シャドーイング練習: How To Speak Like The 1% Elite - YouTubeで英語スピーキングを学ぶ
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If you want to be seen as powerful,
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If you want to be seen as powerful,
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respected, and confident, your words have to match your ambition.
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I've spent years working under executives,
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becoming one myself, and learning from the most respected people in the room.
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These are the five communication skills that separate those who get listened to from those who get overlooked.
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Skill one is a hard one.
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You have to stop speaking to be liked and instead speak to lead.
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In our company today, we have over 250 team members,
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and so I get to see day in
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and day out people who exude confidence and act like leaders versus people who accidentally erode their own credibility.
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And they do this in the simplest of ways.
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The mindset shift that the people who are successful have is I am a leader,
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even if they aren't yet.
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The mindset that people have versus the mindset of I am in somebody else's environment
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and therefore I have to be less than or smaller or less certain.
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When you are less certain in your communication, it shows.
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So in order to be more certain,
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you can do a handful of things to switch up the way that you speak.
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One of the most important things
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that you can do is actually mean what you say and only say things that you are certain of.
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CEOs, leaders, top executives, they have a point of view.
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They see themselves, they see their life experiences,
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and they use where they're at in order to frame what their point of view truly is.
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And they're confident in that frame.
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If you want to be able to be more certain in your communication,
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remember that your point of view is important and you are there for a reason.
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Now the simple language tweaks on this are as follows.
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Qualifying your statements by saying I think or I feel reduces your credibility.
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Just say what you think or say how you feel.
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It's obvious through the communication that you were thinking or you were feeling something,
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but those qualifiers make it seem like you are uncertain.
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So consciously practice making these language swaps.
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So instead of saying, I think we should try this,
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instead say, the best path forward is.
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Another example.
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Instead of saying, I feel like this might work,
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say, here's the strategy that will get us this result.
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It is this simple switch,
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but removing you from the conversation and just stating what you see,
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how you see it, instantly increases your credibility.
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Next is number two, which is that your emotions are making you sound reactive and unsure.
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We have a saying around here, high emotion, low intelligence.
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Have you ever noticed that people who are wildly emotional,
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always talking about what's wrong and being outrageously creative in their storytelling,
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very rarely have a lot of success around them.
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They don't have people who are winning around them.
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They don't have successful business relationships.
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They don't have successful businesses because the more you use emotion,
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the less you're using logic.
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Emotion just clouds your decision-making ability and effective leaders are spectacular.
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They are gangsters at being able to take a situation,
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remove emotion, and be able to logically make decisions very quickly.
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And they trust their decision-making process.
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The only way you know you can trust your decision-making process is
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if you have your own internal confidence that you're not being swayed by something based off of the emotion that you have.
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You're actually being swayed based off of logic, based off of data.
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Just this week, I had somebody pop off on me and had this whole emotional outburst.
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It was embarrassing and it instantly reduced my confidence in this person.
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Their inability to feel something,
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to experience something,
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to have there be a form of rejection in front of them And be able to handle that with grace,
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understanding, questions, allowed me to see this person through a very new lens.
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And that new lens is they make decisions based off their emotion.
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And as I looked a little bit further into this,
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I actually started to see how there was a lack of success in a variety of different areas,
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which is a key indicator that emotion is used in all sorts of conversations.
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And instead of creating confidence,
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it actually erodes people's confidence,
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which means you cannot be successful because without other people as a leader, you're not successful.
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You actually cannot by definition be a leader if other people don't trust and actually follow you.
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So never let your emotions override your message.
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One of the visuals I use to help me during emotional situations is I imagine myself being a blade of grass.
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Follow me on this one.
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If you have a blade of grass that is horizontal and there is a rock that falls through the blade of grass,
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the blade of grass isn't going to stay hardened.
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It's actually going to move with the pressure.
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It's going to move with the rock
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and then is going to bounce back up to its original shape versus if you had a toothpick there.
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A toothpick, when a rock goes right through it, is going to rake.
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It's very rigid, it's hard, and it's frail.
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So in situations, instead of thinking of yourself as somebody who's going to make their point
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and who's going to prove somebody wrong and get hardened like a toothpick,
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imagine that you are a blade of grass and that situation is just going to fall through you,
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not because you don't care,
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but because you're not going to get emotionally involved.
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You're going to let the data that they're giving you go through you.
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You're going to let the emotion that they're giving you pass by.
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And then you're going to respond in the way
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that you should respond without the tense rigidity of the toothpicks in your life.
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Next is number three and focuses on authority.
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This is the secret to getting people to stop interrupting you and start actually listening.
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Great leaders don't speak more.
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They speak with weight.
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What about what you're saying actually matters?
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When you think of every conversation you're in as an opportunity for you to make an impact,
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you will show up to those conversations differently.
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Any meeting that you're attending,
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any conversation you're a part of,
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it has to matter because as a leader,
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you have a million things pulling at your attention.
