シャドーイング練習: Know Before You Tell - The Three-Part Framework Every Communicator Needs - 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。

393 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。

In today's world, communication is all about juggling multiple priorities.

With focus and intention, you can be successful.

My name is Matt Abrahams, and I teach strategic communication at Stanford Graduate School of Business.

Welcome to Think Fast, Talk Smart, the podcast.

Today, I am very excited to chat with my colleague and friend, Farnas Khadem.

Farnas is the Vice President of University Communications at Stanford, where she oversees the institution's global media relations, digital strategy, and internal communications.

Prior to Stanford, Farnas served as the Vice President of Communication at Caltech.

Her background includes public service with the U .S.

Department of State as a Foreign Service Officer.

Well, welcome, Farnas.

Thanks for being here.

I look forward to continuing our coffee chats so everybody can hear.

Yeah, thanks for having me, Matt.

I'm really actually happy to be here.

You and I have been talking for a long time about this and having some great conversations, and it's nice to bring it to this forum.

Excellent.

I agree.

Shall we get started?

Absolutely.

So to begin, your team is involved in many types of communication.

Do you have some overarching principle that guides how you see effective communication?

First, let me tell you that as a communicator, I like to think in threes.

Like, I feel like that's the way to do it.

You think in threes, you talk in threes, you remember it, other people remember it.

Excellent.

Give me the three things.

Yeah.

So I'll tell you the three things.

So first is just know your goal, right?

Like I think in the end, communications is about what is it you're trying to get across.

And if you don't know what that goal is as an individual or an organization,

you're just, you're not, you're not gonna be able to do anything.

Second is know your audience.

Like that's the other thing

that people don't always think about is you got to really be thinking about who you're talking to.

And the third is know your data.

Like I think we're gonna probably talk a lot about listening today.

So much of communications is about listening and not talking.

And data is the way you listen.

I mean, when you're working in an organization like this, you are constantly having to go back and see what worked and what didn't.

So if you don't know your data, you don't know your audience, you don't know your goal.

So it's all kind of a circle.

So those are really our overarching principles when we think about this.

Absolutely.

Have to have a clear goal.

We talk a lot about goals.

The understanding your audience.

And I want to talk about audiences because you have many that you have to serve.

And then this notion of reflecting, using data to understand what works, what doesn't work, how do we craft that message?

Really important.

A lot of people just see the goal of communication as getting information out.

But it's really how does it land?

And you capture that in those three.

You also have to traverse a wide variety of channels, right?

You mentioned social.

There's written magazines, newspapers.

How do you think that landscape is changing? and how do you approach, are there certain messages that are better for certain channels?

That seems to be another big variable you have to deal with.

It's such a good question and it is such a conundrum right now, right?

Because the exponential increase of channels is phenomenal.

The noise out there, the cacophony, right?

People are overwhelmed with information.

And so most things don't even get through because there's just too much out there.

So I think part of the testing is exactly that.

You look at back to the audiences, right?

We know that some audiences prefer things in short bursts.

They want, they're like video.

They prefer Instagram.

Shorter, the better.

We look a lot at like national polls too, or international polls.

Like Pew says that half of people right now get their news from social media.

I mean, that's phenomenal phenomenal.

So if that's a place where we need to push out more news, we try to do that that way.

Long form still has a place, right?

Long form writing stories, they're still really important, but people aren't going to read 2 ,000 word stories anymore.

They're just very rarely are they going to do that.

So one of the things we do as a team is we sit down

and let's say we have a story and we actually go through that exact process.

We say, okay, like, is this better as maybe a short piece in writing, maybe with an accompanying video,

and maybe even with a media pitch.

Like we have media relations.

We have really strong people who talk to journalists.

And sometimes people don't need to hear it directly from us.

We're actually better off sharing it with the media who will then share it with the public.

And so we go through that on almost every story.

I think that's a big lesson for people to take away is that it's not just the information,

but you really have to think about the channel.

