シャドーイング練習: What Makes a Great Leader? - 動画で英語スピーキングを学ぶ

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We know that one of the key reasons why organizations aren't able to innovate, organizations aren't as agile as they need to be,
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is they don't have the kind of leadership they need.
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If you came to the Harvard Business School 100 years ago,
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great leadership was really about setting direction and making sure that people went in that direction.
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How do you come up with strategy?
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When I came almost 40 years ago, we moved a bit from strategy to really vision.
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So people like John Cotter and Warren Bennis helped us understand
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that people needed to have a bigger ambition than just the strategy what's the vision, where are we going and why?
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What I've come to see as I've begun to do research in the 2000s, yes, you still need to be a visionary, but guess what?
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Because innovation has become ever more important, that means really moving from vision to shaping culture and capabilities.
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You have to move from focusing on, okay, what's my vision and how do I communicate and get people to follow me to the future?
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Instead, leading innovation is about getting people to co-create that future with you.
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And co-creation requires a different kind of leadership.
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If you want to lead an organization and build an organization that can innovate at scale with speed,
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really leaders have three functions they have to fulfill.
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The ABCs of leadership.
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A, you must be an architect.
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B, you must be a bridger.
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And C, you must be a catalyst.
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The first role is the role of architect.
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building the culture and capabilities necessary for a group of people to be able to collaborate, experiment, and learn.
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Innovative work is not about an individual having an aha moment.
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It's really about a collaboration of individuals with diverse expertise, diverse points of view and experiences who figure out,
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again, how to collaborate, how to experiment and learn together with some speed, what we called collective genius.
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The idea here is that everyone in your organization has a slice of genius.
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Everyone has talents.
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Everyone has passions.
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Your role as a leader is to unleash the diverse slices of genius in your organization
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and then leverage and harness them for the collective good.
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How do you get everyone in the organization to understand
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that they need to work on not just what they should be doing, but what they could be doing?
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The second is B or Bridger.
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We have to go outside the organization to get access to talent and tools.
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You need to be able to bridge because you do not have the talent
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and tools you need inside your organization to innovate at speed.
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Or at scale, just don't.
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Particularly now that digital is such a big piece of it, you are always, you and your organizations are really embedded in a web of interdependencies.
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And that means trying to innovate across boundaries.
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So we see many organizations building out new units
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or asking leaders to lead units in
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which they really are serving as the bridge between the outside of the organization and the inside.
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We've been studying leaders who run innovation labs, corporate accelerators, even organizations that were digital first are finding
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that they need to partner with other digital first companies to get access to the cloud.
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Because other organizations might be better at it than they are better at it
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and they need to focus on other things that are their core capabilities.
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And then the third is catalysts, and this is when you're trying to accelerate co-creation throughout the entire ecosystem.
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And there can be a couple of reasons for why you want to do that.
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One may be that for you to do what you want to do inside your organization, you need other people, other organizations,
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to be able to innovate, because they've got to create something that you need to fulfill your purpose.
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The other is fundamentally because you're trying to just create more capability in the whole ecosystem because when you lift the whole, everyone gets lifted.
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It's when your ambition is much, much greater than your organization and you're maybe trying to change a country or the prospects of a whole continent.
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So you have to get the whole ecosystem active and co-creating if you want to do that kind of thing.
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An example would be if you want to secure yourself in your own internet service, service, then if you can help your client be more secure,
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have more cybersecurity, that helps you as well.
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So that's an instance of being a catalyst.
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But when you're actually doing the act of working across, that is where you're being a bridger.
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So these three roles are very interconnected.
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We've been studying the leader who runs the trials for Pfizer.
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Turns out that Pfizer can only innovate
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and be as agile as it needs to be if in fact their vendors are agile and able to innovate.
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And so we have leaders there who are working across with vendors
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and turning those vendors into partners where in fact we have a real connection.
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We do trust each other.
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We do know how to influence each other.
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We are willing to make mutual commitments because only when we have
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that deep connection are we willing to do the hard work
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together necessary to actually do something like run those trials in 266 days and make the impossible possible.
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Now what you see, again the catalyst role of
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that same leader is working to put together consortia of people who are in the pharmaceutical industries to go back
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and think about what are some new standards we want to set
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and talk with the regulators about now that we know what's possible.
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allow us to bring hope to patients even faster
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if we work across the industry to raise all of our capacity to do more innovative work.
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So what we see is organizations have to go outside to get what they need.
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What they're really all about is learning how to exercise influence when you don't have formal authority.
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We've got to let go of formal authority as our source of influence and power.
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Instead, we're using, if you will, being able to shape culture and capabilities, being able to forge connections between diverse parties,
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connections, real connections, where we actually have mutual trust, mutual influence, and mutual commitment.
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Don't rely so much on your formal authority as a way of influencing people.
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It's not very useful because with formal authority, if you're using that as your source of power, maybe you can control people,
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but you're not building their commitment.
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And you need commitment if you want to have people take the risks associated with trying to do something new and useful,
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particularly a breakthrough kind of innovation.
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You don't use formal authority as a way to get things done because you cannot tell people to innovate.
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You can only invite them.
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It is a voluntary act.

