シャドーイング練習: 【TED】優れたリーダーはどうやって行動を促すか/サイモン・シネック （日本語字幕） - 動画で英語スピーキングを学ぶ
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1
Reviewer Gopalic
レビュアー Gopalic
2
How do you explain when things don't go as we assume?
物事が私たちの想定通りに進まないとき、どう説明すればいいのでしょうか？
3
Or better, how do you explain when others are able to achieve things that seem to defy all of the assumptions?
あるいはもっと良いことに、あらゆる前提を覆すような成果を他の人たちが上げられるとき、それをどう説明しますか？
4
For example, why is Apple so innovative?
例えば、なぜアップルはそれほど革新的なのでしょうか？
5
Year after year after year after year, they're more innovative than all their competition.
年々、年々、年々、彼らは競合他社のどの企業よりも革新的だ。
6
And yet, they're just a computer company.
それでも、彼らはただのコンピューター会社に過ぎません。
7
They're just like everyone else.
彼らは他のみんなと何も変わりません。
8
They have the same access to the same talent, the same agencies, the same consultants, the same media.
彼らは同じ人材、同じ代理店、同じコンサルタント、同じメディアに、全く同じアクセス権を持っています。
9
Then why is it that they seem to have something different?
それなら、なぜ彼らは何か違うものを持っているように見えるのですか？
10
Why is it that Martin Luther King led the Civil Rights Movement?
11
He wasn't the only man who suffered in a pre-Civil Rights America, and he certainly wasn't the only great orator of the day.
彼は公民権運動以前のアメリカで苦しんだ唯一の男性ではなかったし、当時の偉大な演説家が彼だけだったわけでも決してなかった。
12
Why him?
なぜ彼なの？
13
And why is it that the Wright brothers were able to figure out
そして、なぜライト兄弟は解明することができたのでしょうか？
14
controlled powered man flight when there were certainly other teams who were better qualified, better funded, and they didn't achieve powered man flight,
他のチームの方が確実に資格もあり、資金も豊富だったのに、有人動力飛行を達成できなかった中で、彼らは有人動力飛行を実現したのです。
15
and the Wright brothers beat them to it?
そしてライト兄弟が先にそれを成し遂げたのですか？
16
There's something else at play here.
ここには何か別の要因が働いている。
17
About three and a half years ago, I made a discovery.
約3年半前、私はある発見をしました。
18
And this discovery profoundly changed my view on how I thought the world worked, and it even profoundly changed the way in which I operate in it.
そしてこの発見は、世界がどのように機能すると私が考えていたかという見方を根本的に変え、さらには私が世界の中でどう行動するかという方法までも根本的に変えました。
19
As it turns out, there's a pattern.
どうやら、あるパターンがあるようです。
20
As it turns out, all the great and inspiring leaders and organizations in the world, whether it's Apple or Martin Luther King or the Wright brothers,
実際のところ、世界中の素晴らしく感動を与えるリーダーや組織は、Appleであろうとマーティン・ルーサー・キングであろうと、ライト兄弟であろうと、
21
they all think, act, and communicate the exact same way, and it's the complete opposite to everyone else.
彼らは皆、全く同じように考え、行動し、コミュニケーションを取り、それは他のすべての人々とは完全に正反対です。
22
All I did was codify it.
私がしたのは、それを成文化しただけだ。
23
And it's probably the world's simplest idea.
そしてそれはおそらく世界で最もシンプルなアイデアです。
24
I call it the golden circle.
私はそれをゴールデンサークルと呼んでいます。
25
Why, how, what?
なぜ、どうやって、何？
26
This little idea explains why some organizations and some leaders are able to inspire where others aren't.
この小さなアイデアは、なぜ一部の組織やリーダーが他のそうでない人たちと比べて、人々の心を動かすことができるのかを説明しています。
27
Let me define the terms really quickly.
用語について、ごく簡単に定義させてください。
28
Every single person, every single organization on the planet knows what they do 100%.