And maybe it's a multi -channel approach for the story.

And sometimes it might be not your organization, but helping other organizations amplify and send that out.

That's useful for people to think about.

One of the other things I'm super impressed with

that I think others who aren't in a university setting who

have some comms responsibility is you'll pull people together from different areas who all do communication work.

have them share best practices, have them learn from each other, really empowering and enabling them,

not just through the people process and infrastructure that you talked about, but by actually having them engage with each other to feel supported.

Because it can be lonely if you're a single comms person sitting out there in some corporation, but being connected can be really helpful.

We have so many great people doing communications for organizations around the university, but a lot of them are one -person shops.

And so they're, to your point, lonely.

They may not have as much knowledge about what's happening.

100

They don't have an ecosystem.

101

They don't have that connection, that connective tissue.

102

And so we thought mentorship is another great way to do that.

103

And it was really wonderful to see what a difference that made in exactly for the reasons you said.

104

So related to mentorship, I want to talk tangentially about a lot of what your team does is equip people to communicate who aren't naturally communicators.

105

I'm thinking of academics or staff people working in a lab.

106

Do you have best practices that you've observed, either in the work you've done or your people have done,

107

to help somebody who might not be experienced as a communicator, who for whatever reason is in a position to communicate?

108

Maybe they've discovered something new or they've got some expertise that's being pulled to the fore.

109

Or how do you help people be better communicators as a coach, as a guide?

110

This is one of my favorite things to do in communications.

111

I've been doing this work off and on for decades.

112

And one of the best things you can do is help people, because even just a few tips takes people such a long way.

113

One of the misconceptions that I have to tell you about communications is we all think everybody can do it.

114

We all went to school.

115

We can all write.

116

We can all read.

117

We can all speak.

118

And therefore, we think communications means just that.

119

And communications, if you do it well, is an art.

120

And not everybody, to your point, can do that, right?

121

And so we actually do.

122

We offer that kind of training to faculty, to staff, to others.

123

And it's as simple as kind of, I mentioned, I started out talking about the rule of three, right?

124

You have three things that you want to communicate and think about.

125

And you just tell people even something like that, come up with your top three things that you want to say.

126

And that's life -changing for them.

127

They think about that, they process, and then they are able to more clearly communicate their thoughts.

128

We can help people on camera.

129

We can put them in front of a video camera and then help them see how they come across when they're communicating.

130

We talk to them about their work

131

and kind of walk them through how to explain

132

that in a way that is understandable

133

because a lot of people are very good at being able to explain their work in the way that they understand it,

134

but not necessarily in the way that other people would understand it.

135

Right.

136

There's a lot of things that we can do along those lines that we really actually enjoy doing.

137

We think it's a big part of our job.

138

I love that you gave three examples.

139

And, you know, people might not know this, but one of the reasons that the leadership at the business school,

140

but also you and your position were supportive of this podcast as it started, it is it gave an opportunity for faculty to practice,

141

to get out there, to be sharing their information.

142

Because part of it, as you said, when you talked about recording people, it's one thing to understand how to do it.

143

It's one thing to know your message.

144

It's another thing to get the reps in doing it.

145

And so I think it's great that you help people in all those ways.

146

Exactly.

147

In your various roles that you've held, especially here, you've had to deal with public crises.

148

What advice do you have for our listeners who have to deal with challenges, perhaps not on the scale that you have had too?

149

So it's such an interesting question, Matt.

150

I don't know if I would have started out my career

151

or even told you a decade ago

152

that crisis would be one of the things I would do most and I would spend so much time on, or that I would enjoy,

153

because I don't think anybody can say they enjoy a crisis.

154

But in some ways, it's one of the most interesting parts of doing communications for an organization.

155

Yeah.

156

So one of the things I've really loved doing the last few years in particular is going out

157

and teaching about how to do crisis.

