シャドーイング練習: The #1 Career Mistake Women Keep Making - 動画で英語スピーキングを学ぶ

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Carla, you have spent 35 plus years inside the rooms where decisions about people's compensation,

promotion, equity, opportunities are decided.

What do women not understand about how power truly works in the corporate world?

One of the most important things that I think women don't understand is

that you do need a sponsor speaking for you in those rooms, as you just articulated.

Every single decision about your career will be made in a room behind closed doors where you are not present.

Your compensation is going to be decided in a room where you're not present.

Your promotions are going to be decided in a room where you're not present.

And new opportunities are going to get doled out and you're not present.

So somebody has to speak on your behalf in that room.

And I dubbed that person back in 1990 a sponsor because that person is spending their currency.

Sponsors do spend currency.

They sponsor shows.

They sponsor games.

They spend their currency on your behalf to make sure that you're going to get the promotion.

You're going to get the compensation.

You're going to get the next great opportunity.

And women were told for so long that just keep your head down and work hard.

And if you're doing that, we tend to over invest, as I call it, in the performance currency.

That's your deliverable.

I call it that the performance currency.

You're delivering that which is asked of you and a little bit extra, right?

But you keep investing to the point of diminishing margin utility.

And what you should be doing is investing concurrently or very shortly thereafter in the relationships.

There should not be a question in your mind as to

who's going to spend some currency on your behalf in that oh so important meeting.

So going back to your context about you're in the room where the things are getting said, somebody has to speak for you.

Do you know who that is?

So one of the things that I say to professionals is especially when it's time for compensation decisions, especially when it's time for promotions, you need to ask yourself,

who's gonna spend some currency on me in that room?

And if you can't answer that question, then you know that you need to retreat from working so hard and invest in a sponsor relationship.

And sometimes you have to exercise your power.

You have to say, Mel, you know, I know that you guys are going to be making those decisions about promotions

and I need somebody to speak on my behalf.

You know me, you know my work, you know the client feedback, and I hope you feel comfortable spending a little currency on me behind closed doors.

Now, in a perfect world, you're having that conversation long before that afternoon where it's going to happen.

But worst case scenario, you don't let the meeting happen in the room when you haven't said anything to anybody,

because then you're sitting there like this.

And as the great Mike Tyson said, hope is not a strategy.

How do you?

I would love to dig just a little bit and unpack the sponsor topic.

And here's why.

Whenever that advice is brought up, and it is true, because if you are not known, if your contributions are not known,

if somebody cannot speak on your behalf about the value that you demonstrate,

why on earth would you think that just like you're getting paid to show up

and do the job you get promoted for doing more

or doing an exceptional job at it

and i think i made the mistake in my career early of just assuming

that somebody else would notice that how do you market your own visibility and contributions especially

in a world where you may be working from home, it may be hybrid, everybody's busy half the time, I don't even know what I'm working on.

How do you do that?

Because I think what somebody might say is, well, I don't even know what relationships to invest in, and I'm not quite sure what skills I should be demonstrating

or how to package those contributions to somebody that I rarely have time with.

Does that make sense?

It does.

It makes a lot of sense.

And let me unpack that a bit.

So So first of all, once you recognize that somebody has to speak on your behalf, now you have to ask yourself, well, who is that somebody for me?

And what I normally say to people is when you're thinking about a sponsor, here's how you pick out a sponsor.

Number one, the sponsor needs to have a seat at the decision-making table.

Number two, they need to have some visibility into your work.

Because if I go into the decision-making room and I am pounding the table, Mel ought to have this, Mel ought to have that.

And everybody in that room knows that I don't work with Mel, I have no credibility in that room.

And number three, your sponsor needs to have some juice.

They need to have some power in that room.

Now, so what do you do?

For two weeks, you study your environment and you say to yourself, who has a seat at the decision-making table?

And if you can't figure that out, then you just simply ask someone.

Mel, I walked around for years, not understanding how really decisions were being made, right?

Everybody would talk about the promotion committee, the promotion committee, but it wasn't really clear to me who was on the promotion committee until one day I asked somebody.

And it was another female manager director.

I was not yet an MD.

And I said, talk to me about this promotion committee, because this is an important year for me.

I don't understand how this thing works.

I've been hearing about it for years.

And she said, well, it's a group of people.

There are four or five people that are always there because they're on the operating committee or they're on the management committee.

And then there are different department heads that may or may not be the same from year to year.

And not only did she tell me who they were she actually drew a picture of the table

and she said this one sits next to this one this one sits next to

that this is how that works right

and I couldn't believe I'd walked around for

so long in such ignorance just thinking just just make sure

you do a good job make sure you do not really understanding

that dynamic so that's the first thing you should do who has a seat at decision-making table

and how are these decisions made the second thing is now Now you say, of the people that I know who have a seat at the table, who has visibility into my work?