この地球上のすべての人、すべての組織は、自分たちが何をしているのかを100%わかっています。
29
Some know how they do it, whether you call it your differentiating value proposition or your proprietary process or your USP.
それが差別化できる価値提案であれ、独自のプロセスであれ、あるいはUSP（独自の販売提案）であれ、自分たちのやり方を理解している人もいます。
30
But very, very few people or organizations know why they do what they do.
しかし、自分たちがなぜその行動をしているのかを知っている人や組織は、ごくわずかです。
31
And by why, I don't mean to make a profit.
32
That's a result.
33
It's always a result.
34
By why, I mean what's your purpose, what's your cause, what's your belief?
35
Why does your organization exist?
36
Why do you get out of bed in the morning?
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And why should anyone care?
38
Well, as a result, the way we think, the way we act, the way we communicate is from the outside in.
39
It's obvious.
40
We go from the clearest thing to the fuzziest thing.
41
But the inspired leaders and the inspired organizations, regardless of their size, regardless of their industry,
42
all think, act, and communicate from the inside out.
43
Let me give you an example.
例を挙げましょう。
44
I use Apple because they're easy to understand and everybody gets it.
私はAppleを使っています。なぜなら、理解しやすいし、誰もが使い方を知っているからです。
45
If Apple were like everyone else, a marketing message from them might sound like this.
もしアップルが他のどこの企業と同じだったら、彼らからのマーケティングメッセージはこんな感じになっていたかもしれない。
46
We make great computers.
私たちは素晴らしいコンピュータを作っています。
47
They're beautifully designed, simple to use, and user-friendly.
48
Want to buy one?
49
Meh.
50
And that's how most of us communicate.
51
That's how most marketing is done, that's how most sales are done, and that's how most of us communicate interpersonally.
52
We say what we do, we say how we're different or how we're better, and we expect some sort of behavior, a purchase of votes, something like that.
53
Here's our new law firm.
54
We have the best lawyers with the biggest clients.
55
We always perform for our clients, do business with us.
56
Here's our new car.
57
It gets great gas mileage.
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It has leather seats.
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Buy our car.
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But it's uninspiring.
61
Here's how Apple actually communicates.
62
Everything we do, we believe in challenging the status quo.
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We believe in thinking differently.
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The way we challenge the status quo is by making our products beautifully designed, simple to use, and user-friendly.
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We just happened to make great computers.
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Want to buy one?
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Totally different, right?
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You ready to buy a computer from me?
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All I did was reverse the order of the information.
70
What it proves to us is that people don't buy what you do, people buy why you do it.
71
People don't buy what you do, they buy why you do it.
72
This explains why every single person in this room is perfectly comfortable buying a computer from Apple.
73
But we're also perfectly comfortable buying an MP3 player from Apple, or a phone from Apple, or a DVR from Apple.
74
But as I said before, Apple's just a computer company.
75
There's nothing that distinguishes them structurally for many of their competitors.
76
Their competitors are all equally qualified to make all of these products.
77
In fact, they tried.
78
A few years ago, Gateway came out with flat screen TVs.
79
They're eminently qualified to make flat screen TVs.
80
They've been making flat screen monitors for years.
81
Nobody bought one.
82
And Dell came out with MP3 players and PDAs.
83
And they make great quality products, and they can make perfectly well-designed products, and nobody bought one.
84
In fact, talking about it now, we can't even imagine buying an MP3 player from Dell.
85
Why would you buy an MP3 player from a computer company?
86
But we do it every day.
87
People don't buy what you do, they buy why you do it.
88
The goal is not to do business with everybody who needs what you have.
89
The goal is to do business with people who believe what you believe.
90
Here's the best part.
91
None of what I'm telling you is my opinion.
92
it's all grounded in the tenets of biology, not psychology, biology.
93
If you look at a cross-section of the human brain, looking from the top down, what you see is the human brain is actually broken into three major components that correlate perfectly with the golden circle.
