シャドーイング練習: How to win at work (even if you're the youngest) - YouTubeで英語スピーキングを学ぶ
C1
In the first six months of being at a company,
287 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。
1
In the first six months of being at a company,
2
the massive advantage you have over everyone else is the fact that you can literally say,
3
oh, sorry, I'm just, I'm new to the company.
4
Can you explain this thing to me?
5
I don't understand it.
6
I'm new.
7
Attitude should be the constant.
8
You would be surprised how many people have a bad attitude at work.
9
Value at work is a function of three or four things.
10
As someone who has worked in three different industries,
11
investment banking, management consulting, and in big tech at Google,
12
and now running my own company,
13
I feel uniquely qualified to talk about this topic,
14
which is how to bring value to your job even if you're considered young and inexperienced.
15
And so I want to first start by saying that everyone who starts a new job,
16
whether you're 22 or whether you're 52 is going to experience a period of newness where during
17
that time you're just new to the job you're picking up
18
on a new company's culture you're picking up on their rules
19
and expectations you're picking up on how they do things
20
and you're also meeting all of your co-workers
21
and the people of the company and
22
so you don't have a lot of pre-existing relationships now this
23
period of newness though can last anywhere from i would say a few months up to
24
even a year and
25
that is going to depend on a variety of factors like whether you have experience working in
26
that industry already or whether you are going from a large to a big company
27
or completely switching industries altogether for those who are new to the channel my name is matt
28
and i've spent the last five years working in industries across investment banking consulting
29
and in big tech and today i run my own business
30
and i make these videos because i enjoy it but also
31
because i would have wished that somebody would have made these for me when i was younger
32
But let's get back to the video.
33
So value, we first have to define value because
34
when we ask ourselves the question of how do you bring value to work when you're young and inexperienced,
35
I want to be very clear.
36
Value at work is a function of three or four things.
37
The first is subject matter expertise.
38
The second is executional rigor.
39
The third is your attitude.
40
And the fourth is the relationships that you have with other people at your company.
41
Let me break down each.
42
So with the first, which is subject matter expertise, this is pretty self-explanatory.
43
If you are someone who has worked in the healthcare industry for 20 years,
44
then you are going to very likely have a deep knowledge of the space.
45
You're going to understand who the key players are.
46
You're going to understand what the main problems that the industry faces are.
47
You're going to know a lot and also have a lot of existing relationships with people in the industry
48
because of the sheer amount of time that you spent in that space.
49
Second is executional rigor.
50
So executional rigor I define broadly as whether you are good at executing on a process in a very methodical
51
and rigorous way, whether you make mistakes that your boss then has to go back and correct or that you catch later,
52
and how good you are at getting to an end objective or finishing a task in the way that your boss,
53
your manager asked you to.
54
Third is your attitude.
55
Your attitude is what kind of energy you bring to the table
56
and what your mindset is when it comes to completing tasks
57
and more importantly overcoming challenges or problems that you're inevitably going to run into in any work situation.
58
And the fourth one, relationships.
59
This I think of as whether you understand how the company works,
60
what the org structure looks like,
61
and if you have the relationships
62
and the goodwill built up with other folks at the company to do good work with them.
63
So for example, if you work as a product manager at a tech company,
64
do you have good relationships with the engineers who are building your product?
65
Do you have good relationships with marketing
66
and sales who are going to go out and actually put your product in the hands of users?
67
Do you have good relationships with other product managers,
68
maybe more senior than If you have great relationships with all of those parties,
69
then you're more likely they're not going to be able to get a lot more done
70
and therefore bring a lot more value to the table than someone who didn't have those relationships.
71
Taking a step back though,
72
so we've got these four key things that contribute to value at work.
73
But when we think about the context of being new and inexperienced,
74
say you're in your early 20s and you are completely new to this industry,
75
you just got this job at this dream company of yours,
76
you're very likely not going to bring all four of these to the table.
77
Most likely, you're only going to bring two of these.
78
Now, which two?
79
I'll let you guess.
80
Those two are going to be executional rigor and attitude,
81
because you're very likely not going to bring subject matter expertise.
82
You just haven't spent decades in the industry.
83
And you're not going to have pre-existing relationships with people at the company because quite frankly,
84
you haven't worked there before.