158

And so maybe some of what I'll share is a little bit of what I say in these courses

159

or talks that I give.

160

Benjamin Franklin said, by failing to prepare, you prepare to fail.

161

Yes.

162

If no one ever takes away anything else having to do with communications, I hope they remember that.

163

That the most important thing to do in a crisis is just to have prepared in advance.

164

So what does that mean?

165

That means, let's say you're working in a job like mine in an organization or any communications job.

166

Think about what are your top things that could go wrong in your particular job, in your particular organization.

167

What are the top five scenarios of what kind of crisis you can have?

168

And they're different, right?

169

What could happen at a university could be very different than in a business or even in someone's personal life.

170

What are the things that could happen?

171

And then you sort of try to plan around those.

172

Do you have the right...

173

tools?

174

If you're in an organization, do you have the right people?

175

Do you know who's supposed to do what?

176

Do you know roles and responsibilities?

177

And so that whole process of actually thinking through what could go wrong

178

and putting in place the tools

179

and resources you need to address it is bar none the most important thing you can do.

180

Excellent.

181

So beyond preparation, what are some things you advise?

182

Let's say a crisis does erupt and you have to now communicate internally, externally?

183

What do you teach on how to handle that step in the process?

184

I mean, I think there's a lot of different things you have to think about at

185

that point of what do you do.

186

I think one is that it really ultimately, when you're in a crisis, truth and transparency are paramount.

187

People want to know what is actually happening.

188

And if what is happening is you don't know what is happening, you have to tell people you don't know what is happening.

189

So don't assume you have to know everything before you communicate.

190

You just have to communicate and tell people what you know.

191

Be truthful, be transparent.

192

Second is in today's world with how fast things are moving.

193

And as we talked about the multiple channels, and for example, how quickly information moves on social, you have to do it early and often.

194

So I think the days where you could say something,

195

You could wait an hour or two to communicate something or a day or two in a crisis or long gone.

196

And then you have to do it regularly over and over and over again, again, even if you don't know what is happening.

197

Those are like two of the main things that I talk about when I talk about how to communicate in a crisis.

198

The thing I always end with to tell people is forgive yourself because here's what's going to happen in a crisis.

199

It is going to be the fog of war.

200

No matter how much you have practiced, no matter how much you have prepared, it's not going to go as you think it will.

201

The preparation will help you, obviously, because then you are better able to manage those curveballs.

202

You're not spending time on the basics.

203

You're spending time on trying to manage how things are going.

204

But in the end, it's not going to go exactly as you anticipate.

205

Things are going to go wrong.

206

And a lot of people beat themselves up for that.

207

And I think that's the one thing is forgive yourself.

208

Go back.

209

Do that learning.

210

Incorporate those learnings for the next time.

211

And just know that's the way a crisis works.

212

I love the idea that you're doing reflection, a postmortem to learn, giving yourself grace to understand that it's not going to go perfectly.

213

And there might be things that go wrong, but we can learn from it.

214

And yet again, you didn't disappoint.

215

Three Ts, truth, transparency, and I'm going to add timeliness.

216

Timeliness.

217

Absolutely.

218

Absolutely.

219

I'd like to get your insight into what makes for a good story.

220

Now I know it depends on the audience, but are there certain elements that you like to see in stories?

221

Is there, for example, it has to have some emotional appeal or there has to be something vivid?

222

For you, what makes for a good story?

223

So I love that question because there's so much focus right now in the age of AI on storytelling, right?

224

So you're seeing articles and headlines all the time about what is good storytelling?

225

What is the room for storytelling in the world of artificial intelligence and so forth?

226

I mean, there are many elements, I think, to telling a good story.

227

For me personally, I think the single most important thing is does it create a connection?

228

And ultimately, a connection is usually about something personal.

229

You can be a great speaker.

230

When I think about TED Talks, right?

231

What are the ones that really resonate?

232

It's when somebody gets up and they are vulnerable and they share something about themselves and their background and who they are.