94
Our newest brain, our homo sapien brain, our neocortex, corresponds with the what level.
95
The neocortex is responsible for all of our rational and analytical thought and language.
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The middle two sections make up our limbic brains, and our limbic brains are responsible for all of our feelings, like trust and loyalty.
97
It's also responsible for all human behavior, all decision-making, and it has no capacity for language.
98
In other words, when we communicate from the outside in, yes, people can understand vast amounts of complicated information like features and benefits and facts and figures.
99
It just doesn't drive behavior.
100
When we communicate from the inside out, We're talking directly to the part of the brain that controls behavior
101
and then we allow people to rationalize it with the tangible things we say and do.
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This is where gut decisions come from.
103
You know, sometimes you can give somebody all the facts and your figures and they say, I know what all the facts and details say, but it just doesn't feel right.
104
Why would we use that verb?
105
It doesn't feel right.
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Because the part of the brain that controls decision making doesn't control language.
107
And the best we can muster up is, I don't know, it just doesn't feel right.
108
Or sometimes you say you're leading with your heart, or you're leading with your soul.
109
Well, I hate to break it to you, there aren't other body parts controlling your behavior.
110
It's all happening here in your limbic brain, the part of the brain that controls decision-making and not language.
111
But if you don't know why you do what you do, and people respond to why you do what you do,
112
then how will you ever get people to vote for you or buy something from you, or more importantly, be loyal and want to be a part of what it is that you do?
113
The goal is not just to sell people who need what you have.
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The goal is to sell to people who believe what you believe.
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The goal is not just to hire people who need a job.
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It's to hire people who believe what you believe.
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I always say that, you know, if you hire people just because they can do a job, they'll work for your money.
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But if you hire people who believe what you believe, they work for you with blood and sweat and tears.
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And nowhere else is there a better example of this than with the Wright brothers.
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Most people don't know about Samuel Pierpont Langley.
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And back in the early 20th century, the pursuit of powered man flight was like the dot-com of the day.
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Everybody was trying it.
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And Samuel Pierpont Langley had what we assume to be the recipe for success.
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I mean, even now, you ask people, why did your product or why did your company fail?
125
And people always give you the same permutation of the same three things.
126
Undercapitalized, the wrong people, bad market conditions, it's always the same three things.
127
Let's explore that.
128
Samuel Pierpont Langley was given $50,000 by the War Department to figure out this flying machine.
129
Money was no problem.
130
He held a seat at Harvard and worked at the Smithsonian and was extremely well connected.
131
He knew all the big minds of the day.
132
He hired the best minds money could find, and the market conditions were fantastic.
133
The New York Times followed him around everywhere, and everyone was rooting for Langley.
134
And how come we've never heard of Samuel Pierpont Langley?
135
A few hundred miles away in Dayton, Ohio, Orville and Wilbur Wright, they had none of what we consider to be the recipe for success.
136
They had no money.
137
They paid for their dream with the proceeds from their bicycle shop.
138
Not a single person on the Wright brothers' team had a college education, not even Orville or Wilbur.
139
And the New York Times followed them around nowhere.
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The difference was Orville and Wilbur were driven by a cause, by a purpose, by a belief.
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They believed that if they could figure out this flying machine, it'll change the course of the world.
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Samuel Pierpont Langley was different.
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He wanted to be rich and he wanted to be famous.
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He was in pursuit of the result.
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He was in pursuit of the riches.
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And lo and behold, look what happened.
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The people who believed in the Wright brothers' dream worked with them with blood and sweat and tears.
148
The others just worked for the paycheck.
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And they tell stories of how every time the Wright brothers went out, they would have to take five sets of parts
150
because that's how many times they would crash before they came in for supper.
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Eventually, on December 17, 1903, the Wright brothers took flight, and no one was there to even experience it.
152
We found out about it a few days later.
