쉐도잉 연습: Power: Why Some People Have It and Others Don't - 영상으로 영어 말하기 배우기

연습 모드 선택

각 모드는 전체 화면 연습실로 열립니다.

88 문장

문장이 너무 짧거나 길면 Edit를 눌러 조정하세요.

Why don't

people have power?

And having answered that question now approximately a billion times, I am pretty well ready to answer it for you, which is the biggest barrier,

I think, for us having power is, of course, ourselves.

We are our own biggest barrier to having power.

We are oftentimes not willing to do what it takes or to make the trade-offs required to have power.

We limit ourselves by being afraid to take chances or to fail.

So many of my friends graduate from Stanford Business School and they follow the well-trod paths of their predecessors, you know, which has never made much sense to me,

which is why would you go to the same firms

that hire all of the best and brightest from all the same schools

that you're graduating from go find the niche isn't

that what they teach you in competitive strategy but you know

so we we oftentimes aren't willing to take the chances required

uh we worry excessively about what others particularly peers think about us

we want to be liked by everybody or loved even

and therefore you know and it's a very interesting fine line that you want to walk.

Obviously you want to be liked and you want to be popular, but on the other hand what I try to teach the students

and what I try to get them to understand is that

if you think about it in a very simple common sense way your peers, your direct hierarchical peers are also your competitors.

If you think about you know you're going to start off day one class of associates at a law firm,

class of people at Goldman or Morgan Stanley, class of people at McKinsey, Bain, BCG.

All of these firms have an up or out.

And even if they don't have an up or out, sooner or later some of you are gonna get promoted to the next level and some of you won't.

So it is in fact the case that your peers are also your competitors.

And so maybe, you know, need to think about them in a variety of different ways.

We're reluctant to accept status and hierarchical differences.

My friend and colleague Deb Grunfeld, who teaches here, will tell you we live in a hierarchical world, and we're oftentimes uncomfortable with hierarchy.

Many of us are counter-dependent.

Certainly describes me, which is why I've got a good job at Stanford Business School.

We don't like to have people telling us what to do.

Many of us, so we rebel against hierarchical authority.

Other people get in positions of power, and they say, why do I have the right to tell people below me what to do?

And they try to give up their power.

So I think we're uncomfortable in hierarchy even though we live in hierarchies all the time.

We see the world as fair and just, and therefore we are less vigilant and strategic than required.

One of the common things when I teach people the cases that I teach them about, is I often get this comment, well you know, these people will get it in the end.

So I don't have anything to learn from them because sooner or later their bad behavior will catch up with them.

In fact, because the world is not a just and fair place, every religious tradition that I know has some account balancing scheme.

To deal with it, you know, later on.

You know, in some cases it's heaven and hell, in some cases it is reincarnation, in some cases it's karma,

and every religious tradition has this for the same reason.

Because it isn't, you know, it isn't a just and fair world, and so how do we make sense of this except by having some account balancing scheme.

But this makes us, I think, because we believe in a just world, we oftentimes don't pay attention to the more interesting people in the organization.

In the early 1980s, I visited at Harvard Business School and taught their version of this class, which by the way is not nearly as good,

called Power and Influence with my dear friend and colleague John Cotter.

And John would say to the students, and I think he was completely right, he'd say, you know, he'd say,

you all want to learn from the people who look brilliant and have amazing levels of interpersonal skill and have succeeded.

He said, the people you really ought to learn from are the people who look to you like they have no skill whatsoever, either interpersonally or in business,

but have nonetheless have made it to the top.

They have something else.

And it would be interesting in some ways to learn what that is and how they are maneuvered.

His point being that anybody can succeed if you are a genius and fabulous and successful and interpersonally competent.

But it takes real political skill to succeed when you have none of those attributes.

And he, by the way, is right.

And the insight is important.

To be able to learn from all kinds of people.

And to be able to accept all kinds of people, which I think we don't, because we see the world is just.

We become way too judgmental.

We are willing to make the trade-offs required to acquire power, being liked all the time versus getting things done.