233

And all of a sudden that connection is made human to human.

234

And that is the essence of a great story.

235

And I think all the other things are really important.

236

But, Matt, I got to tell you for me, and I see it in my own personal life, right?

237

Anytime I'm talking to someone, whether it's one -on -one or I'm giving a talk or I'm somewhere else, when I share something about my background,

238

how something in my life taught me a lesson that brought me to where I am, I instantly notice a change.

239

And so I think that connection and that personal nature is absolutely core.

240

As somebody who has interacted with you and heard the stories you tell, you're very good at connecting.

241

And you use several techniques to do it.

242

You like to use analogies.

243

You like to use descriptive language.

244

And there are a lot of tools that can enable that connection.

245

But I agree, it boils down to connection.

246

And you alluded to AI.

247

So I'd love to ask the AI question.

248

AI is impacting communication all over the place.

249

As somebody who runs a communication organization, what is your approach to...

250

using AI to help and also being concerned about some of the problems

251

that come with people who use AI in terms of hallucinations and other things.

252

So we spent a lot of time talking about AI.

253

I believe very strongly in moderation in all things, and that carries over for me into the workplace.

254

And AI is a really good example of this.

255

So we're really approaching it in a much more moderated and methodical fashion.

256

Every person in the university communications team at Stanford has to have an AI goal.

257

Okay.

258

Right?

259

That was something that I said at the beginning of this year.

260

But what that means is very different from person to person and from team to team.

261

For some people, that may be my goal is I'm going to take a class

262

and try to understand better how to write prompts.

263

For someone else, it might be more of an incorporation into their daily work.

264

And I largely let the team know.

265

I said, I want you to do this for you, not so much even for me, for the institution.

266

I think that having familiarity with these tools is going to be so important for the next generation of people in communications.

267

And so I think it's incumbent on me to help them learn how to use it.

268

And there are some really great things that we can and are using AI for.

269

So I think one of the certainly can make a lot of processes easier, whether it be in the writing or editing phase or so forth,

270

we can use it.

271

And we're thinking about more how to use it for targeting particular audiences,

272

because I think AI can do a lot to help us find the right audiences for our messages.

273

But then to the flip side of what you asked about, there are a lot of problems,

274

too, that can come with that if people rush to try to do it too much.

275

So the other thing we did is we worked with actually some great faculty

276

and others around the university and we created AI guidelines for communicators.

277

And these are now publicly available.

278

And they're just some basic common sense things that try to address the fact of attribution.

279

If you're going to use AI, don't like tell people you've used AI in some process in this.

280

Two is, you know, understand the hallucinations are real.

281

So make sure you have backed up in terms of fact checking anything that you have out there.

282

And I think that's got to be, those two things have to go hand in hand.

283

Explore in moderation, see how it can help you.

284

And on the other side, be careful and make sure you know where the red lines are.

285

Thank you for summarizing that for us.

286

The key takeaway I have from what you said is, to what end?

287

To what end?

288

You know, just because it's there doesn't mean you need to use it, doesn't mean you need to use it in a specific way.

289

I like that.

290

And I think all of our colleagues across the university who are

291

so instrumental in advancing AI would be very pleased with your answer.

292

So that's great too.

293

Well, Fernaz, I knew this would be a great conversation.

294

We always have great conversations when we grab coffee.

295

I'd like to end by asking you three questions.

296

One, I'm going to create just for you, and two, I've been asking everybody for a long time.

297

We started our talk today highlighting listening reflection.

298

I'd love for you to share a little bit of advice on how you try to listen well

299

and any advice or guidance you give others to improve listening skills?

300

I'm going to share a story.

301

Great.

302

I had a lot of great experiences when I worked as a U .S diplomat overseas.

303

I was incredibly privileged to do so.

304

And one of them was to meet some really phenomenal people.

305

And when I was serving in Italy, I had the chance to meet Bill Clinton.

