as dominance, which is kind of crazy, isn't it?

170

A fancy way to say the key is calm is actually better than loud.

171

Short is better than long.

172

Still is better than emotion.

173

And my friend Jefferson Fisher, who I had on the podcast, it's a great episode, by the way, you should listen to it after this,

174

has a great line about this.

175

He says, you don't have to attend every argument you're invited to.

176

Ah, so good.

177

And then he also says, silence can never be misquoted.

178

But if, say, they keep gaslighting you and you don't know how to defend against it, I got a little protocol for you guys.

179

Think about it.

180

This is our gaslighting defense protocol.

181

Gaslighting is reality erosion.

182

It's things like, that never happened, but you know it did.

183

You remembered it wrong, but you know that that's how it happens.

184

What it actually does is this increases cortisol and anxiety by destabilizing perception of reality.

185

This is from the American Sociological Review.

186

And this is actually used in torture, which is crazy.

187

But let's set a couple things straight.

188

Even though you don't see reality the same way, there are a couple studies that are fascinating

189

that I think can help you even explain to the other person who's making you feel a certain way, that maybe it's not gaslighting,

190

maybe it's just human nature, because we do have a different perception, reality, and almost all events.

191

So self -belief is really about knowing yourself, your abilities, and knowing your path.

192

And it's part of that path that many of us get stuck on, which is actually why I created something called Main Street Millionaire Live.

193

And it's for anyone whose path includes business ownership.

194

Whether you've already bought a business or you want to buy a business, we help you find and buy the best business for you.

195

Because business ownership, I believe will change almost everyone's life.

196

I know that if you come to this event, it will change yours.

197

It will help you believe the truth, which is that you are capable of ownership and can win at the game of owning things in life,

198

which is the only game that leads to financial freedom, asset ownership, and overcoming what I think holds a lot of people back.

199

And so if you don't think you're good enough to become an owner to get to the next level,

200

I want to talk to you about four studies that totally changed my mindset on that.

201

The first one's called the invisible gorilla.

202

So in the famous Shabri and Simon experiment, participants watched a video of people and they were like passing basketballs.

203

Have you guys seen this?

204

And people were told to count passes for one team.

205

So you're watching it.

206

You're counting all the passes.

207

You're kind of focused on that.

208

Well, in the middle, a person in a literal fucking gorilla suit walked through, stopped, thumped their chest and walked off.

209

What's crazy, and I swear this happened to me, half the viewers, Cody, never saw the gorilla at all.

210

Even though it was literally in plain sight,

211

but I had told my brain that I was only watching this thing and I was going to get those numbers right, totally missed the gorilla.

212

Study two, I see it clearly you're biased.

213

Social psychologist Lee Ross called it naive realism,

214

which is the belief that I see the world objectively and people who disagree with me must be uninformed, irrational, or biased.

215

And there was a perfect way to think about this.

216

Like two siblings read the same news article about a political protest.

217

One sees dangerous extremists.

218

The other sees brave citizens.

219

Each is certain.

220

They're just describing what happened.

221

When they argue, they both feel like the other is literally blacked.

222

In reality, they have all of these preset beliefs and identities that color what details they notice,

223

how much weight they give them and what story they assemble.

224

So they literally live in two different realities from the same article.

225

This is also like selective attention.

226

So your brain cannot process everything.

227

So it spotlights what matches your current task, fears, goals, or things you've told it are important.

228

That creates unintentional blindness.

229

And there's lots of mental models about this.

230

So expectations, culture, past experiences, they act like lenses and they decide which data counts what gets ignored

231

and that allows you your brain to create a personalized version of reality

232

and so the moment you think i'm just being logical you actually stopped listening the moment

233

that you think you can't buy a business you actually have just been pre -programmed to think you can't

234

so how does this show up in your fights

235

and communication a couple examples you might say you ignored me at dinner

236

and their reality was I was trying to handle the check and the kids and I thought I was helping.

237

You say, you never appreciate what I do.

238

Their reality, they do appreciate you, but their appreciation cues are invisible to you or not in what, you know, they famously call your love language.

239

So the takeaway, same night, same facts, totally different edits, because attention and stories are pointed at two different things.

240

So you have to learn how to negotiate across these realities.