And it doesn't have to be your direct boss, but it needs to be somebody that has some visibility into your work.

So it could be somebody who's in an adjacent group or something like that.

And then now, ideally, you pick two or three people from that second sheet.

And then now you start thinking about ways that you can build a relationship.

And this is the easiest part.

Most people think, oh, it's so hard to build a relationship in my environment.

You know, and oh, by the way, I'm an introvert.

And the way you build any relationship personally or professionally is just frequency of touch.

Think about the people, and it could be virtual touch to your point, or it could be physical touch.

So if you think about the people that you are close to in college or, you know, from previous experiences, how did you get close to them?

Maybe you went to the football games together.

Maybe you always worked out together, but it was that touch that created the relationship

So now with those people you want to build a sponsor relationship with you start thinking about ways

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that you can interact and in a professional environment It takes light touches.

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You don't even have to work with them You can just you know, you know what?

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I'm going down for my Starbucks run today Right, and I know you like it.

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How can I get it for you?

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You know, or you know, I'll fly if you buy whatever it is or Or, you know, Fridays, you say, hey, what you got going on for the weekend?

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You know, Mondays, you say, how was that thing that you did over the weekend?

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Or let me tell you what I did for the weekend.

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Or it's a town hall.

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You make sure you sit next to Mel every town hall and say, so what question?

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What do you think this is going to be about?

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Or, you know what?

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I got two questions.

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They're always begging for questions.

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Let me try this one on you and see what you think.

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So anytime you find ways to engage, those light touches are the things that relationships are made of.

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And nirvana is when somebody says, Mel, I'm going to make it happen for you.

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So they're already defining themselves as a sponsor.

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But for many of us, you have to exercise your power, which is what I did.

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And I went to somebody once I realized how important this was, big year for promotion.

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And I said, listen, you know, you and I both know somebody has to speak on my behalf behind closed doors.

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And you know me, you know my work, you know the client feedback.

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And I hope you feel comfortable sponsoring me because I think you'll do a terrific job on my behalf.

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and the person was sort of like, oh, nah, hubba hubba the hum, but then he said yes.

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And why was it an important conversation for me to have if he had told me no, he was going to have to tell me why.

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And that would have been important data for me from which to make a decision.

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But if he said yes, I trusted he'd get it done.

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コンテキストと背景

この動画では、キャリアにおける重要な洞察が提供されています。特に、女性がキャリアの決定的な場面で直面する課題について語られています。スピーカーは、35年以上にわたり、企業内での報酬や昇進、機会についての決定がどのようになされるかを観察してきた経験者です。彼女は、キャリアの進展にはスポンサーの存在が不可欠であることを強調しています。このスポンサーは、閉ざされた会議室であなたのために「通貨」を使い、あなたの仕事の価値を伝えてくれる役割を持っています。

日常会話に役立つトップ5フレーズ

「この会議には私の代わりに話してくれる人が必要です。」 - 誰かに自身のことを代弁してもらう必要性について。
「自分の目標を明確にすることが重要です。」 - 自身のキャリア目標を考えることの重要性。
「私の貢献を知ってもらうためにはどうすればいいか。」 - 自分の存在をアピールする方法について考えます。
「昇進についての話題を早めに持ちかけましょう。」 - 重要な決定の前にコミュニケーションを取る大切さ。
「功績をアピールしよう。」 - 自分の仕事をマーケティングすることの必要性。

段階的シャドーイングガイド

このビデオの内容を理解し、流暢さを向上させるために、以下のステップを試してみましょう：

最初にビデオを見て、全体の流れを把握します。
次に、重要なフレーズや表現をピックアップします。上記のリストから始めると良いでしょう。
ビデオを再生し、スピーカーの発音やイントネーションを注意深く聞きます。
次に、ビデオの一部分を一時停止し、スピーカーの後に続いて繰り返します。この時、shadowspeakを意識して自分の声で声に出してみてください。
最後に、実際の会話シーンを再現し、友達や仲間と互いにフィードバックを行います。これはYouTubeで英語学習を進める上で非常に効果的です。

これらのステップを通じて、IELTS スピーキング対策にも役立つ英会話能力を向上させることができます。自信を持って話すために、shadow speakの技術を活用して、日々の練習を重ねましょう。

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
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	are decided · will be made · be decided
関係詞節 who / which + 節 — 人や物について情報を加える	that which is · people that are · somebody that has
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	have spent · haven't said

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: The #1 Career Mistake Women Keep Making - 動画で英語スピーキングを学ぶ

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コンテキストと背景

日常会話に役立つトップ5フレーズ

段階的シャドーイングガイド

この動画の文法

シャドーイングとは？英語上達に効果的な理由