306

And one of the great things that people will talk about Bill Clinton all the time is that

307

He is a great communicator.

308

But one of the reasons that I thought

309

and I saw it firsthand was

310

when I got to meet him is he makes you feel as if there is no one else except you.

311

Like he is truly listening to you.

312

And I met him in a public forum in Florence with a thousand people around us.

313

But in that 20 seconds, I felt like I was the only person.

314

There was a real connection there.

315

So I think none of us can be Bill Clinton, not all of us can be Bill Clinton,

316

but I felt very much like that taught me something.

317

If your attention is fully on someone, you're not multitasking, you're not looking over to the right, you're not doing something else,

318

but you actually look like you're listening to someone, that can go a long way.

319

That one very short interaction taught me a lot years ago.

320

Yeah, paying attention and then having the intention to really connect makes a big difference.

321

And regardless of what you think of his politics, you know, he is very well known for that ability to connect and to listen.

322

Thank you.

323

Question two, who is a communicator that you admire and why?

324

See, I thought that question might come because I'm a longtime listener.

325

Well, good.

326

Thank you.

327

Thank you.

328

And I'm going to be a little contrarian there.

329

Okay.

330

I don't have one.

331

And I'll tell you why.

332

Okay.

333

I think one of the things that we've talked about here, communications has so many different facets, right?

334

You've got to be a good listener.

335

You've got to be able to be clear.

336

You've got to be passionate about your topic.

337

Different people have different strengths in that.

338

And it's hard for me to think about one person who has all of that, right?

339

So we just talked about Bill Clinton and his ability to listen and connect.

340

If you look at someone, let's say like an Oprah Winfrey, she's fabulous at warmth.

341

And that is a really important part of connection.

342

I spent many years doing technical or science communications, and I'm a little bit of a nerd and a geek that way,

343

too, and I'm passionate about it.

344

But when I look at somebody like a Neil deGrasse Tyson or a Bill Nye, their ability to simplify is their strength.

345

So it feels to me like you can take little pieces and parts of everybody out there,

346

like the things that really matter to you and say,

347

I want a little bit of this and a little bit of that and a little bit of that.

348

No one person has that.

349

I love a little piece of all of them.

350

So I will accept your heresy.

351

Yes.

352

Because what you just shared in your response is the purpose of this question.

353

It's really to look behind what makes for good communicators.

354

And you did a nice job of delineating it.

355

But I'm going to give you an opportunity in our final question to give three key ingredients for a successful communication recipe.

356

What are the most essential from your perspective?

357

Well, thank you for asking in threes.

358

Yes.

359

The three things that I think are very much a reflection of some of the things we've already talked about, right?

360

One is know your goal in your audience.

361

You've got to know what you're trying to communicate and who you're trying to communicate to.

362

Two, we just finished talking about it, listening.

363

Are you a good listener?

364

Do you do active listening?

365

Have you spent your time actually thinking about what the other person has said,

366

as opposed to trying to be the one to think ahead to what you're going to say?

367

On the third point, I'm going to diverge a little bit.

368

I'm going to say if you're an individual, you're doing it as a person versus as someone representing an organization.

369

As a person, I think people hear this,

370

but they do not always appreciate just how much nonverbal communication matters, right?

371

So how much your eye contact, your smile, your body language, your gestures make a difference.

372

And so be thoughtful and be intentional about that.

373

In an organization, if you're representing an organization for good communications, I had a great boss once who said, Farnaz, a big part of your job.

374

It's to educate your bosses.

375

You think people know the same things you do.

376

They don't know the same things you do.

377

So effective communication is to make sure that those who are decision makers around you are educated.

378

They know what you know, and that will lead to good communications outcomes for an organization.

379

Wow.

380

Okay, lots there.

381

So goal -based, focusing on your audience, listening, reflecting, absolutely key.

382

We've heard some of that before.