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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「What Makes a Great Leader?」を教材にしています。 繰り返し出てくる語は次のとおりです：organization, innovate, leader, formal, authority。 この動画には、シャドーイング用の文が62文、単語が1176語あります。 音声の長さは6:17です。 話す速さは速く、1分あたり約187語です。音のつながりや弱く発音される音が多くなります。 単語の87%は英語の頻出3,000語に含まれるため、語彙は分かりやすいです。

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
formal 形容詞/ˈfɔɹməl/正式, 公式
capability 名詞/ˌkeɪ.pəˈbɪl.ɪ.ti/能力
innovation 名詞/ˌɪn.əˈveɪ.ʃən/イノベーション, 革新
mutual 形容詞/ˈmjuːt͡ʃuəl/相互, 互いの
diverse 形容詞/daɪˈvɜːs/様々な
catalyst 名詞/ˈkæt.ɪ.lɪst/触媒
genius 名詞/ˈd͡ʒin.jəs/天才
vendor 名詞/ˈvɛn.dɚ/売り手, 販売者
ecosystem 名詞/ˈikoʊˌsɪstəm/生態系
experiment 名詞/ɪkˈspɛɹ.ə.mənt/実験
innovative 形容詞/ˈɪn.əˌveɪtɪv/革新的な
architect 名詞/ˈɑɹ.kɪˌtɛkt/建築家
slice 名詞/slaɪs/切れ, 一片
ambition 名詞/æmˈbɪʃ.ən/野望, 野心
fulfill 動詞/fʊlˈfɪl/遂行する, 実施する

動画に出てくる句動詞

単語意味
go back 動詞戻る, 帰る

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
現在完了進行形 have/has been + -ing — 以前に始まり今も続いている動作We've been studying
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 come · has become

注意したい発音

話し手はyou're, don't, we'veなど、短縮形や弱形を21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: innovation /ˌɪn.əˈveɪ.ʃən/, ambition /æmˈbɪʃ.ən/, passion /ˈpæʃən/, associate /əˈsoʊʃi.ət/, collaboration /kəˌlæbəˈɹeɪʃən/
  • 長い単語（アクセントの位置に注意）: capability /ˌkeɪ.pəˈbɪl.ɪ.ti/, innovation /ˌɪn.əˈveɪ.ʃən/, ecosystem /ˈikoʊˌsɪstəm/, experiment /ɪkˈspɛɹ.ə.mənt/, innovative /ˈɪn.əˌveɪtɪv/

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: formal /ˈfɔɹməl/, collaborate /kəˈlæb.ə.ɹeɪt/, rely /ɹɪˈlaɪ/, collaboration /kəˌlæbəˈɹeɪʃən/, voluntary /ˈvɑ.lənˌt(ɛ)ɹi/
  • /v/ — /b/ にならないように、上の歯を下唇に当てる: innovation /ˌɪn.əˈveɪ.ʃən/, diverse /daɪˈvɜːs/, vendor /ˈvɛn.dɚ/, collective /kəˈlɛktɪv/, innovative /ˈɪn.əˌveɪtɪv/
  • /f/ — 「フ」ではなく、上の歯と下唇で出す: formal /ˈfɔɹməl/, fulfill /fʊlˈfɪl/, pharmaceutical /ˌfɑː.məˈs(j)uː.tɪ.kl̩/, forge /fɔɹd͡ʒ/

この動画での練習方法

  1. 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。
  2. 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。
  3. 自分の声を録音して元の音声と比べます。formal, capability, innovation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。

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 →