シャドーイング練習: The Most Powerful Speaking Frameworks To Speak CLEARLY - 動画で英語スピーキングを学ぶ
レッスンを作成中...
1
Today, I want to introduce you to the three most powerful communication frameworks I've ever come across.
2
I've spent hundreds of hours watching every major communicator that you can think of online.
3
I live and breathe this material.
4
I love it.
5
It's in my bones.
6
And I want to offer up to you a framework on solving rambling.
7
a framework on solving your nervous system, and a framework on Clarity.
8
Specifically, we're solving the problems of how do you not wander around with your thoughts?
9
How do you calm yourself before speaking in a high pressure scenario?
10
What is the framework for that?
11
Thank you.
12
And then how can you, from the very first word, Speak clearly.
13
Thank you.
14
Let's go through the first one, and then I'm going to offer a very powerful reframe, a thought on how you can think about mental models.
15
So the very first framework that I want to introduce you to.
16
is what I call setting the campfire.
17
And I want to tell you, A very brief story here.
18
I'm going to paint two different realities.
19
And Reality number one on the left hand side.
20
is you have a forest. And it's at night.
21
And these lines are trees.
22
And you begin your path.
23
your little red riding hood route through the forest.
24
And you might wander around a tree and you might loop back around
25
because you lose your way because it's nighttime and there are owl eyes
26
and noises and wolf howls that are scaring you and you are looking for the way through the forest and then.
27
What you end up seeing is, is in the distance.
28
You see a campfire.
29
And that's what this is right here.
30
This is a campfire.
31
And suddenly, you know where you are.
32
Okay.
33
You know where home is a sense of direction.
34
That fire gives you hope.
35
This is scenario number one.
36
is there's a winding path, a winding journey that's necessary before you know where you're going.
37
Scenario number two is actually very similar.
38
And what scenario number two does, is one thing slightly different.
39
You start...
40
By lighting the campfire.
41
That's your first step.
42
And by lighting the campfire, what this allows you to do, is when you go to explore, when you begin your Little Red Riding Hood path,
43
And you walk around the trees when you don't know where home is.
44
All you have to do is turn around.
45
You see the campfire that you lit and you can go back.
46
And then you can branch off to a new thought, a new adventure.
47
And you can go back.
48
And you can take a completely different direction and you can go back.
49
You always have a sense of home.
50
So what most people do when they speak, is they follow this first option.
51
They begin talking aimlessly when they're trying to articulate a thought in a meeting
52
or on a sales call or in an investor meeting or they're.
53
talking to a client, Whatever the high stakes environment is, they haven't set a campfire.
54
What we need to do is kind of ask the obvious question here, which is how do we set this campfire first?
55
And what is the campfire?
56
So that if we get lost in our rambling or if we find ourselves speaking excessively using too many words, We know what home is,
57
and we can return there.
58
So, Let's talk about this briefly.
59
What is the campfire?
60
Well, what the campfire is is a single sentence.
61
And I'm going to illustrate with this with just a line.
62
It's a single sentence that aims to capture 50 % of your idea.
63
And 50 % is just a rough statistic.
64
All this should really translate to in your mind is half.
65
You're not looking to compress your entire idea, all the emotions, the images, the associations, the memories.
66
You're not looking to compress that into a single sentence.
67
You're just looking to capture a little bit, a slice, not the entire thought, just a slice.
68
And you want to try to contain that into a single sentence.
69
So let me give you an example.
70
Let's say I was asked, Joseph, what is leadership?
71
Haven't been asked that question before, but Joseph, what is leadership?
72
What I would probably do is I would stop and I would think about it for a minute.
73
I'd say that's a great question.
74
To mean leadership, is certainty not clarity.
75
now I don't know if that should be entirely true.
76
That's what comes to mind in the moment.
77
But now that campfire, that home base, That first sentence captured
78
close to 50 % of what I was thinking or roughly a little bit of what I was thinking.
79
And now I can develop that thought and I can branch out and I can say, "Well, what do we mean by certainty?
