シャドーイング練習: Why Middle Management is the Hardest Job | Simon Sinek - 動画で英語スピーキングを学ぶ

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Middle management is the hardest job in any organization.

Because when you're junior, your only job is really to do your job.

That's it.

And you get trained how to do your job.

I mean, you all have to be licensed and go to school

and learn how to do the job of being an accountant.

And if you're really good at it, you eventually get promoted.

And you eventually get promoted to a position where you're now responsible for the people who do the job

you used to do but the problem is they don't give us any training how to do that.

And senior people are thinking about entirely different things.

They're thinking about the firm, thinking about strategy.

And the problem is

that you have this middle group that's in this sort of weird mix where they have to be strategic

but not majority strategic.

And they have to be tactical but they're not majority tactical.

And they have to translate what's going up here to down there and down here to up here.

And most things break in the middle because I'll meet firms where the leadership's amazing, and they're visionary, and they care about people,

and they want to do the right thing, and then I go down to the front line, and they're like, yeah, this place is the worst.

And so I'm like, what happened between here and there?

And it's the middle.

Most things break in the middle.

And so I think there are two factors.

One is we don't train people how to lead, right?

So as I said before, when we're junior, we have to know what to do we just do our jobs,

we have to be good at it, and as we become leaders in this middle management, we're now transitioning to this job,

we're now responsible for the people who do the job we used to do, but nobody is teaching us listening, nobody is teaching us communication skills,

nobody is teaching us effective confrontation, nobody is teaching us how to give and receive feedback, nobody is actually teaching us leadership.

So this is why we get managers and not leaders,

and you would never ask somebody to do anything in accounting without showing them how to do it, ever.

bad idea, right?

So why on earth do we think

that we can just promote someone to a leadership position

and expect that they know what to do without showing them how to do it?

So that's problem number one, is the total vacuum in some cases,

or just really minimal amounts of leadership training.

And it needs to be robust.

The other problem that I come across very often is I get some really wonderful self -taught leaders in middle management.

They're reading books.

They're going to conferences themselves.

They're watching TED Talks.

I mean, they're students of leadership.

They have mentors.

I mean, they're really making a go of it.

And they complain that the senior management, all they care about is the quarterly earnings.

And so the problem we have there is they're trying so hard to do the right thing, but management really doesn't care.

So that's the opposite, right?

And in those cases, I generally recommend that the right thing to do, I mean, quitting is always an option,

but that's not necessarily the best option or the first option.

But I always recommend to be the leader you wish you had, which is, I get the question, it is one of the,

if not the most common question I get, which is, what do I do when I'm trying to do the right thing

and my boss or my boss's boss or my boss's boss's boss just don't get it, you know?

All they care about is money before people.

And the answer is you can't control what you can't control,

so worry about the people around you worry about the people to the sides of you, a level below you, even a level above you,

and you be the leader you wish you had.

And what you start to find in those pockets is these magical little diamonds in the rough appear.

We worked with a large technology company, and we worked with a group where that's exactly what we did.

We developed this whole leadership thing just for this little group in the middle.

And yes, they started to do better, and their numbers went better, and the group expanded, and blah,

blah, blah, all the things you'd expect to happen.

But one thing we didn't expect is that the phone started ringing off the hook from other people in the firm asking,

can I get a job in your group?

Because when the people who worked in this group would go out for lunch with their friends who worked in other groups,

you know, how's work today?

Amazing.

Different stories, right?

Different stories.

And all of a sudden, word spread across this 80 ,000 -person company.

And this was only a group of 150 people.

Word spread across this 80 ,000 -person company

that everybody was trying to get into this group just because they wanted to work in it, because you had good leadership.

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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「Why Middle Management is the Hardest Job」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：middle, leadership, teaching, nobody, leader。この動画には、シャドーイング用の文が71文、単語が872語あります。音声の長さは4:21です。話す速さは速く、1分あたり約201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92%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
strategic 形容詞	/stɹəˈti.dʒɪk/	戦略的な
pocket 名詞	/ˈpɑ.kɪt/	ポケット, 懐中
transition 名詞	/tɹænˈzɪʃ.ən/	遷移, 推移
diamond 名詞	/ˈdaɪ.ə.mənd/	ダイヤモンド, ダイヤ
skill 名詞	/skɪl/	腕, 技
sudden 形容詞	/ˈsʌd.ən/	突然の
hook 名詞	/hʊk/	鉤, フック
expand 動詞	/ɪkˈspænd/	広げる, 拡大する
feedback 名詞	/ˈfiːdˌbæk/	フィードバック, 反応
earnings 名詞		収入, 稼ぎ
complain 動詞	/kəmˈpleɪn/	ぼやく, ぶつぶつ言う
magical 形容詞	/ˈmæd͡ʒ.ɪ.kəl/	魔法の
minimal 形容詞	/ˈmɪn.ə.məl/	最小, 最低
vacuum 名詞	/ˈvæ.kjuːm/	真空
mentor 名詞	/ˈmɛn.tɔː/	メンター

動画に出てくる句動詞

単語	意味
go up 動詞	上がる, 登る

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
「used to」 used to + 動詞 — 今はもう違う過去の習慣や状態	used to do
関係詞節 who / which + 節 — 人や物について情報を加える	people who do · had, which is · get, which is

注意したい発音

話し手はthey're, don't, we'reなど、短縮形や弱形を27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: transition /tɹænˈzɪʃ.ən/, confrontation /ˌkɑn.fɹənˈteɪ.ʃən/, visionary /ˈvɪʒəˌnɛɹi/
長い単語（アクセントの位置に注意）: necessarily /ˌnɛs.əˈsɛɹ.ə.li/, confrontation /ˌkɑn.fɹənˈteɪ.ʃən/, visionary /ˈvɪʒəˌnɛɹi/

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: necessarily /ˌnɛs.əˈsɛɹ.ə.li/, translate /tɹænzˈleɪt/
/v/ — /b/ にならないように、上の歯を下唇に当てる: vacuum /ˈvæ.kjuːm/, visionary /ˈvɪʒəˌnɛɹi/
/f/ — 「フ」ではなく、上の歯と下唇で出す: feedback /ˈfiːdˌbæk/, confrontation /ˌkɑn.fɹənˈteɪ.ʃən/

この動画での練習方法

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。
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。
自分の声を録音して元の音声と比べます。strategic, pocket, transition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 →

シャドーイング練習: Why Middle Management is the Hardest Job | Simon Sinek - 動画で英語スピーキングを学ぶ

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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

この動画の重要語彙

動画に出てくる句動詞

この動画の文法

注意したい発音

この動画での練習方法

シャドーイングとは？英語上達に効果的な理由