241

You can say, okay, listen, last night, it looks like we kind of watched two different movies.

242

We saw two different realities.

243

Would you mind if we each described our version without interrupting?

244

This signals one, there are two realities, and both get airtime.

245

And don't ask or assume, swap the why did you do that, that's an attack, for what were you trying to do there?

246

Curiosity.

247

You're asking for the intention behind their movie.

248

You're not cross -examining it.

249

And then you can mirror their keyframes.

250

So repeat back their big beats.

251

So in your version, you were stressed about money, trying to solve it fast, and my feedback felt like attack.

252

People relax when they fear their movie is at least understood, even if you didn't see it.

253

Now what's great here is unrelaxed people do not come to the table.

254

And so you are going to be this calm on the balcony in the store.

255

So you're going to stop arguing about whose reality is right.

256

Say both can be true.

257

In your reality, you were helping.

258

In mine, I felt alone.

259

How do we design the next scene so we both feel on the same team?

260

This is key if you want to be a CEO in business.

261

You need to negotiate forward, not backward.

262

Instead of replaying the old scene for the 12th time, you can say, next time this happens, what do you need from me?

263

Here's what I need from you.

264

This just happened to me.

265

I had a member of the team and my team, and he's a super high performer, great team member.

266

I gave very direct feedback to something that we had done because I sometimes have the emotional EQ of a Tasmanian devil.

267

And so I just don't really think about it.

268

I go, here's the feedback.

269

I know you worked on this thing for three years, but here's all the things I hate about it.

270

I only focus on the stuff I don't like.

271

So I sent him very direct feedback.

272

Bam, bam, bam.

273

I didn't mention anything I liked.

274

I didn't mention how great he is.

275

I just gave all the hard feedback.

276

This sent him into a spiral.

277

I've done all this work.

278

So once I realized he was on this spiral, what do I do?

279

I call him into the office.

280

I sit him down and I say, hey, I just want you to know how valued you are here, how intelligent I think that you are.

281

And I want to tell you something about the way that I communicate with people that I trust, people I think are super capable,

282

intelligent, and I would consider one of my leaders.

283

I don't have a filter.

284

I talk just like Cody with no sort of rose -colored glasses or hand -holding happening.

285

That can be too much for people.

286

It can be pretty abrasive.

287

And so I want to tell you that I thought your project was great, but I always default mode, think your work is great.

288

And because I think you're so good, I'm only going to give you the edits.

289

How can I communicate better with you?

290

And the guy was like, actually, no, I do want you to just give it to me.

291

Tough.

292

And I said, okay, well, if that's the case, then next time if you do feel

293

that little ping inside where you're like god she doesn't appreciate

294

or whatever do you want to just say a word to me

295

and i like using a word that's ridiculous

296

so i'll be like blue -throated mockingbird just say blue -throated mockingbird

297

and i will know that that means i kind of pissed you off

298

and you don't feel like i saw you

299

and i can be like oh whoops hey man here's what i actually think can i give you some context

300

and i find that when there's a high degree of trust.

301

You're going to have a trigger breaker that basically breaks up the standard communication and it changes people's state.

302

So try this and see if it works for you because sometimes they are difficult or toxic people,

303

not people you love, but sometimes they're people that you love too.

304

And so I want you to remember that it's okay to say, we remember this differently.

305

Here's what I'm confident about.

306

Here's what I'm not debating.

307

And then stop talking.

308

Because one of the other things that's true is silence is devastating to gaslighters or emotion.

309

It can kill either one of them.

310

So one of the most powerful things

311

that you can do in communicating is to never be emotional in a world of people who have never emotionally matured.

312

Projection theory shows people attribute their own traits and insecurities to others, right?

313

This is from a famous study by this guy by the name of Newman, I believe, back in like the 90s.

314

90 % of insults are just self -disclosures.

315

So when someone says you're selfish, what it often means is I feel deprived.

316

So you have to mentally reframe them.

317

What would need to be true about them for the behavior to make sense?

318

This allows you to create that balcony emotional distance and that distance creates power.

319

I mean, Jefferson Fisher also says something amazing that I really love, which is the first thing about standing up for yourself is knowing

320

when to do it because not everyone is worth getting out of your chair for.

321

Also, he's like Texans.