80
What do we mean by clarity?" And that's my version of stepping away from the campfire and coming back home, stepping away from the campfire, coming back home.
81
And what you have are these very intentional steps away from home base that come back to home base.
82
And it looks like a very ordered geometric aesthetic pattern of speaking versus this very wasteful winding route. to the same destination.
83
So setting the campfire simply means that first sentence you say use time to think.
84
Use time to pause.
85
And think about how can you compress your idea?
86
How can you accelerate your thinking?
87
And by virtue of giving yourself that pressure, you will accelerate your thinking.
88
to one sentence.
89
And that sentence doesn't need to be perfect.
90
It just needs to capture about 50 % or even 30%, just a little shadow.
91
of what's inside your mind, and then you can expand from there.
92
So let's talk about mental models and frameworks.
93
in a deeper level.
94
Before we get to the second framework, and this is my favorite one out of the three.
95
Third one is the most powerful, but the second one I personally used before I started this video.
96
Okay.
97
What I want to share about mental models is something
98
that I've noticed working with hundreds of clients over the last few years, and that is that each mental model, each framework doesn't work for every person.
99
And that's because oftentimes I hear things like, well, I want to speak like Steve Jobs.
100
I want to speak like Mahatma Gandhi.
101
I want to speak like Muhammad Ali.
102
I want to talk like Martin Luther King Jr.
103
What they're forgetting are the ways that these great titans of speech constructed their thoughts
104
but very much the byproduct of their thinking and their lived experience.
105
Steve Jobs, for example, would almost always root everything that he said in a story or some lived story.
106
principle, some event that taught him something very profound and universal
107
that had like a cosmic significance to it you know he would tell a story
108
and then he would say something like and i realized that people are always inherently motivated by their own good.
109
Something like that.
110
I mean, I'm botching words here.
111
So this is why frameworks have to be approached with caution.
112
You have to try them on like a shoe.
113
And if it doesn't fit and it doesn't feel like your personality, don't force it.
114
Ultimately, you're wanting to take your thinking, understand that and then translate that to speech.
115
And so I offer up these frameworks to you as new thought patterns to try on, because I've seen many people want to speak like Steve Jobs
116
and we can give you Steve Jobs top five frameworks and they won't work for you.
117
They'll feel very foreign and artificial.
118
So approach these with caution.
119
The second one I want to introduce you to my personal favorite.
120
It's called the Giving Getting Scale, and this one is designed to help with nervousness.
121
And the reason this is designed to help with nervousness is
122
because what often shuts people down in meetings and what causes them to.
123
Titan like a ball and go into a tunnel vision and just feel like, Every single second that ticks by is wasted potential.
124
And then they walk away with this bit of a social hangover feeling like, my goodness, this could have been so much better.
125
All of this is because they're not calm
126
and they do not know what to do to set their mind and their framework right before they even open their mouth.
127
And so the giving getting scale, what this is, is a very simple idea.
128
Here it is.
129
We are most at ease.
130
and we are calm.
131
When we are giving to other people.
132
We are unsettled.
133
And there's pressure.
134
When we put the expectation on ourselves to get from.
135
other people.
136
So you could see these arrows pointing up and down on the right hand side.
137
The red arrows, the titles next to them are people or positions that we typically want to extract from.
138
An employer, celebrity, relationship partner.
139
Now, these aren't always true.
140
These could actually be people that we give to.
141
But on average, these are people that people want to get from.
142
Give to.
143
We can give to a child.
144
We can give to an elderly person.
145
We can give to a homeless person.
146
And a close friend is usually someone who's very neutral and reciprocal.
147
Someone we're not anxious around and we're not trying to give to excessively.
148
Now, these don't represent where people should be.
149
These just are for most people where people are.
150
So when we're getting from people, when we want something, when we want validation, when we want resources, when we want respect, when we want time, when we want money, when we want a sale,
151
when we want funding, That expectation causes us to tighten.
152
It causes us to lose access to what's in our mind.