383

The importance of nonverbals.

384

It's not just the message, but how the message comes across.

385

And then your job is to make sure that those you're speaking to, be they, your bosses, your peers,

386

have the information they need to be successful.

387

So the goal of communication is to educate, which certainly doesn't surprise me, given the role that you have as head of comms at a university.

388

For us, this was fantastic.

389

Lots of key takeaways from lots of different areas of communication, from how we can be better ourselves, how we can better our organizations,

390

how we can handle crises, how we can deal with AI.

391

Thank you so much for your insight and thanks for joining.

392

Thank you for having me.

393

That was a lot of fun, Matt.

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

The First 5 Seconds: How to Start a Speech the Moment All Eyes Suddenly Turn to You | AMA

Business EnglishUniversity StudentsWorking Adults

The Devastating Note That Nearly Made Adam Grant Quit Teaching

Daily ConversationUniversity StudentsWorking Adults

The Respect Effect: What Stereotype Threat Teaches Us About Communication

Business EnglishUniversity StudentsWorking Adults

Ask Matt Anything: Don’t Let Your Communication Fizzle at the Finish

Business EnglishWorking Adults

3 Techniques for Managing Speaking Anxiety

Business EnglishInterview EnglishUniversity Students

Message Market Fit: Turning Great Ideas Into Communication That Lands

Business EnglishUniversity StudentsWorking Adults

REPLACED BY RETHINKS How to Pitch Anything: 10-20-30 Rule by Guy Kawasaki

Business EnglishUniversity StudentsWorking Adults

Quick Thinks: How to Have Better Conversations About Aging

Business EnglishDaily ConversationUniversity Students

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「Know Before You Tell - The Three-Part Framework Every Communicator Needs」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393文、単語が4493語あります。音声の長さは23:33です。話す速さは速く、1分あたり約191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88%は英語の頻出3,000語に含まれるため、語彙は分かりやすいです。

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
connect 動詞	/kəˈnɛkt/	繋げる
phenomenal 形容詞	/fɪˈnɒmɪnəl/	驚異的な
listener 名詞	/ˈlɪs(ə)nɚ/	聞き手, 聴取者
faculty 名詞	/ˈfæk.əl.ti/	教授会
reflection 名詞	/ɹɪˈflɛkʃən/	反射
educate 動詞	/ˈɛd͡ʒ.əˌkeɪt/	教える, 教育する
lesson 名詞	/ˈlɛs.ən/	授業, 学科
reflect 動詞	/ɹɪˈflɛkt/	跳ね返す, 反射する
forum 名詞	/ˈfɔːɹəm/	論壇, フォーラム
principle 名詞	/ˈpɹɪn.sɪ.pəl/	原理, 原則
intention 名詞	/ɪnˈtɛnʃn̩/	意図, 意向
preparation 名詞	/ˌpɹɛpəˈɹeɪʃ(ə)n/	準備, 支度
forgive 動詞	/fɚˈɡɪv/	許す, 容赦する
lonely 形容詞	/ˈloʊnli/	寂しい

動画に出てくる句動詞

単語	意味
go back 動詞	戻る, 帰る
get out 動詞	出て行く
get up 動詞	起きる
go out 動詞	出る
look forward to 動詞	楽しみにする
sit down 動詞	座る, 腰掛ける

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。

How do you think that landscape is changing?
If you're in an organization, do you have the right people?
Do you know who's supposed to do what?
Do you know roles and responsibilities?
For you, what makes for a good story?

