シャドーイング練習: If You’re Ambitious, But Stuck, Watch This. - YouTubeで英語スピーキングを学ぶ
B2
In order to be a great leader and to lead a winning team,
307 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 order to be a great leader and to lead a winning team,
2
you have to learn both the hard and the soft.
3
You do not have one without the other.
4
And you will be at a constant disadvantage if you only have one skill.
5
I have built my company to over 250 million,
6
and I have learned the best employees don't always make the best leaders.
7
But the best leaders do share the same traits.
8
So if you've ever wondered why do you have what it takes,
9
why someone else got qualified for a role that you didn't,
10
why you got passed up,
11
here are six signs that you'll make a great leader.
12
Number one, stop asking for permission to lead.
13
When I started working at a small group training gym,
14
I did not have the leadership title,
15
but I did start doing things that leaders do.
16
You know, I would notice like patterns and client drop-off and I would bring new ideas to my boss without being asked.
17
You know, when a new person was confused about like client interactions,
18
I didn't say like, you should just be better with clients.
19
I was like, hey, let me show you what I do,
20
how I say things, when to say it,
21
how to do this during a sales process,
22
how to do this when you're having trouble with your client
23
and I would break it into like very specific behaviors and let them watch me.
24
It's interesting because like the owner didn't offer me a boost in my role because I asked for it.
25
He offered it to me because the behavior made the case for me.
26
So by the time it was like,
27
hey, we want to promote you.
28
It was like the title had already happened.
29
Promoting me was a formality.
30
So my point here is this.
31
You have to make the title obvious.
32
When your boss would feel embarrassed by not promoting you because your leadership is so visible,
33
that is when you know that you have done it right.
34
And there's a lot to say on this,
35
but there's a lot of different skills to doing your individual job versus doing the job of a leader.
36
And it is very hard for people to make that jump.
37
If you can make that jump while in this job,
38
then you essentially have de-risked the move to put you in a formal leadership position to get promoted.
39
There's a ton of research on leadership behaviors
40
that predict if you're going to be seen as a leader or promoted into one, right?
41
Initiative, do you do things without being asked?
42
problem solving for the group?
43
Do you solve problems beyond just your own problems?
44
And emotional regulation under pressure?
45
When things get hard do you freak out and freak everybody else out?
46
Or do you stay calm and actually calm everybody else around you?
47
The thing about this is oftentimes when people come to me,
48
even in my company, they're like,
49
hey, what do I need to do to get promoted?
50
Like, why am I not on the executive team?
51
What's the skill?
52
What do I need to know about finance and legal?
53
And I'm like, soft skills,
54
which are not soft, it's a terrible term for them,
55
like communication and delegation and and empowerment,
56
like those are more important than your hard technical skills when it comes to being a leader.
57
Here's what nobody's gonna tell you.
58
The promotion does not unlock the behavior.
59
Behavior unlocks the promotion.
60
So stop waiting for permission and start acting like the role that you would like now.
61
Number two is show your flaws.
62
I had two people sign up for the same role in my company.
63
Person A had never brought me a single mistake in two years.
64
Person B came regularly and was like,
65
I made a bad call, here's what I missed.
66
Who do you think got promoted?
67
I promoted person B.
68
And now why is that?
69
Person A was not flawless,
70
but they were hiding their mistakes from me.
71
A lot of people assume that because they don't see mistakes, they don't occur.
72
But the reality is, is that a lot of people do not share their mistakes out of fear.
73
The best leaders cannot get better unless they provide you with room to coach them
74
and room to understand that they are flawed just like everybody else.
75
They don't hide.
76
They put their flaws out on the table and they allow for themselves to be vulnerable.
77
And what a lot of people don't realize is that whatever you do as a leader,
78
other people are going to model.
79
So if you hide your mistakes, guess what?
80
Your whole team's gonna hide their mistakes.
81
When you own your mistakes,
82
your whole team's gonna own their mistakes.
83
I can promise you this.
84
I've had, gosh, I had a customer service team that accidentally stopped facilitating our refund process after one Christmas break.
85
They just like forgot to do the refund process.
86
And three months later after Christmas break,
87
I was like, oh, very weird.