322

So I love these little one -liners he's like, not everyone is worth getting out of your chair for, you know, like, you're right, shucks.

323

So this ability to not take things personally shows your self -respect.

324

And I'm going to tell you the truth that it makes people who are trying to manipulate you super uncomfortable.

325

I remember I was getting pushed out of a company and this guy wanted to intimidate me.

326

And thankfully, I do believe like a pound of pre -production is worth five of post.

327

So I found out about it ahead of time.

328

And he might have sidelined me, but I found out about it.

329

So I did a silly thing, which is I brought my Navy SEAL, very scary husband who has a constant resting bitch face,

330

a lot of muscles and an ability to, you know, kill people with me to this meeting.

331

And Matt was not expecting that.

332

So we sat down at a hotel and I could see he just like starts twitching, getting nervous, whatever.

333

And I could tell that he was just going to leave it.

334

He's like, I'm going to wait until Cody's by herself and I can try to intimidate her.

335

But what did I do?

336

I brought it up instead.

337

I said, Matt, I know what you're trying to do.

338

You're trying to push me out of the company.

339

You want to take all of these assets that I've raised.

340

You want to push me out.

341

And I know this because of X, Y, Z.

342

And he's like, oh, well, no, not.

343

I said, listen, this isn't a debate.

344

I already know.

345

And so the next question is, what are we going to do about this?

346

Because I am not going to do what you want me to do here.

347

And this is something for you to know.

348

Like you have to decide how you get defined.

349

And it's not just about holding yourself or others accountable.

350

It's about the way that you allow them to write your story.

351

So I don't want you to fall into what I call the accountability trap, which is when someone says,

352

you never do what you're going to do.

353

I instead want you to use that specificity switch we talked about.

354

And I want you to make sure you stay away from things like never, always.

355

And instead, I want you to say, tell me one example you want to address, right?

356

So why this works is because The more we can get somebody like Matt to go, oh, no, I'm not doing that.

357

I go, no, no, you are.

358

I heard about this conversation.

359

Now, what are we going to do about it?

360

Well, that allows these false accusations to collapse under precision.

361

Valid ones become solvable.

362

Okay, you want to push me out?

363

What's the contract?

364

What are we going to do?

365

And the research says that specific feedback leads to resolution.

366

Vague blame escalates conflict.

367

So keep it simple and specific.

368

There's sort of like three rules of power communication if you're going to try to negotiate something like I did with Matt.

369

So if you have somewhere where you know somebody is bullying you at work, your boss wants to push you out,

370

you have an employee that's toxic that you have to fire, you have what is called a crucial conversation.

371

You're going to slow down because slow speakers are perceived as more confident, remember?

372

There are studies that show that slower cadence increases your authority perception.

373

So you're going to say less.

374

You're going to end with direction.

375

You're going to say the conversation open -ended because you actually beat them by having a very clean exit.

376

So we're going to cut the frame.

377

You're never going to argue their accusation.

378

If they say, you always try to redirect me, Cody, you're going to say, that's not a useful direction.

379

What outcome are you asking for?

380

You just removed their emotional hook.

381

Then you're going to L, limit exposure.

382

Toxic people don't want to change with feedback.

383

They change with reduced access.

384

So you're going going to say, hey, we're not going to communicate that way.

385

Hey, you're not going to speak to me like that.

386

Then you're going to E, enforce consequences.

387

Boundaries without consequences are just suggestions.

388

That's not what we're going for.

389

So you're going to say, if this continues, I'm ending this conversation.

390

Then you might actually have to end it, by the way.

391

Back yourself up.

392

You might have to end it.

393

Because consistent consequence enforcement is going to reduce repeat violation.

394

So if I let that employee keep cussing at me, well, he probably would keep cussing at me the next time.

395

Then you're going to use an A for anchor reality.

396

When they distort facts, don't debate.

397

Say instead, here's what I'm willing to discuss.

398

Here's what I'm not.

399

We're going to reality anchor, specificity anchor.

400

And then N, no closure needed.

401

This is critical.

402

You do not need them to understand, them to agree, them to apologize.

403

Seeking emotional closure from antagonistic people, that increases your stress.

404

Lots of studies like on this.

405

The power move is to say, here is how we are going to execute the end of this conversation.