153
And further proof that Langley was motivated by the wrong thing, the day the Wright brothers took flight, he quit.
154
He could have said, that's an amazing discovery, guys, and I will improve upon your technology.
155
But he didn't.
156
He wasn't first, he didn't get rich, he didn't get famous, So he quit.
157
People don't buy what you do, they buy why you do it.
158
And if you talk about what you believe, you will attract those who believe what you believe.
159
Well, why is it important to attract those who believe what you believe?
160
Something called the law of diffusion of innovation.
161
And if you don't know the law, you definitely know the terminology.
162
The first 2.5% of our population are our innovators.
163
The next 13.5% of our population are our early adopters.
164
The next 34% are your early majority, your late majority, and your laggards.
165
The only reason these people buy touch-tone phones is because you can't buy rotary phones anymore.
166
We all sit at various places at various times on this scale, but what the law of diffusion of innovation tells us
167
is that if you want mass market success or mass market acceptance of an idea,
168
you cannot have it until you achieve this tipping point between 15% and 18% market penetration, and then the system tips.
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And I love asking businesses, what's your conversion on new business?
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And they love to tell you, oh, it's about 10% proudly.
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Well, you can trip over 10% of the customers.
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We all have about 10% who just get it.
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That's how we describe them.
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Right?
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That's like that gut feeling.
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Oh, they just get it.
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The problem is, how do you find the ones
178
that just get it before you're doing business with them versus the ones who don't get it?
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So it's this here, this little gap, that you have to close, as Jeffrey Moore calls it, crossing the chasm.
180
Because you see, the early majority will not try something until someone else has tried it first.
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And these guys, the innovators and the early adopters, they're comfortable making those gut decisions.
182
They're more comfortable making those intuitive decisions that are driven by what they believe about the world
183
and not just what product is available.
184
These are the people who stood online for six hours to buy an iPhone when they first came out, when you could have just walked into the store the next week and bought one off the shelf.
185
These are the people who spent $40,000 on flat-screen TVs when they first came out, even though the technology was substandard.
186
And by the way, they didn't do it because the technology was so great.
187
They did it for themselves.
188
It's because they wanted to be first.
189
People don't buy what you do, they buy why you do it.
190
And what you do simply proves what you believe.
191
In fact, people will do the things that prove what they believe.
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The reason that person bought the iPhone in the first six hours or stood in line for six hours
193
was because of what they believed about the world and how they wanted everybody to see them.
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They were first.
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People don't buy what you do, they buy why you do it.
196
So let me give you a famous example, a famous failure and a famous success of the law of diffusion of innovation.
197
First, the famous failure.
198
It's a commercial example.
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As we said before a second ago, the recipe for success is money and the right people and the right marketing conditions, right?
200
You should have success then.
201
Look at TiVo.
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From the time TiVo came out about eight or nine years ago to this current day, they are the single highest quality product on the market.
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Hands down, there is no dispute.
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They were extremely well-funded.
205
Market conditions were fantastic.
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I mean, we use TiVo as a verb.
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I TiVo stuff on my piece of junk, Time Warner DVR all the time.
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But TiVo is a commercial failure.
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They've never made money.
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And when they went IPO, their stock was at about $30 or $40 and then plummeted and it's never traded above $10.
211
In fact, I don't think it's even traded above $6, except for a couple of little spikes.
212
Because you You see, when TiVo launched their product, they told us all what they had.
213
They said, we have a product that pauses live TV, skips commercials, rewinds live TV,
214
and memorizes your viewing habits without you even asking.
215
And the cynical majority said, we don't believe you.
216
We don't need it.
217
We don't like it.
218
You're scaring us.
219
What if they had said, if you're the kind of person who likes to have total control over every aspect of your life,
220
boy, do we have a product for you.
221
It pauses live TV, skips commercials, memorizes your viewing habits, etc., etc. People don't buy what you do, they buy why you do it,
222
and what you do simply serves as the proof of what you believe.
