シャドーイング練習: Real Workplace English | Real Conversations & Listening Practice (A2–B1) - 動画で英語スピーキングを学ぶ
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303 文
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1
Hello, everyone, and welcome back to Mr. English Channel, where learning English is easy and fun.
2
I'm Emily.
3
Hello, Emily.
4
Hi, everyone.
5
I'm Paul, and I'm glad you're here.
6
Emily, have you ever felt new and experienced at the same time?
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Oh, yes.
8
You've worked for years, but at a new job, you can't even find the meeting room.
9
And your first big question is where people keep the coffee.
10
Today we're talking about starting over at work without starting from zero.
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Exactly.
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Maybe you've changed teams or returned after time away.
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The place is new, but you bring useful experience.
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On my first morning somewhere new, my brain says they hired the wrong person.
15
How do you answer that?
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I'd ask what happened that morning.
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Did you make a serious mistake, or did someone use five words you hadn't heard before?
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Usually the second one.
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A manager once said, put it in the usual folder.
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Everyone nodded, so I nodded.
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There was no usual folder in my world.
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That's a good example.
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They knew the folder because somebody showed them.
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You didn't have less ability, you had less information about that workplace.
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Right, but nodding felt easier than stopping the meeting.
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I didn't want my first contribution to be, sorry, what does that mean?
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Try a smaller question.
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Which folder do you mean?
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I'd like to put it in the right place.
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That sounds like someone who cares about doing the task.
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It doesn't sound like someone asking the whole room to explain computers.
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And it's easy to answer.
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Sometimes a simple question feels huge in our head.
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Still, there are moments when the question really is big.
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What if you don't understand how the whole team works yet?
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Then choose a person and a time.
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You might say, could we spend 10 minutes on how this process works?
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I'd like to understand the main steps.
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So I don't need to solve every unknown during the first group meeting.
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I can notice the gap and arrange a useful conversation.
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Yes.
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Think about a woman named Rosa.
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She managed a busy restaurant for years, then joined an office team that plans deliveries.
44
She'd probably know a lot about busy days and upset customers, but the office software could still make her feel completely lost.
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That's what happens.
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On Tuesday, she takes a long time entering an order.
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A co -worker does the same thing in two minutes.
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Oof, I'd compare those two minutes with my 20 minutes and decide I was terrible.
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It's such an easy comparison to make.
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Sure, but Rosa's comparing her second day with somebody else's third year.
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That speed shows what practice can build.
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Fair point.
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Although she still needs to learn the system.
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Feeling better won't make the order appear on the screen by itself.
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Absolutely.
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She asks her co -worker to demonstrate one order slowly.
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Then she tries the next one while the co -worker watches and catches a missed step.
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That makes the help practical, and Rosa can write down the steps so tomorrow she has something better than a nervous memory.
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Right.
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Later that day, a customer calls about a delay.
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Rosa listens, keeps her voice calm, and asks what the customer needs most urgently.
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There's the restaurant experience.
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She's learned how to listen when someone is frustrated.
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She didn't leave that skill behind with her old uniform.
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Exactly.
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She still checks the delivery facts with a teammate.
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Being good with people doesn't mean she should guess a date he doesn't know.
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I like that balance.
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She can say, let me check the delivery time before I promise anything.
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She's honest and still helping.
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And the customer gets a useful next step.
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Experience often shows up in how you handle a problem, even before you know every local detail.
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What about someone who used to be the person everyone asked?
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Losing that place on a team can hurt more than learning new software.
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It can.
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You may miss being useful without trying so hard.
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At your old job, people already knew they could trust you.
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And in the new place, nobody knows about the big problem you solved last year.
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You have to introduce yourself all over again.
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Yes, and that can feel lonely.
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But you don't have to tell your whole work history at lunch to prove you belong there.
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Good, because please enjoy my sandwich and my 12 greatest achievements isn't the warm introduction I'd choose.
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What would you say instead?
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Something simple.
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I worked with customers before this, so I'm excited to learn how your team handles orders.
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It connects your past with your interest now.
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That's easier to respond to.
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Someone might say, oh, then you'll understand why our afternoon calls get busy.
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Now there's a real conversation.
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And you can be curious about them, too.
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How long have you been on this team gives the other person room to share.
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But what if lunch is quiet?
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A new person might hear silence and think, they don't like me, I've made a bad first impression.
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I'd be careful with that story.
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People may be tired, busy, or shy themselves.
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One quiet lunch doesn't tell you what a whole team thinks.
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So maybe tomorrow I ask one person about their weekend, instead of trying to win over the entire lunch table.
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That's a smaller social step.
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Exactly.
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Getting to know people takes repeated little moments.