85
So it's very unlikely, like maybe there's one small edge case where you happen to have
86
outside of work relationships with a lot of people on the team that you're working with,
87
which could contribute to you coming in with some pre-existing relationships on day one.
88
But 99% of people are not going to have those relationships built and that's totally okay.
89
Where we're going to focus though is the attitude and the executional rigor.
90
I want to walk you through three examples now of these
91
four qualities in action over the course of my career across the three roles
92
that I had before I started my own business.
93
Starting with my first year as an investment banking analyst in Wall Street.
94
At the time, I was fresh out of college,
95
just graduated from Georgetown, thought that I knew everything about finance,
96
but very quickly realized
97
that I did not have nearly as much subject matter expertise about what it took to buy
98
and sell a business than I thought I did.
99
And so it was a very humbling experience and I realized very quickly that there was a lot I had to learn.
100
So subject matter expertise, one out of ten.
101
Execution, I also thought I was pretty good at this
102
but very quickly got humbled because I realized that the level of rigor that is expected in banking is extremely high.
103
There's a reason why a lot of people at top universities and ivy leagues
104
go into investment banking as their first job out of college
105
because it serves as an excellent training ground because the standards are so high.
106
Even small things like whether or not your footnotes have a period at the end of them or whether everything is standardized,
107
the fonts are properly sized and you're using the right numbers is heavily emphasized.
108
So very quickly on I realized that my executional rigor was actually not very good
109
and I also didn't understand what it took
110
to successfully run a process when I was coordinating a deal which involved many different parties.
111
My attitude though, on the other hand,
112
was a 9 out of 10
113
because I was willing to do whatever it took to learn and I had a very coachable mentality.
114
I think this is one of the most important things
115
and the easiest thing that you as a young person can do to bring value on day one.
116
Now with relationships, I'm going to give this a 7 out of 10 because even though I was new,
117
I made a conscious effort
118
when I joined to meet a lot of the other bankers at the firm and also of course my own analyst class.
119
There was about 20 or 30 of us
120
and we all got really close because we were working late into the office every night.
121
Fast forward a few years and when I moved over to the Boston Consulting Group as a consultant,
122
now my subject matter expertise I would say was still pretty low.
123
I would say it's probably like a 2
124
or 3 out of 10 at this point because generally I understand business better now,
125
having spent a year or two in banking,
126
but I'm still nowhere near what I would consider a subject matter expert in any of the industries
127
that we were consulting in.
128
Execution though has improved significantly
129
because now I've gone from a 2 out of 10 to an 8 out of 10
130
because banking trained me to really understand how to run a process
131
and also what good looks like in Excel when you're modeling or building PowerPoint slides.
132
Attitude, still 9 out of 10 because I was ready to get things done
133
and I really wanted to learn and I was super hungry.
134
And relationships, I would say,
135
is around a 6 out of 10
136
because I was kind of starting over again at a new
137
company where I didn't have as good of a relationship with the other consultants,
138
but I did make an effort to build those relationships as soon as I could.
139
Now, one distinction, guys, before I move on,
140
is that there's a big difference between a junior consultant and a senior consultant.
141
And a common misconception about consultants is that some 23-year-old consultant is going
142
and giving advice to the CEO of a Fortune 500 company.
143
And that's simply not the case.
144
The person that's actually whispering in the CEO's ear is the partner.
145
And so the partner, oftentimes these people have years of experience,
146
either having worked in the industry itself for over a decade.
147
So say they were in the technology industry for a while working at a tech company before they became a partner,
148
or they've been a career consultant who has just done 50 projects in the tech space.
149
And so they've seen a lot and they are as close as it gets to being an industry insider.
150
And so from that perspective,
151
the partner is a 10 out of 10 from subject matter expertise.
152
So what the associate lacks in subject matter expertise is actually delivered by the partner.
153
Now the associate's job though,
154
the junior consultant's job, is to bring the executional rigor and the good attitude.
155
Now, relationships here, I would say if we're talking internal relationships,
156
the partner also probably has better relationships just because they've been working at the firm for that much longer.
157
But now let's fast forward to when I moved from the Boston Consulting Group over to Google.
158
Here, I was around 25 at the time.
159
And what I will say is that at Google,
160
I quickly realized that I understood at a high level the industry that we operated in,
161
which was tech.