88
Our revenue line over here, like what's going on?
89
It took me about maybe an hour to figure out that it was that they had stopped doing this process.
90
And when I investigated, I talked to everybody in the team,
91
what I realized is that two of them had actually known that had happened and it had stopped,
92
but they didn't share anything with anybody.
93
Now, why is that?
94
The leader on the team never shared anything.
95
They never shared when they made mistakes.
96
They had this illusion of perfection at all points in time.
97
Harvard did a study and found that when one person shows vulnerability,
98
it creates a signal that invites everybody else to do the same,
99
which builds trust faster than any other thing that you can do in a business.
100
You think about the amount of money that businesses spend on off-sites and team activities and investing in your team,
101
being honest, sharing your mistakes,
102
that actually increases engagement by 25% according to that study.
103
And a lot of people think,
104
oh my god, but Lila,
105
you're a girl, it sounds so soft.
106
Well, there's nothing soft about winning.
107
That's what I say.
108
Like, I didn't learn this stuff because I was like,
109
oh, I feel like I want to be softer.
110
I want to be more vulnerable.
111
But you know what I did find?
112
In order to be a great leader and to lead a winning team,
113
You have to learn both the hard and the soft.
114
You do not have one without the other.
115
And you will be at a constant disadvantage if you only have one skill.
116
Number three, you are being evaluated for a completely different job.
117
Okay, this actually took me a while to learn and also to then be able to teach to people.
118
I promoted one of our best team players into a leadership role.
119
It's funny because I was so excited.
120
I was like, dude, she's gonna kill it.
121
She's amazing.
122
She's so good at her job.
123
And then the moment that I promoted her and she had direct reports,
124
She couldn't actually do the job I just put her in.
125
She couldn't delegate.
126
She would actually take their work, redo their work.
127
It was just like everything all of a sudden was so wrong.
128
And the reason is because what made her so good at her job was doing the work.
129
And so the only way she knew to help them was to do the work for them.
130
And so it was really,
131
I mean, I want to say funny,
132
but it wasn't that funny because it sucked to live with her the first time.
133
Within three months, her team was so burnt out,
134
they were so demoralized, they did not like her as a leader.
135
I had four of them come to me.
136
They pulled me onto a call and they were like,
137
we cannot deal with this.
138
Look at all these things that are happening.
139
As I looked at what she was doing,
140
it wasn't that she was trying to be malicious,
141
trying to undermine them, trying to...
142
It was that she was doing her old job in a new role and didn't realize it.
143
For example, if you told a 10-year-old,
144
be better at basketball, they would have no idea where to begin.
145
Like, you would have to break it down into the component parts,
146
teach them how to dribble,
147
how to shoot, how to pass.
148
Leadership actually works the same way.
149
And so when you are promoted into a leadership role,
150
what you must understand is there are
151
so many skills within the skill itself of leadership that you have to learn to be proficient at your job.
152
And so what it is,
153
is it's a bundle of very specific but learnable behaviors.
154
And those behaviors that make someone a great performer are not the same ones that make you a great leader.
155
In fact, oftentimes they are at odds with each other,
156
which is why it's really hard to go from being like the top salesperson to the best sales director ever.
157
They are different skills that often contradict with each other.
158
To reinforce that, MIT and Yale did a study that found
159
that the best salespeople were both most likely to be promoted and performed the worst as managers.
160
But employees who shared credit and collaborated increased their team's performance by 30%.
161
The trait that predicted great leadership was not individual excellence and being really good at your job.
162
It was actually collaboration, which is a completely different skill.
163
So if you think about it,
164
if you're really, really good at your job,
165
you don't need to collaborate with people to get things done,
166
which means your collaboration skills are low.
167
So then you get promoted into leadership.
168
You don't know how to collaborate.
169
So now you're not a good leader.
170
That's why it doesn't work most of the time.
171
If you look at Phil Jackson,
172
who has 11 NBA titles,
173
you've got Belichick, who has six Super Bowls,
174
you have, you know, Sir Alex Ferguson,
175
38 trophies, the greatest coaches in the history that won across all these different eras of different players.
176
The players came and went,
177
but those coaches kept on winning.