223
Now let me give you a successful example of the law of diffusion of innovation.
224
In the summer of 1963, 250,000 people showed up on the mall in Washington to hear Dr. King speak.
225
They sent out no invitations and there was no website to check the date.
226
How do you do that?
227
Well, Dr. King wasn't the only man in America who was a great orator.
228
He wasn't the only man in America who suffered in a pre-civil rights America.
229
In fact, some of his ideas were bad.
230
But he had a gift.
231
He didn't go around telling people what needed to change in America.
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He went around and told people what he believed.
233
I believe, I believe, I believe, he told people.
234
And people who believed what he believed took his cause and they made it their own, and they told people.
235
And some of those people created structures to get the word out to even more people.
236
And lo and behold, 250,000 people showed up on the right day, on the right time to hear him speak.
237
How many of them showed up for him?
238
Zero.
239
They showed up for themselves.
240
It's what they believed about America
241
that got them to travel on a bus for eight hours
242
to stand in the sun in Washington in the middle of August.
243
It's what they believed.
244
And it wasn't about black versus white.
245
25% of the audience was white.
246
Dr. King believed that there are two types of laws in this world, world, those that are made by a higher authority and those that are made by man.
247
And not until all the laws
248
that are made by man are consistent with the laws
249
that are made by the higher authority will we live in a just world.
250
It just so happens that the Civil Rights Movement was the perfect thing to help him bring his cause to life.
251
We followed him not for him but for ourselves.
252
And by the way, he gave the I have a dream speech, not the I have a plan speech.
253
Listen to politicians now with their comprehensive 12-point plans.
254
They're not inspiring anybody.
255
Because there are leaders and there are those who lead.
256
Leaders hold a position of power or authority, but those who lead inspire us.
257
Whether they're individuals or organizations, we follow those who lead not because we have to, but because we want to.
258
We follow those who lead, not for them, but for ourselves.
259
And it's those who start with why that have the ability to inspire those around them or find others who inspire them.
260
Thank you very much.
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このレッスンについて
このレッスンでは、サイモン・シネックのTEDトーク「優れたリーダーはどうやって行動を促すか」を通じて、英語力を向上させることを目指します。特に、リーダーシップ、目的意識、コミュニケーションのスタイルに関するフレーズを学び、発音やリズムに慣れることで、自然なスピーキング力を身につけましょう。YouTubeで英語学習をする際の効果的な手法であるshadowspeakを取り入れ、リスニングとスピーキングの両方を強化します。
重要な語彙とフレーズ
- イノベーション - 新しいアイデアや製品を生み出すプロセス。
- 目的 - 何かをする理由や意図。
- コミュニケーション - 情報を伝える行為。
- リーダーシップ - 組織やグループを導く能力。
- 信念 - 何かを信じる気持ちや価値観。
- 差別化 - 特徴や価値で他と区別すること。
- 結果 - 行動や事象の後に現れる結果。
練習のヒント
この動画のスピードとトーンに合わせてshadow speechを練習する際、声の抑揚やリズムを意識することが大切です。サイモン・シネックの話し方は明快でありながら、情熱的でもあります。次のアドバイスを参考にしてみてください：
- まずは、動画を見ながら内容をよく理解します。
- 次に、短いフレーズに分けて、ナレーションを繰り返します。これにより、発音やリズムに慣れることができます。
- 自分の声でも録音してみて、発音をチェックしましょう。これは特にIELTSスピーキング対策に有効です。
- 録音を聞いた後、自己評価を行い、改善点を見つけるのも良いでしょう。
このように練習を重ねることで、より自然に英語を話せるようになり、他者にインスピレーションを与えることもできるようになるでしょう。
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 |
|---|---|
| 関係詞節 who / which + 節 — 人や物について情報を加える | man who suffered · people who believe · people who need |
| 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 actually broken · was given · were driven |
| 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 | we've never heard · has tried · They've never made |
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。