162
But there were still a lot of things that I didn't understand,
163
specifically around the nuances of ads and the different B2B products that Google sells to other businesses.
164
So I'm going to rate this as 6 out of 10.
165
Now, my execution was solid, 8 out of 10.
166
Attitude was still 9 out of 10.
167
But the thing that I struggled with the most at Google was the relationships in the very beginning.
168
Because what you will find,
169
especially if you work at a large company in a biz ops
170
or strategy role is it is very difficult to get anything done
171
if you do not have great relationships with the right people at the company.
172
It is just impossible to get the information
173
that you oftentimes need without being able to go to someone in finance
174
or without being able to go to someone in product and say,
175
hey, can you give me this number that I need?
176
Or can you explain to me how you guys are currently running this process in sales?
177
If you don't have those relationships,
178
it's very hard to be effective even if you're a beast at execution
179
and you have a great attitude and even if you have subject matter expertise.
180
Now that we've gone over these examples,
181
I know some of you are thinking,
182
Matt, all right, you've shown me that there's these four things that I need to care about,
183
but how the heck do I even improve on any of these?
184
Well, I want to explain to you how.
185
So with subject matter expertise, let's be real here.
186
It is going to take time.
187
This is the one thing that is going to take time.
188
You can move a little bit faster by studying up on the industry that you're in and asking lots of questions,
189
but it's important to give yourself grace here.
190
On day one, you're not going to be a subject matter expert and that's okay.
191
Nobody expects you to be.
192
However, when it comes to the other three execution,
193
attitude and relationships, there are a number of things that you can do,
194
and I'm going to go through them now.
195
The first thing, which is with attitude,
196
is that you should understand And as a young person who's new and experienced,
197
attitude should be the constant.
198
Having a good attitude and a good energy should be like table stakes for you.
199
And you would be surprised how many people have a bad attitude at work.
200
And so just by bringing a can-do attitude and a coachable energy,
201
you are already going to stand out.
202
Some of the best advice
203
that I ever got from a manager in consulting was you should be the one that brings the energy to the room.
204
Now what does that mean?
205
It means that you're the one who always wants to move things forward,
206
and you are being proactive,
207
pushing things forward, always following up with people,
208
asking questions about, okay, what do we need to do to actually get this done,
209
rather than just waiting passively and expecting other people to tell you what to do.
210
Keep in mind that even if you're the most junior person in the room,
211
you can still suggest things.
212
you don't have to wait for your senior partner or associate or director to tell you what to do.
213
And this brings me to the second really important point,
214
which is this concept of push versus pull.
215
So a lot of high level executives are very used to pulling things from their team.
216
They're asking this person for this number.
217
They're saying, hey, can you do this for me?
218
Can you send this email for me?
219
Can you draft up this deck for me?
220
So they're pulling things from their team.
221
And over time that's actually pretty exhausting to do.
222
Now on the other hand when you push what that means is you as the employee you are actually being proactive.
223
You're going to your manager and you're saying hey I remember
224
that we have to do this next week by the way
225
I proactively put this together can you please look at it for me in the next couple days.
226
Even something as small as
227
that where you're pushing instead of your manager having to pull makes a massive difference and they're going to notice.
228
This ties to the next thing which is ownership.
229
Always try to have as as much ownership as possible,
230
really have an owner's mentality.
231
And this is something that took me a while to develop and took me a while to learn what that actually meant.
232
But fundamentally, at the most basic level,
233
having ownership simply means that you just are that person
234
that gives a shit about what you're working on and actually wants to get stuff done.
235
It's so simple.
236
It's so incredibly simple.
237
I can't believe I'm making this 20-minute video talking about ownership.
238
But if there's anything that you can do to really stand out when you're
239
young and inexperienced is to still take ownership of your work stream,
240
even if you make mistakes.
241
That leads me to the last point though,
242
which is how do you improve your knowledge?
243
How do you improve your execution if you already have a good attitude,
244
which is ask lots of questions.
245
Don't be afraid to ask questions.
246
Don't be afraid to look dumb.
247
Play the I'm the new guy card for as long as you possibly can.
248
Because in the first six months of being at a company,
249
the massive advantage you have over everyone else is the fact that you can literally say,
250
oh, sorry, I'm just, I'm new to the company.