この動画の文法

話し手がよく使っている文型を、動画の実際の表現とともに紹介します。

文型	動画での表現
現在完了進行形 have/has been + -ing — 以前に始まり今も続いている動作	have been talking · I've been doing · I've been asking
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	you've observed · they've discovered · you've held
関係詞節 who / which + 節 — 人や物について情報を加える	people who talk · somebody who might · somebody who has
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	is involved · being connected · being pulled

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109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: thoughtful /ˈθɔːtfəl/, warmth /wɔɹmθ/, methodical /mɪˈθɑdɪkəl/, truthful /ˈtɹuːθ.f(ə)l/
「sh」と「zh」の音: reflection /ɹɪˈflɛkʃən/, intention /ɪnˈtɛnʃn̩/, preparation /ˌpɹɛpəˈɹeɪʃ(ə)n/, passionate /ˈpæʃənɪt/, rush /ɹʌʃ/
長い単語（アクセントの位置に注意）: communicate /kəˈmjuːnɪkeɪt/, phenomenal /fɪˈnɒmɪnəl/, preparation /ˌpɹɛpəˈɹeɪʃ(ə)n/, transparency /tɹænsˈpæɹənsi/, naturally /ˈnæt͡ʃ.(ə.)ɹə.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: reflection /ɹɪˈflɛkʃən/, reflect /ɹɪˈflɛkt/, principle /ˈpɹɪn.sɪ.pəl/, naturally /ˈnæt͡ʃ.(ə.)ɹə.li/, necessarily /ˌnɛs.əˈsɛɹ.ə.li/
/v/ — /b/ にならないように、上の歯を下唇に当てる: forgive /fɚˈɡɪv/, versus /ˈvɝsəs/, overseas /ˌoʊvɚˈsiːz/, vulnerable /ˈvʌln(ə)ɹəbl̩/, privilege /ˈpɹɪv.(ɪ.)lɪd͡ʒ/
/f/ — 「フ」ではなく、上の歯と下唇で出す: phenomenal /fɪˈnɒmɪnəl/, faculty /ˈfæk.əl.ti/, reflection /ɹɪˈflɛkʃən/, reflect /ɹɪˈflɛkt/, forum /ˈfɔːɹəm/

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, connect, phenomenal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: Know Before You Tell - The Three-Part Framework Every Communicator Needs - 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

Talk Back: Why Arguing With Yourself Can Help You Flourish

Quick Thinks: Network Smarter and Make Better Connections

Trust the Process: How to Design Teams That Actually Work

Want To Make Your Ideas Stick? Make It Into A Meme!

What 300 Episodes Has Taught Us

Directness with Respect: How to Make the Hard Conversations Easy

Why Every Question Is A Gift

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

A Matter of Meaning: What Other People Teach You About Your Communication

Don't Lose the Room: How to Make Ideas Stick

Your Voice Is a Wind Instrument | Matt Abrahams on Projecting Without Straining

Quick Thinks: A CLEAR Way Through Conflict

The First 5 Seconds: How to Start a Speech the Moment All Eyes Suddenly Turn to You | AMA

The Devastating Note That Nearly Made Adam Grant Quit Teaching

The Respect Effect: What Stereotype Threat Teaches Us About Communication

Ask Matt Anything: Don’t Let Your Communication Fizzle at the Finish

3 Techniques for Managing Speaking Anxiety

Message Market Fit: Turning Great Ideas Into Communication That Lands

REPLACED BY RETHINKS How to Pitch Anything: 10-20-30 Rule by Guy Kawasaki

Quick Thinks: How to Have Better Conversations About Aging

How To Communicate Clearly In English Using 4 Simple Tips

How to Lock In and Actually Get Things Done | Andrew Huberman

The Seven Traditions: Mapping the Field of Communication Theory

Think Fast, Talk Smart: Communication Techniques

The 3-Step System for Simplifying Your Work and Life

How to Communicate So People Actually Listen

How to Speak Articulately

The Most Powerful Speaking Frameworks To Speak CLEARLY

Stop introducing yourself like this.

It's Hard To Be Human

このレッスンの語彙とスピーキングのポイント

この動画の重要語彙

動画に出てくる句動詞

繰り返し練習したい文

この動画の文法

注意したい発音

この動画での練習方法

シャドーイングとは？英語上達に効果的な理由