406

And you can walk away not liking the guy, not liking the girl, being mad.

407

That doesn't actually matter.

408

So if a business partner, an employee, someone creates conflict with you, remember, loudest person's going to dominate early, but you're going to not.

409

You're going to stop explaining.

410

You're going to reduce access.

411

You're going to enforce terms.

412

And suddenly they're going to lose their leverage.

413

And I remember like the moment I stopped trying to win emotionally, I won structurally.

414

Think like let that like sink in for a second.

415

Stop trying to make them feel what you want them to feel.

416

Do you care about their feelings?

417

No. You care about the outcome you want to get.

418

And then also remember are like, toxic people don't win because they're evil.

419

They win because everyone else is so busy trying to be liked.

420

But leadership isn't about being liked.

421

It's about being clear.

422

So you don't beat toxic people by out -arguing them.

423

You beat them by outlasting, out -structuring, and out -limiting them.

424

And the most dangerous moment is when you realize you never needed to fight them at all.

425

So the question you have to ask yourself is, do you want to argue with small people?

426

Do you want to allow yourself to become small because they are?

427

Do you want to be an asterisk

428

and a paragraph in a book nobody reads because other people got to redirect you your whole life?

429

Do you want to just not be taken seriously by a serious person?

430

Do you want to be remembered?

431

And if you do, you got to communicate these ways.

432

Because unless you figure out how to communicate, you'll never achieve anything really big in your life.

433

It is the key to the things that you want.

434

So maybe you'll be like me and you'll come back to this video.

435

You'll watch it again.

436

You'll follow and subscribe.

437

And I promise I will teach you the lessons that I wish someone had taught me.

438

But most people were too afraid to tell the truth.

439

I promise I won't do that to you.

440

Okay, guys, we'll see you next week.

441

We are sitting on a generational wealth creation event.

442

If you're here, this means you're a builder.

443

As we're going through these next three days, I want you to know

444

that the American dream starts with you guys by our little main street revolution

445

and then i just want to give you guys permission to take a leap of faith

446

if i knew then what i know now i would probably do bigger deals

447

it's given us an extra layer of security that we never would have had

448

i am so excited to introduce you to some ordinary people doing extraordinary things

449

We have to really take the time to make a meaningful connection.

450

It's the fact that there is a lack of connection and the person just wants to be seen, heard, and understood.

451

Thanks for taking the question.

452

Are there extra things that need to be done when trying to ping off bad debt?

453

Great question.

454

iBuy Business is so simple, even your grandmother understands them.

455

That's the game.

456

It's you and me versus the problem.

457

We're going to try to solve this together

458

it i know how to build trust in a very advanced

459

way how does buying a business fit into the vision for your life today my goal is to teach

460

you some fundamental skills that you can use to accelerate your business

461

if you make a promise in the mirror know that your word is freaking iron to you

462

these people on wall street they want to keep the normal people out of game

463

main street millionaires are all around this world and it starts with each and every one of you

464

what are you waiting for your path to ownership starts now get your ticket to join us on main Street.

465

Join us today.

アプリをダウンロード

流暢に話すために必要なすべて

AI発音採点文ごとに採点

IPA練習すべての音をマスター

単語学習自分の単語帳を作る

単語ゲーム遊びながら覚える

QRをスキャン

Download on theApp Store Get it onGoogle Play

同じチャンネル

FOR YOU

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「How CEO’s Handle Difficult Conversations」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465文、単語が5076語あります。音声の長さは26:07です。話す速さは速く、1分あたり約194語です。音のつながりや弱く発音される音が多くなります。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
communicate 動詞	/kəˈmjuːnɪkeɪt/	伝える
toxic 形容詞	/ˈtɒk.sɪk/	毒性
feedback 名詞	/ˈfiːdˌbæk/	フィードバック, 反応
boundary 名詞	/ˈbaʊndɹi/	境界, 境
argue 動詞	/ˈɑɹ.ɡju/	議論する, 論ずる
ownership 名詞	/ˈoʊnɚʃɪp/	所有権
emotion 名詞	/ɪˈməʊ.ʃən/	感情, 心緒
gorilla 名詞	/ɡəˈɹɪl.ə/	ゴリラ
belief 名詞	/bɪˈliːf/	確信
perception 名詞	/pɚˈsɛpʃ(ə)n/	知覚
consequence 名詞	/ˈkɑn.sɪ.kwəns/	結果
anchor 名詞	/ˈæŋ.kəː/	錨
negotiate 動詞	/nəˈɡəʊ.ʃi.eɪt/	交渉する, 折衝する
perceive 動詞	/pɚˈsiv/	知覚する, 認める
ignore 動詞	/ɪɡˈnɔː/	無視する, 忽略する