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Learning the work takes those moments too.
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You won't see every kind of progress immediately.
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Which brings me back to Rosa.
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At the end of that first week, what could she notice besides how slowly she still enters orders?
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She could notice that she knows who checks delivery times, can find the right folder,
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and handled a difficult call without making a promise she couldn't keep.
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Those are real changes, and each one gives her a clearer picture of the next question she needs to ask about doing the job well.
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That next question matters, because knowing where to ask can save a lot of worry.
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Who should I check with about this?
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Is useful English at work?
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Useful, yes, but how do I avoid asking the busiest person every time?
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I don't want my learning plan to become someone else's full
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day ask about the team's way of handling questions is there a good time for quick questions
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or should I send them in a message that gives them a choice and
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if they say messages work best I can send something
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they can actually answer without a long conversation exactly include what you're doing and where you're stuck I'm entering this order.
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I've added the address, but I can't find the delivery option.
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That's much clearer than, help the system hates me, even if the second version describes my feelings pretty well on some mornings.
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You can keep that version for a friend.
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With a co -worker, a clear question makes it easier for them to give clear help.
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Let's let listeners hear the difference in a short practice conversation.
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I'll be new on the team, and you'll be my co -worker.
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Ready?
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Ready.
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We're practicing a question about an order now.
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Hey, Paul, how is that customer order going?
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Is anything holding you up?
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I've entered the items, but I'm unsure which delivery option to choose.
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Could you show me how you decide between these two?
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Sure.
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This one is for local deliveries.
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The other one goes outside the city.
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Which address is on the order you're working on?
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It's outside the city, so I'll choose the second one.
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Thanks.
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Is there a page where I can check these rules next time?
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Yep, I'll send you the guide.
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And that's the end of our example.
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You asked for help and found something you could use later.
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I also explained my understanding before moving on.
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But should I do that every time?
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Repeating every instruction could get annoying pretty quickly.
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True.
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I'd use it when the choice matters or when I'm unsure.
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Just to check, this option is for addresses outside the city, right?
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Good.
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And if I think I've understood but haven't, that's a small chance for the other person to catch it before the customer gets a surprise.
148
Exactly.
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Now, a different challenge comes up when you know another way to do the task.
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Your old workplace handled it differently.
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Ah, the dangerous sentence, At my old job, we did this better.
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I've heard that one.
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It doesn't make people eager to listen.
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No, because it judges their work before you understand it.
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A better question is, what's the reason we do this step first?
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And there might be a reason I can't see yet.
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Perhaps a customer needs that information early, or another team depends on it.
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Yes.
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Once you understand, you can offer something specific.
160
We used a shared checklist on my last team.
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Would something like that help here?
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That leaves room for an answer.
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They might already have one, or they might explain why a shared checklist didn't work for them.
164
And if they say no, you can learn from the answer.
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Bringing experience doesn't mean every old method needs to move with you.
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That's hard when your old method made you feel capable.
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Sometimes I'm defending an idea because I'm really trying to defend my own value.
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I understand that.
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Before suggesting a change, ask yourself what problem it would solve here.
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If you can't name one, keep observing for a while.
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What if I can name a problem, but I'm new and nobody asks my opinion?
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Do I have to wait for an invitation?
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You can ask for a small opening.
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I've noticed two people enter the same information.
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Could I ask whether both steps are needed?
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That's concrete.
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It also allows for the possibility that both steps matter.
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I haven't arrived with a speech about fixing the entire company.
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Right.
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And for our listeners, if these work conversations help you, subscribe to Mr. English Channel and like this episode.
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We practice everyday English together.
182
And leave a comment with one skill you'd bring to a new job.
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Maybe you're good at explaining things, noticing details, or keeping people calm.
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Those examples raise a useful question.
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How do you describe a skill when your old job title sounds very different from your new one?
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I'd start with an action.
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Instead of saying only, I worked in a restaurant, Rosa could say, I helped customers when their orders went wrong.
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Yes, and if someone asks for more, she can tell a short example.
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I checked what happened, explained the options, and helped them choose.
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That's easier to picture than, I'm an excellent communicator.
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But let's be honest, a person can be good with customers and still struggle with co -workers.
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Definitely.
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Skills need adjusting.
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Rosa may be used to answering quickly during a busy meal.
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Her new team might need written details before making a decision.
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So her experience gives her a place to begin, but she needs to learn when to slow down and explain more on the page.
197
Exactly.
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She could ask, what information makes these messages useful for your team?
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Then compare an example with a message she's about to send.
200
And she should be allowed to have ordinary weak spots.
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We don't need to turn every past experience into a hidden special talent.
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I agree.