153
because we're not calm, because our nervous system is fundamentally misregulated.
154
And it's misregulated because our breathing Typically, is not controlled.
155
We're breathing very fast.
156
We're breathing from our chest instead of breathing from the belly, from the diaphragm.
157
Our breaths are probably...
158
twice, maybe three times every 10 seconds.
159
And this is something that we moderate inside of Elite Speak with the clients
160
that we work with is get your breathing right first.
161
before you even start thinking about your words.
162
But there's a really, really simple reframe that can help you.
163
Change your breathing.
164
Change your nervous system.
165
so that when you give to other people
166
and i'll tell you what you're giving to other people in just a minute You feel calm,
167
you feel relaxed, and you feel exactly the same in front of whoever you're speaking to as if you're with yourself alone, talking to your daffodils on your kitchen table.
168
Okay.
169
So, What we're giving, And what I'm giving to you right now is the gift of my time, my attention, and my presence.
170
And that's what I say often when I start my YouTube content, before I even hit the camera, before my videographer even starts recording.
171
I say, I'm here to offer the gift of my time, my attention, my presence to the people before me.
172
That line is called a mental primer.
173
And a mental primer is something that every major communicator who I've spoken to, I've received coaching from, will use before stepping on stage.
174
Not that specific mental primer, not the giving, getting mental primer, but some version that they've created.
175
And it's to align their focus on serving and giving to their audience.
176
This is the biggest framework that I can offer you
177
that can help regulate your nervous system and calm you before you have to perform.
178
Because if you're focused on getting from other people, getting attention, getting applause, getting a standing ovation, you doom yourself to never being able to achieve that.
179
Or if you achieve that, you're not satisfied with it.
180
Let's talk about the third framework.
181
This is also a very powerful one.
182
In fact, power is in the name.
183
The power arc.
184
In the PowerArc, we teach this to CEOs, founders, entrepreneurs, business leaders, any high performer who...
185
is speaking in a meeting, that specifically is agenda driven.
186
So it's not just a casual creative strategy session.
187
There's something that you're looking to persuade people to do, or a call to action that you're looking to implement.
188
The power arc is three parts.
189
The bottom line up front, Why does this matter?
190
Specifically that phrase asking that rhetorical question.
191
and then saying, think about it, specifically using some pointed hand gesture.
192
So what this looks like is...
193
Joseph.
194
Why are mental frameworks important?
195
Okay.
196
Mental frameworks are important.
197
because they allow you to respect the listener's time.
198
Why does this matter?
199
Because people's time is valuable.
200
Think about it.
201
If I walked into a conversation or a meeting, And I treated your time like it was dirt.
202
or sand from the ocean and I just threw it there
203
and threw it there and wasted your time with just random bits of information
204
that weren't related to what we were talking about would you feel respected?
205
No. So stepping outside of that rehearsal, Very similar to the...
206
beacon, the setting the campfire, You're going to compress your thought into one opening line.
207
Once again, the bottom line can be about 50%.
208
30 to 50 % of your idea.
209
And I say the percentage because it does not have to be perfect.
210
Perfection is not the goal.
211
Just a slice.
212
That's the bottom line up front.
213
You say that in the beginning.
214
And then you ask the question, why does this matter?
215
And you're asking this not to the person or people you're speaking to.
216
You're asking this to yourself.
217
It's what they call a rhetorical question.
218
It's ask for the purpose of reflecting back on what you said, not ask literally to be answered by the person.
219
Very powerful.
220
And then, You add, think about it.
221
Think about it.
222
And what I love doing is I love pointing to my temple.
223
Think about it or think about it.
224
Use your fingers.
225
It's very persuasive.
226
It makes it seem like you're calling attention to something that's almost timeless and universal.
227
So the power arc, He is.
228
a very important framework in helping you clearly communicate what needs to be done and why it needs to be done.
229
This is a clarity framework.
230
There's a whole category when you study communication, there's a whole category of frameworks that are called clarity frameworks.
231
And this is one of them.
