シャドーイング練習: The leadership mistake high performers make | Carla Harris - 動画で英語スピーキングを学ぶ

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As a senior leader, one of the most important things that you must stop doing is taking full responsibility for the execution.

Now, this might be a tough one.

Certainly, as a senior leader who loves execution, it was hard for me to relinquish the execution of the project.

You cannot be the person that creates a vision, sells the vision, gives the team some guidance on how to execute,

anticipate resources, anticipate other internal and external people that you need to collaborate with if you are mired down in the execution.

It is important for you to understand when you should execute and when you should delegate.

This is a very important distinction, especially for new managers who have been extraordinary individual contributors.

You have to intentionally pull yourself from the execution.

You can show someone how to do something once or twice

but because it is your strong suit it will be easy for you to slide back into executing.

So you have to have a level of awareness and intentionality where you say oh no no,

no, no, I cannot do it.

I have to depend on this person to do it.

Also, if you're focused on developing your people, you must have them execute.

And your job is to give them room to execute in whatever way might work for them.

You have to make sure that you're not pushing your methodology

or the way that you got it done when you were in their seats.

While you must be clear on the objective, you must give them room on the how.

And you might find that they're more innovative, they're more efficient, and they might even have a different outcome

and a better outcome than you were expecting as a senior leader.

And here's another thing that you might consider as a senior leader.

Trust is really important.

And if your people don't believe that you trust them to deliver, they over time will begin not to trust you.

Articulating a measure of trust and belief in someone will also encourage them to try even harder.

Say to them, I am going to let you all execute,

but I am going to count on you and trust you to tell me when you need help.

Even if you have a person that's coming to you asking question after question for every little detail.

Now, again, as a manager, you have to step back and say, come on, you're pretty smart.

That's why you're on my team.

I have to let you do your best to kind of figure it out.

And if you get it wrong, we're going to figure it out together.

But I need you to try on your own because I know you can do it.

Thank you.

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FOR YOU

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 leadership mistake high performers make | Carla Harris - 動画で英語スピーキングを学ぶ

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シャドーイングとは？英語上達に効果的な理由