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Sometimes you simply haven't learned something yet.
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I haven't used this tool before.
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Where would you suggest I begin?
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Is a fair sentence.
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I appreciate that.
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It gives me a way to be honest without turning my whole work story into either a sales pitch or an apology.
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And that honesty can shape a realistic plan.
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Instead of promising to master everything this month, choose the tasks you need most often.
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How do I choose when everything looks important?
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New jobs can come with a long list and every item seems to have an urgent little star.
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Start with the person who guides your work.
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Ask, what are the two most important things for me to learn this week?
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I'd also ask what doing them well looks like.
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Otherwise, I might spend two days making a report beautiful when they only need clear numbers.
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Yes.
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Could you show me a good example?
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Helps you see the goal.
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Then ask when they expect you to handle that task on your own.
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That last part feels uncomfortable.
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What if the answer is tomorrow and I'm nowhere near ready?
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I don't want to agree just because I'm nervous.
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Then explain the gap while there's time to help.
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I can complete the first part.
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I still need practice checking the final details.
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Could we review one together?
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That gives the managers something specific to respond to.
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It's much more useful than quietly hoping tomorrow will bring an entirely different version of me.
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Yes, tomorrow's you still needs today's instructions.
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And if the deadline can't move, you can ask which parts someone should check before you send the work.
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Let's give listeners a moment to practice.
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Imagine your manager gives you a new task, but you don't know when they need it.
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What could you ask?
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Take a moment and say your question out loud.
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You don't need a long sentence.
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Just ask for the information that's missing.
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You could say, when do you need this by?
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Or, what's the deadline for this?
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Both questions ask when the finished work is needed.
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And if you're doing two tasks, try, which one should I do first?
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That question helps you learn the team's priorities while you plan your time.
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Good.
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Practice is finished, and I have a question about mistakes.
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Suppose Rosa chooses the wrong delivery option, even after writing down the steps.
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First, she checks who needs to know and whether the order can still be corrected.
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A mistake affecting a customer needs attention, even if admitting it feels awful.
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So she might say, I selected the wrong delivery option for this order.
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Can we change it before it goes out?
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That's clear and direct.
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Yes.
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Then, after the immediate problem is handled, she checks why she missed it maybe her note didn't include the address check at all.
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In that case, adding that step helps.
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But if she already had a good note and rushed past it, writing a longer note won't solve much.
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True.
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She might need to pause before sending each order or ask for a quieter place to learn when the desk gets busy.
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That's a useful difference.
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The next action should fit what actually happened.
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Otherwise, I'll try harder becomes the whole plan, and nothing really changes.
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Exactly.
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At the end of the week, she can keep a short record.
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One task she can do, one question she still has, and one next step.
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I like keeping it short.
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A person learning a job doesn't need another hour of work at home to prove they're serious about learning.
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Agreed.
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You can make the note before you leave, then close it.
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Rest matters, too, especially when a new place demands so much attention.
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That attention can be tiring in surprising ways.
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Even remembering names and deciding where to sit can use energy you didn't expect to spend.
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Yes, so avoid judging the whole job after one exhausted evening.
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Eat something, rest, and look at the situation again when you can think more clearly.
272
But sometimes the situation really is a problem.
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What if nobody explains anything and asking a normal question gets you laughed at every day?
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That's different from ordinary first -week discomfort.
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Write down what's happening and speak with a manager you trust or the person responsible for supporting employees.
276
And if the manager is part of the problem, look for another available support person.
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Being new doesn't mean you have to accept being treated badly.
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Exactly.
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A learning plan needs a workplace where learning is possible.
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Your effort matters, and so do the conditions around you.
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That feels fair.
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We can encourage people to take useful steps without suggesting that every difficult workplace will improve if they just smile more.
283
Yes, and in a supportive workplace, you can let yourself be a learner for a while.
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You don't need to earn your entire place again every morning.
285
I think of Rosa answering that difficult call.
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She wasn't ready for every task, but she had something useful to give on a day that still felt messy.
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That's a kind way to see a beginning.
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You can bring patience from one job, careful habits from another, and still need help finding the right button.
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Especially the right button.
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This week, I hope listeners ask one clear question and notice one thing their experience already helps them do.
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And let those be specific.
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Maybe you asked about a deadline.
293
Maybe you explained a problem calmly.
294
Small, honest evidence can help confidence grow.
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Thanks for spending this time with us on Mr. English Channel.
296
Keep practicing these questions and give yourself room to learn your new surroundings.
297
We'll be here with more everyday English and real conversations.
298
I'm Emily, and I'm glad we could share this moment with you.
299
Take care, everyone.
300
And I'm Paul.
301
Thanks, Emily, and thanks, everyone.