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There are no shortage of things on your to-do list,
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emails that you could be answering,
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presentations that you could be making,
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but instead you're in that room for a reason.
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If you recognize that you have nothing to say and there's no reason for you to be there,
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leave that conversation.
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A leader knows where their time is best spent and they prioritize accordingly.
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So whenever I walk into a room,
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I know the reason I'm going into that room.
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I ask myself, what is my target?
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When I know I have a target,
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I have authority going into the room because I'm clear on why I'm there.
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Most people just go through the motions.
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They show up.
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They're not even sure why they're there.
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They just listen, think about other things,
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maybe distract themselves, answer emails.
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That is not what great leaders do.
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Great leaders know that there are a plethora of problems for them to solve
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and their time is going to be spent solving the most important problem.
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Therefore, their attention and their communication where they are truly does matter.
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So if you're struggling with authority,
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re-evaluate where spending your time.
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Go into the meetings where you do choose to participate and actually participate.
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Have a point of view.
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Use your authority because you've thought through the situation and you know
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that there's a problem and there's something that you can help with
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or you need to better understand as a way for you to build up your own authority in your mind.
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Leaders matter.
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They drive initiatives forward.
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So never enter a room where you don't know why you're there and you will all of a sudden
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have more authority in your communication simply
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because you took a handful of minutes in order to really understand why your time was best spent there.
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When participating and leading meetings,
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you steer the conversation with clear, confident delivery.
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Next up is number four,
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which is to become a question master.
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You do not need all the answers to lead.
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You just need to know how to ask the right questions.
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The best leaders put themselves in a position to solve the most complicated problems in a business.
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And in order to solve a complicated problem,
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there has to be some sort of constraint,
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some level of confusion, and no clear path forward.
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So if you are an effective communicator,
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you are able to address and properly identify what questions you need to ask,
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what information is missing to be able to make the best decision to move that problem forward.
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I like to think about this as untangling a necklace.
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When you're looking at untangling a necklace,
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it's taking one piece after another after another to really start
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to understand strategically what is the core knot inside this tangled
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necklace your job as a leader is to unknot many necklaces
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the best leaders think of themselves as professional problem solvers
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but the reason they're able to solve these problems better than more junior people is simply
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because they ask more questions it is not the expectation
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that you know everything
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and you're coming at it from this high vantage point to be able to tell everybody what to do.
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Oftentimes, you don't know what to do when you're entering that meeting or that problem.
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It's a new problem.
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You see great leaders guide conversations by asking powerful and strategic questions.
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So challenge yourself to ask these questions.
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Instead of what do you think,
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ask what data supports this decision.
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And instead of how's it going,
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ask what's the biggest challenge you're facing right now.
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Instead of, can we fix this?
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Ask, what would it take to ensure this never happens again?
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The quality of your questions determine the quality of your results.
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Here's a little trick that my parents taught me in order to become better at asking great questions.
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When I was growing up,
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we would play the question game at any sort of social function.
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The question game meant that little Natalie was supposed to walk up to an adult and ask them three questions.
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So my mom at a social gathering would say,
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go talk to Mr. Bob.
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So I would walk over to Mr. Bob and my target was to ask Mr. Bob three questions.
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Well, it's terrifying talking to adults when you're young.
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And sometimes it's still terrifying to talk to adults.
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So I had to overcome that fear.
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But then I also had to ask three questions that kept the conversation engaging.
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Well, as a very young kid,
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I wasn't able to ask super engaging questions.
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The questions might sound like,
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Mr. Bob, I realize that Bobby,
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your son, is going to baseball practice these days.
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Does he love baseball?
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And then Mr. Bob's going to answer back.
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And then by the answer,
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I'm going to hopefully be able to ask a second question.
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Well, oftentimes, I couldn't actually make it to question three because I would run out of things to ask questions on.
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So I'd go back to my mom.
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My mom would say, here are a few other question choices that you could ask Mr. Bob.
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And she'd make me go walk back to Mr. Bob and ask him the final questions.
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This practice of getting good at asking questions,
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keeping the conversation going, understanding what really matters is priceless
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and an invaluable trait if you really want to communicate like an expert.
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That brings us to number five,
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which is what most people do wrong.
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You have to stop oversharing.
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I will never forget the first time I had to fire somebody.
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I was 23 years old
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and I was coached ahead of time to say a very specific statement
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that led me to a very specific conclusion to not get into some large debate as to whether
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or not we were going to fire this team member.
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And instead of saying what I needed to say, I started over explaining.
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I started telling them how wonderful they are
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and how much I liked them and how much of a pleasure it had been to work with them.
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And as I talked more like that,
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I became more and more tense and more and more uncomfortable.
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So I kept saying things like that.
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And instead of successfully firing the person,
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we just effectively had a nice little touch point in the middle of the day
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and I had to take another swing at it the next week.