動画に出てくる句動詞

単語	意味
hold out 動詞	待つ
slow down 動詞	遅らせる

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。

What do I want you to do?
What do you think happens?
How do you respond to disrespect?
Have you guys seen this?
How can I communicate better with you?

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
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	are perceived · are believed · is called
関係詞節 who / which + 節 — 人や物について情報を加える	smarter, which is · people who display · well, which is
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	haven't noticed · haven't done · I've learned

注意したい発音

話し手はyou're, don't, I'mなど、短縮形や弱形を144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: throat /ˈθɹoʊt/, mathematics /mæθ(.ə)ˈmæt.ɪks/, grandmother /ˈɡɹæn(d)ˌmʌðɚ/, ethical /ˈɛθɪkəl/
「sh」と「zh」の音: ownership /ˈoʊnɚʃɪp/, emotion /ɪˈməʊ.ʃən/, emotionally /ɪˈməʊʃənəli/, perception /pɚˈsɛpʃ(ə)n/, negotiate /nəˈɡəʊ.ʃi.eɪt/
長い単語（アクセントの位置に注意）: communicate /kəˈmjuːnɪkeɪt/, emotionally /ɪˈməʊʃənəli/, negotiate /nəˈɡəʊ.ʃi.eɪt/, intelligent /ɪnˈtɛlɪd͡ʒənt/, differently /ˈdɪf.ə.ɹənt.li/

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: gorilla /ɡəˈɹɪl.ə/, differently /ˈdɪf.ə.ɹənt.li/, protocol /ˈpɹoʊtəˌkɑl/, spiral /ˈspaɪɹəl/, ridiculous /ɹɪˈdɪk.jə.ləs/
/v/ — /b/ にならないように、上の歯を下唇に当てる: perceive /pɚˈsiv/, solve /sɒlv/, invisible /ɪnˈvɪzəb(ə)l/, naive /naɪˈiv/, whoever /huˈɛvɚ/
/f/ — 「フ」ではなく、上の歯と下唇で出す: feedback /ˈfiːdˌbæk/, belief /bɪˈliːf/, defend /dɪˈfɪnd/, enforcement /ɪnˈfoɹsm(ə)nt/, differently /ˈdɪf.ə.ɹənt.li/

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。communicate, toxic, feedback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: How CEO’s Handle Difficult Conversations (Ways I Wish Someone Had Told Me) - 動画で英語スピーキングを学ぶ

練習モードを選ぶ

アプリをダウンロード

同じチャンネル

You Don't Need Capital

Stop Being Nice: The C.L.E.A.R. Method for Earning Respect

How Discipline Makes You Attractive? | NEUROSCIENTIST

5 Habits Constantly Draining Your Energy | Yung Pueblo

How to Speak Better Than 99% of People (5 Frameworks)

How To Speak Like A Top 1% CEO

Stop Rambling: The 3-2-1 Speaking Trick That Makes You Sound Like A CEO

How To Set Goals For 2026 That You’ll Actually Follow Through On

Stop Over-Explaining: The 3 S’s Rule For Projecting Authority

How to Think Like the 1% Elite | Dr K

おすすめ動画

The Psychology of Power, Silence, and Self-Control! | Robert Greene

Quick Thinks: A CLEAR Way Through Conflict

Deliver Hard News with Compassion

How The Top 1% Handle Hard Conversations

Making an Impact at Work | Liz Wiseman

Lean Into Imposter Syndrome, Don't Give In to It

04.a Stand Out - Effortless Business English

Stop Saying “You’re Wrong” at Work! Say This Instead | B1-C1

Shark Tank's Daniel Lubetzky: The Pitch Mistake That Loses Investors

5 Rules for Communicating Effectively with Executives

How to Force Your Brain to Crave Doing Hard Things