302
Keep learning, be kind to yourself, and we'll see you next time.
303
Goodbye.
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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「Real Workplace English」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303文、単語が2892語あります。 音声の長さは18:11です。 話す速さは1分あたり約159語で、日常会話に近い自然なペースです。 単語の86%は英語の頻出3,000語に含まれます。残りは練習の前に確認しておきましょう。
この動画の重要語彙
動画に出てくる覚えておきたい単語15語を、発音と意味つきで紹介します。
| 単語 | 発音 | 意味 |
|---|---|---|
| worker 名詞 | /ˈwɝ.kɚ/ | 労働者, 勤労者 |
| workplace 名詞 | /ˈwɝkˌpleɪs/ | 職場, 仕事場 |
| folder 名詞 | /ˈfoʊldɚ/ | フォルダ |
| solve 動詞 | /sɒlv/ | 解決する |
| listener 名詞 | /ˈlɪs(ə)nɚ/ | 聞き手, 聴取者 |
| compare 動詞 | /kəmˈpɛɚ/ | 比べる, 比較する |
| skill 名詞 | /skɪl/ | 腕, 技 |
| deadline 名詞 | /ˈdɛdˌlaɪn/ | 期限, 締め切り |
| nod 動詞 | /nɑd/ | 頷く |
| defend 動詞 | /dɪˈfɪnd/ | 守る, 防ぐ |
| ordinary 形容詞 | /ˈɔɹdɪnɛɹi/ | 通常な, 普通な |
| instruction 名詞 | /ɪnˈstɹʌkʃən/ | 指示 |
| earn 動詞 | /ɝn/ | 稼ぐ, 得る |
| meal 名詞 | /ˈmiːl/ | 食事, めし |
| practical 形容詞 | /ˈpɹæk.tɪ.kəl/ | 実践的な |
動画に出てくる句動詞
| 単語 | 意味 |
|---|---|
| write down 動詞 | 書き留める, 記す |
| come up 動詞 | 上がる, 登る |
| go out 動詞 | 出る |
| slow down 動詞 | 遅らせる |
繰り返し練習したい文
動画に出てくる短く完結した文です。日常会話でそのまま使えます。
- How do you answer that?
- Which folder do you mean?
- What if you don't understand how the whole team works yet?
- What would you say instead?
- Which address is on the order you're working on?
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 |
|---|---|
| 現在完了形 have/has + 過去分詞 — 過去の出来事が今も関係している | You've worked · you've changed · have you been |
| 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 frustrated · are needed · should be allowed |
| 関係詞節 who / which + 節 — 人や物について情報を加える | someone who cares · someone who used · person who guides |
| 「might / may」による可能性 might/may + 動詞 — 起こりうるが確実ではないこと | might say · may miss · might hear |
注意したい発音
話し手はI'm, don't, I'dなど、短縮形や弱形を92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。
- 「sh」と「zh」の音: instruction /ɪnˈstɹʌkʃən/, rush /ɹʌʃ/, impression /ɪmˈpɹɛʃn̩/, contribution /ˌkɑntɹɪˈbjuʃən/, patience /ˈpeɪ̯.ʃəns/
- 長い単語（アクセントの位置に注意）: ordinary /ˈɔɹdɪnɛɹi/, priority /pɹaɪˈɒɹɪti/, contribution /ˌkɑntɹɪˈbjuʃən/, differently /ˈdɪf.ə.ɹənt.li/, uncomfortable /ʌnˈkʌm.fɚ.tə.bl̩/
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: practical /ˈpɹæk.tɪ.kəl/, differently /ˈdɪf.ə.ɹənt.li/, realistic /ˌɹɪəˈlɪs.tɪk/, calmly /ˈkɑː(ɹ)m.li/, learner /ˈlɜɹnəɹ/
- /v/ — /b/ にならないように、上の歯を下唇に当てる: solve /sɒlv/, everyday /ˈɛvɹiˌdeɪ/, achievement /əˈt͡ʃiːv.mənt/, invitation /ɪnvɪˈteɪʃən/, observe /əbˈzɜːv/
- /f/ — 「フ」ではなく、上の歯と下唇で出す: folder /ˈfoʊldɚ/, defend /dɪˈfɪnd/, awful /ˈɔːfʊl/, uniform /ˈjunɪˌfɔɹm/, differently /ˈdɪf.ə.ɹənt.li/
この動画での練習方法
- まず声を出さずに動画を最後まで聞き、知らない単語をメモします。
- まず0.75倍速で一文ずつシャドーイングし、慣れてきたら通常の速度に戻します。
- 自分の声を録音して元の音声と比べます。worker, workplace, folder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。