232
This is the best one.
233
It's very simple because it just involves memorizing two phrases
234
and knowing one simple technique that we already talked about very early on, something anyone can do.
235
but it allows you to come off very assertive, which most people aren't.
236
It allows you to come off as persuasive and very ordered and structured in your thinking.
237
So what I would encourage all of you to do is practice with these.
238
And if you want my help
239
and our team's help in baking these into the way
240
that you speak and helping you role play through your worst case scenarios and solve these communication challenges forever, click the links below.
241
And I hope this video helped.
📺 同じチャンネル
✨ おすすめ動画
B23
355 文
How to Speak Better Than 99% of People (5 Frameworks)
Business EnglishInterview EnglishUniversity Students
B2413 文
Speak More Naturally: 100 Phrases Every Native Speaker Uses
Business EnglishDaily ConversationUniversity Students
B24
178 文
"Give me 13 Minutes, and I'll Improve Your Communication Skills by 88%..." - Jim Rohn
Business EnglishDaily ConversationUniversity Students
B217
123 文
Listening & Shadowing English Speaking Practice
American AccentBusiness EnglishDaily ConversationUniversity Students
B21
22 文
Think Fast, Talk Smart in Any Situation | Matt Abrahams
Business EnglishDaily ConversationUniversity Students
B114
13 文
4 Powerful Reframes for Overthinkers | @Dr.ShadeZahrai #shorts
Business EnglishDaily ConversationUniversity Students
B11
208 文
This Forces You To Speak Coherently On YouTube
Business EnglishDaily ConversationUniversity Students
B21
248 文
How to Talk to Anyone with Ease and Confidence
Business EnglishInterview EnglishDaily Conversation
B25
164 文
English Fluency: The 3 Types of Speaking Practice You Actually Need
American AccentBusiness EnglishDaily ConversationUniversity Students
B11
95 文
Improve English Speaking : Flow, Clarity, Structure 🎯
British AccentBusiness EnglishDaily ConversationUniversity Students
B24
254 文
6 Mind Shifts to Stop Overthinking & Speak English Faster | English Reading and Listening Practice
Business EnglishDaily ConversationUniversity Students
この動画で話す練習をする理由は？
このYouTubeで英語学習に特化した動画は、英語を話す際に明確さと自信を持つための強力なフレームワークを提供しています。話し方の改善は、英語のスピーキングスキルを向上させ、特にIELTSスピーキング対策において非常に重要です。視聴者は、緊張する場面でも冷静に話す方法を学び、不安を和らげ、アイデアを明確に表現するスキルを磨くことができます。これにより、英語の発音を良くするだけでなく、メッセージを効果的に伝える力も強化されます。
文法とコンテクスト内の表現
動画で特に注目すべき文法構造や表現は以下の通りです：
- キャンプファイヤーを設定する：このメタファーは、発言を始める際に話す内容の核となるアイデアを事前に設ける重要性を示しています。
- サポートを見つける：無意識のうちに迷ったり道を外れる場合でも、元に戻れる「キャンプファイヤー」を意識することが大切です。
- 新しい冒険に挑む：新しいアイデアや方向性に進む際の柔軟性を持つことが、クリアなコミュニケーションに繋がります。
これらの表現を理解し、日常会話やプレゼンテーションで取り入れていくことは、YouTubeで英語学習に役立ちます。
一般的な発音の罠
この動画では、特に注意が必要な発音やアクセントについても学べます。以下の言葉は、発音の際に混乱を招きやすいものです：
- 「キャンプファイヤー」や「方向性」は、特に日本語話者にとって発音が難しいため、リスニングの強化やシャドースピーチの練習が役立ちます。
- 「柔軟性」は、音節の強弱が重要で、適切なリズムで発音することが求められます。
これらの発音トラップを克服するためには、shadowing siteでの練習や、英語のフレーズを声に出して繰り返すことで効果的に改善できます。
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 | was asked · been asked · be approached |
| 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 | I've ever come · I've spent · haven't set |
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。