178
Now why is that?
179
Because the leverage isn't just in being the best player,
180
it's in making the best out of every player.
181
It is in raising the bar and the standard for every player on the team.
182
Here's a good way that you can kind of gauge like,
183
am I ready for leadership?
184
Is this something that I could do?
185
Look at your week.
186
How much of your time of your week is spent on your output versus improving somebody else's output.
187
If it's 90-10, then you're showing your boss that you're a great player,
188
not necessarily a great future coach.
189
There are people in my organization who,
190
when I know somebody's a future leader,
191
it's not because they're the best individual performer,
192
it's because what I notice is that in their spare time,
193
they do not seek to improve their own performance,
194
but to help others improve theirs.
195
It's the sales guy who spends three hours drilling his teammates and teaching them his overcomes because he just wants to help.
196
That's somebody who has the skill of collaboration and of helping others.
197
The fourth piece is you solve problems that aren't yours.
198
I had an employee who came onto the team and essentially fixed another team's onboarding process.
199
So she came on in operations and while she was in operations she was like,
200
oh my gosh, the HR team has no onboarding process and and it's HR.
201
Without asking me, without telling me,
202
without knowing she didn't have authority over there,
203
instead what she did is she asked questions,
204
she offered to help, and then she worked alongside them to help them put it into place.
205
And the funny thing is that I found out from the other manager, not from her.
206
Why is that so important?
207
Because what I saw in that is I was like,
208
wow, I have somebody who went out of their way to make another function better in their own spare time. For why?
209
I don't know because that person had leadership skills.
210
So what did I do?
211
She actually got promoted within the next three months.
212
When you go out of your way, you inconvenience yourself.
213
You create more friction in your life to help other people when it doesn't necessarily benefit you directly.
214
Compare that to an employee that I had that was only completely focused on their lane.
215
I have had many who are completely exceptional at their job.
216
But when another teammate is drowning and asking for help,
217
they say, sorry, can't do it.
218
I've already got enough on my own plate.
219
Technically correct, but also the opposite of leadership.
220
The person who sees a problem that isn't theirs and fixes it is the one who shows their true character,
221
and character like that is one that should be in a leadership position.
222
You want people in a leadership position who are willing to sacrifice their own personal comfort for the better of the team.
223
If somebody is a very,
224
very good individual contributor, oftentimes what they are doing is constantly foregoing team collaboration to focus on their individual skills,
225
which is fine.
226
Just don't also wonder why you're not in a leadership position.
227
There was a project done by Google,
228
Google's era, Project Aristotle, that basically analyzed like 180 teams to identify factors of high performance.
229
And what it found out is that when even one teammate regularly stepped outside their lane to help other people,
230
it had this ripple effect on all the other team dynamics.
231
Because a lot of people think,
232
well, gosh, what can I do in the organization?
233
And I try really hard to still listen to my team.
234
I'm like, you can make so much more of a difference than you think.
235
It's just that a lot of people don't have the courage to try.
236
The reality is everybody around you is watching.
237
And once everyone's watching and everyone's watching you,
238
your boss is eventually going to notice.
239
The fifth piece is trade credit for influence.
240
I think like this has burned into my mind from when I first decided that I,
241
you know, wanted to be a great leader,
242
which is the best leaders take the blame and give away the credit.
243
It also makes them really hard at self-promotion and marketing.
244
So that has been an interesting skill to learn because when you market yourself,
245
you want to promote yourself Which means taking credit which you'll notice for a lot of leaders.
246
It's very hard to do when I First heard that term.
247
I remember what I did immediately is that any time that the team had a win
248
Even if it was me leading to the initiative, I was like amazing.
249
You guys did so great.
250
Look at what we did here We we we we we
251
we we did this we accomplished this we we we it was
252
so cool to see because When I started giving away the credit and then anytime we had a loss I was like,
253
here's how it's on me.
254
What I noticed is that people continue to come to me with their problems and their ideas.
255
It wasn't because I was a top performer in the company.
256
It's because I made people feel like it was,
257
one, okay to fail because I owned failures constantly,
258
and two, like they were important because I was constantly telling them why they were
259
and what they did well and why they were deserving of the credit.