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It was awkward.
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It was embarrassing.
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And it was the exact opposite of what somebody who has confidence and presence would do.
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When you know what you're going to say, say it.
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You say it with grace.
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You say it with directness and you are firm.
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It's not because you don't like people.
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You don't deliver communication.
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Overexplaining is an indicator that you are not confident.
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When you do speak with confident people,
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they say things with effect.
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They have a message.
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They clearly articulate that message and they don't continue to communicate.
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I like to think of this like an airplane.
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I'm sure you've had an experience where somebody talks
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and they continue to talk and they continue to talk
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and the plane is about to land
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but instead of actually landing nope we're going back through it again
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and you already know that they said that
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but they're about to land it
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and nope there's another new angle to just restate what they
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already stated it's uncomfortable as a listener it's difficult to communicate with somebody like this
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and it clearly shows that the person isn't confident and is uncomfortable.
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So instead of over explaining or softening your feedback, be direct.
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More than that, seeking validation can instantly erode your authority.
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And high level CEOs actually get authority because they are direct and they are deliberate.
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So be like a confident CEO.
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They don't need validation and neither do you.
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And another hack on this is watch really successful people communicate.
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I didn't say listen to how they communicate.
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I said watch how they communicate.
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You'll notice that they don't talk like this.
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This is not the way that somebody who is successful communicates.
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They sit up straight, their shoulders are back,
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they have confidence through their body language.
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They move their hands through this certain little section of their bodies right here.
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They don't sit there and fidget,
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playing with their fingers, playing with their rings, moving their feet around.
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They're able to sit there comfortably,
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have a direct conversation eye to eye with another human being.
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So it is very simple to just throw your shoulders back,
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sit up a little taller,
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and look like you are more confident before you actually become more confident.
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One of the things that I had to work on for a while,
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the way you project your voice also matters.
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And this was actually something I had to work on for quite some time.
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I tended to whisper.
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For a very clear reason,
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I used to get quieter when I would voice my opinion.
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And that reason is pretty obvious.
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I wasn't certain of my opinion.
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I didn't feel like I could present my idea and be passionate and be excited because I was actually uncertain.
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And you could tell not just by the words I was saying,
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but by the volume that I was using to portray my ideas.
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So I had to actively work on not talking like this and trying to quiet myself.
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But by being louder and being more communicative through my body language,
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but also through the volume which I was speaking.
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I had to work on this for many months and it was not a short process.
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Every single time I would start whispering,
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I'd have my core team of people tell me,
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hey Natalie, you're whispering again.
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And I'd be like, okay, good to know.
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I'm going to project.
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I'm going to get clear on what I'm saying because clarity matters in communication.
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So when you find you're doing some weird things,
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putting your shoulders in, starting to whisper,
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fidgeting, Just remember future you doesn't communicate like that.
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So fix it in the moment and deliver the effective communication.
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If you master these five skills,
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I guarantee that you will be able to communicate better than 99% of people.
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And if you are still feeling stuck,
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check out my next video that will help you unlock success.
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コンテキストと背景
このビデオでは、コミュニケーションの達人が語る「1%のエリートのように話す方法」について解析しています。話し手は、成功したビジネスリーダーとしての経験を基に、他者から信頼される言葉の使い方を提示しています。彼の主張は明確で、力強さと自信を持って話すことが重要であるとしています。特に、英語スピーキング練習をしている方にとって、この情報は非常に有用です。
日常コミュニケーションのためのトップ5フレーズ
- 「最善の道は…」 - 何かを提案する際の自信ある言い回し。
- 「この戦略が結果をもたらす。」 - 具体的な計画や戦略を示す時に使えるフレーズ。
- 「私の観点は…」 - 自分の意見をはっきりと述べる際の便利な表現。
- 「私が思うに、これが最良だ。」 - 自分の考えを強調するためのフレーズ。
- 「これが解決策だ。」 - 問題解決を提案する際にぴったりな言い回し。
段階的シャドーイングガイド
このビデオで学んだ情報を効果的に英語シャドーイングに活かすために、以下のステップに従って練習しましょう。
- リスニング: 初めに、ビデオをじっくり聞いて、話者の言い回しやトーンを理解します。
- シャドースピーチ: 次に、短いフレーズを繰り返しながら、同じリズムとイントネーションで話します。この段階では、感情ではなく理論的な観点で話すことを意識しましょう。
- フレーズの変更: 上記のトップ5フレーズを使って、自分の意見や考えを表現する練習をします。
- 録音と確認: 自分のシャドーイングを録音し、話し方や明瞭さを客観的に評価します。
- フィードバック: 英語スピーキング練習をする仲間に聞いてもらい、改善点を指摘してもらいます。
このプロセスを繰り返すことで、IELTS スピーキング対策や英語スピーキング練習の能力が向上します。自信を持って効果的に英語を話すスキルを磨いていきましょう。
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。