251
Like, can I get 15 minutes of your time?
252
Like, do you want to grab coffee?
253
Can you explain this thing to me?
254
I don't understand it.
255
I'm new.
256
After six months, it's harder and harder to do that because then the expectations start to build up.
257
And so something I tell everyone is when you first start at a new role,
258
at a new company, play the new guy card,
259
lean into it, milk it for what it's worth.
260
So those are the things that I would say if you focus on those and you really just,
261
Again, bring the energy, have a good attitude,
262
be proactive and take ownership of your work.
263
Demonstrate a genuine curiosity in what it is that you're working on.
264
People will notice.
265
Now, I want to close with a story about a journalist who went
266
and interviewed a number of military veterans and talked to them about what the experience was like after coming home.
267
And many of the people that this journalist interviewed said something very surprising.
268
They told him they wanted to go back to the battlefield.
269
Now, why the heck would they say that?
270
That sounds crazy.
271
Why would you want to go back to the place that you should be lucky to have escaped alive?
272
Now, the reality is people want to feel useful.
273
And we would rather like to feel like we've done a good job
274
and that we've put our best effort forward than to feel like we're not being useful at all.
275
And so why do I bring this up?
276
Why do I say this?
277
I can't promise you that when you're starting out and you're new
278
and you're inexperienced at your job that it's going to be easy.
279
My experience in my early career,
280
quite honestly, was very difficult and I was challenged.
281
Many times I was pushed to the limit and at many points I also wanted to just give up.
282
But what I will tell you is that if you stick to it
283
and if you focus on that and you never lose that energy and that attitude,
284
people will notice.
285
They might not notice today,
286
but they will notice in the future.
287
And if anything, you will slowly become the kind of person that people can't help but notice.
アプリをダウンロード
話したすべての文をAIが採点
TRENDING
人気動画
文脈と背景
このビデオでは、若くて経験が少ない職場での成功法について語られています。スピーカーは、投資銀行、コンサルティング、大手テクノロジー企業での豊富な経験を持ち、現在は自身のビジネスを運営しています。新しい職場に入る際の挑戦や、どのように価値を提供できるかを理解することが、どの年齢においても重要であると強調されています。
日常会話に役立つトップ5フレーズ
- 「申し訳ありませんが、新しく入社したばかりです。」（新しい環境での謙虚さを示す。）
- 「これはどういう意味ですか？」（理解を深めるための質問をする。）
- 「このプロセスはどのように行いますか？」（具体的な手法を尋ねる。）
- 「お互いに助け合いましょう！」（協力を促進する言葉。）
- 「もっと学びたいです。」（自己成長への意欲を示す。）
ステップバイステップ シャドーイングガイド
このビデオを通して、英語スピーキング練習を向上させるためには、以下の手順を試してみてください。まず、ビデオを何度も見て、内容を理解します。次に、スピーカーの話す内容を注意深く聴き、自分の脳内でそのフレーズを思い描きながらシャドーイングを行います。これにより、発音やリズムを自然に身につけることができます。
特に、英語シャドーイングを活用して、自分の声をスピーカーの声に合わせて発音する練習をしましょう。最初はゆっくりとしたテンポで始め、慣れてきたら徐々にスピードを上げていくと良いでしょう。また、IELTS スピーキング対策としても、この方法は非常に効果的です。最後に、shadowspeakを使って、自分の録音を聞き直し、改善点を見つけることもお勧めします。
シャドーイングとは？英語上達に効果的な理由
シャドーイング（Shadowing）は、もともとプロの通訳者養成プログラムで開発された言語学習法で、多言語習得者として知られるDr. Alexander Arguelles によって広く普及されました。方法はシンプルですが非常に効果的：ネイティブスピーカーの英語を聞きながら、1〜2秒の遅延で声に出してすぐに繰り返す——まるで「影（shadow）」のように話者を追いかけます。文法ドリルや受動的なリスニングと異なり、シャドーイングは脳と口の筋肉が同時にリアルタイムで英語を処理・再現することを強制します。研究により、発音精度、抑揚、リズム、連音、リスニング力、そして会話の流暢さが大幅に向上することが確認されています。IELTSスピーキング対策や自然な英語コミュニケーションを目指す方に特におすすめです。