260
So if you remember that MIT Yale study that did on salespeople who become managers,
261
so they also found that salespeople who shared credit became 30% more effective as managers than the top solo performers.
262
So if you look at like what's a leading indicator that somebody would be a good manager,
263
it's like do they give away the credit?
264
I can tell you that we have a really actually fantastic sales team at acquisition.com
265
and what I love seeing in the shout outs is like anytime somebody like goes on a hot streak
266
and they're just having like a great week where they're closing at like the highest amount,
267
they'll be like, I wanna thank these seven people for helping coach me,
268
helping role play with me,
269
staying late, watching my calls with me.
270
I think that's so cool because what it tells me is there's a lot of future leaders in the organization.
271
Because people who are defensive of their success often cannot be great leaders.
272
Number six is to develop patience as a competitive advantage.
273
I remember when I worked at 24 Hour Fitness,
274
I had a manager and he was like anything but flashy.
275
Like sometimes, you know, it's like you've got the boss and they're leading the winning team.
276
It's like they show up in their new Lambo or they have their like new Jeep and they've got like,
277
and all of a sudden they're wearing this cool watch.
278
Like you just see all the triggers popping up, right?
279
Especially when you're working on a sales team.
280
And I remember instead, like,
281
he showed up every day just wearing the t-shirt,
282
hat, shorts, and he just did the boring s*** with excellence day in and day out.
283
He trained new people, he was patient,
284
he listened to calls, and he ran meetings with the same high energy day in and day out every f***ing day.
285
And I remember there were so many times when I was like,
286
dude, I just want to,
287
like, fast forward and get past this phase of my career.
288
And what I realized in hindsight was that he understood something that I didn't,
289
which is that leadership is built in the fundamentals of repetition.
290
And after studying a lot of great coaches,
291
I see this across themes like Vince Lombardi did the exact
292
same thing He started every training camp by holding up a football and saying Gentlemen,
293
this is a football.
294
It's not like he said,
295
oh, I got to cut it.
296
I've said it enough times I've done enough camps The cool thing
297
that you can see is that the best coaches
298
and the best teachers across industries across athletes across business They
299
start with the fundamentals every single time consistency beats intensity no matter what
300
If you say something once and you expect it to stick,
301
you're never going to get what you want out of your team.
302
You have to say it until it sticks,
303
repeat it until it sticks,
304
teach it until it sticks.
305
I go even deeper on all this stuff on leadership in my weekly newsletter.
306
It's called Layla's Letters.
307
You can find the link in the description or you can go to laythehormosey.com.
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
このレッスンについて
このレッスンでは、リーダーシップの特徴と自己表現の重要性について学びます。リーダーとして求められるスキルには、積極性や問題解決能力、そして感情のコントロールが含まれます。これらのスキルを身につけることで、昇進のチャンスを高め、リーダーとしての地位を確立する手助けとなります。特に、英語スピーキング練習を通じて、リーダーとしてのアプローチを強化する方法を探ります。
重要な語彙とフレーズ
- リーダーシップ - leadership
- 積極性 - initiative
- 問題解決 - problem solving
- 感情の調整 - emotional regulation
- 行動 - behavior
- 昇進 - promotion
- チーム - team
- 役割 - role
練習のヒント
このビデオのスピードとトーンに従って効果的に練習するためには、シャドースピークを活用しましょう。特に、自分がリーダーシップを発揮する場面を想定し、そのセリフを繰り返すことが重要です。例えば、積極的にアイデアを提案する場面や、クライアントとのコミュニケーションをとる状況を想定しながら、シャドーイングサイトを使用して、実際の会話の流れを模倣します。このような練習は、IELTSスピーキング対策にも役立つため、特定のフレーズや表現を繰り返し練習することを心がけましょう。
また、感情の調整についても意識して練習しましょう。プレッシャーがかかる状況で冷静さを保つことは、リーダーとして重要なスキルです。自分の反応を分析し、ストレスの多い状況でも自信を持って話す練習をすることで、英語スピーキング練習の効果が向上します。リーダーとして必要なスキルを身に付けながら、実践的な会話力を養うことができるでしょう。
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。