I think that's, I can still recall being on a dean search committee many years ago, and there was a comment that the preceding dean was a nice person,

but we weren't going anywhere, and as I pointed out, the nice thing about being dead in the water is that no one could complain about the direction.

And that as soon as you start the boat, metaphorically speaking, someone will say, regardless of the evidence and the data, this isn't how I think we should be going.

And so there is this issue of, you know, if you wanna be liked by everybody, don't do anything.

As soon as you make a decision, some people will like it, and some people won't.

How we spend our time and focus our attention.

Strategic versus fun interactions and relationships.

Are you willing to pay the price of having power?

And there's an enormous price for having power.

My dear friend Rudy Crew has been through at least two, maybe three marriages.

You know, he works all the time.

Most successful people that I know have to work very, very hard, and that's true whether you're running a nonprofit or a for-profit.

You look at the people who go into government, and the one thing you can say, you may like their policies or not like their policies, they're all working enormously long and hard hours.

To be in a position like this, you have to pay a price.

You have to decide, am I willing to work this hard

and to interact with people who I need to interact with rather than the people who I perhaps want to interact with.

You know, so I like to tell people I'm in a job with relatively low interdependence.

I can have lunch with my friends.

If you want to have power, you need to figure who you need to have lunch with metaphorically,

strategically, in order to get things done and build the relationships that will make you successful.

And I, you know, I would come into class and we'd teach on Monday and Friday and, you know, it became like a joke finally when I would say to the students, I'd say, well, how did you spend your weekend?

And they would kind of look at me like, you know, what kind of a doofus is this?

We spent our weekend, you know, partying or skiing or doing whatever they do with their close friends, with their roommates, with their colleagues.

And I pointed out to them that if you spend all your time with your current close friends, how do you ever make new ones?

And in fact, there's a lot of research that shows

that the most useful ties that you will develop are the weak ties.

Because your friends travel pretty much in the same social circles you travel in, and therefore they can provide you mostly with redundant information.

if you want non-redundant information, you need to get out of your comfort zone with the people that you normally associate with.

Thank you all for being here, and thank you so much for inviting me.

앱 다운로드

유창하게 말하는 데 필요한 모든 것

AI 발음 평가문장마다 점수 확인

IPA 발음 연습모든 소리 마스터

단어 학습나만의 단어장 만들기

단어 게임놀면서 외우기

QR 스캔

Download on theApp Store Get it onGoogle Play

같은 채널

FOR YOU

이 레슨의 어휘와 말하기 포인트

이 C1 수준 말하기 레슨은 영상 “Power: Why Some People Have It and Others Don't”을(를) 바탕으로 합니다. 이 영상에는 섀도잉할 문장 88개와 단어 1442개가 있습니다. 말하는 구간의 길이는 8:01입니다. 화자는 분당 약 180단어로 빠르게 말하므로 연음과 약하게 발음되는 소리가 많습니다. 단어의 87%가 영어에서 가장 많이 쓰이는 3,000단어에 속합니다. 나머지는 연습 전에 미리 확인해 두세요.

이 영상의 핵심 어휘

영상에서 가장 어려운 단어 14개를 발음, 뜻과 함께 정리했습니다.

단어	발음	뜻
hierarchy 명사	/ˈhaɪ.ə.ɹɑː(ɹ).ki/	계층
colleague 명사	/ˈkɒliːɡ/	동료, 동업자
redundant 형용사	/ɹɪˈdʌn.dənt/	여분의, 불필요한
competitor 명사	/kəmˈpɛt.ɪ.tɚ/	경쟁자
reincarnation 명사	/ˌɹiːɪŋkɑː(ɹ)ˈneɪʃən/	윤회(輪迴) 륜회
maneuver 명사	/məˈnuvɚ/	기동, 연습
attribute 명사	/ˈæt.ɹɪˌbjut/	속성, 특질
roommate 명사	/ˈɹu(m)ˌmeɪt/	동숙인, 룸메이트
reluctant 형용사	/ɹɪˈlʌktənt/	싫어하다
predecessor 명사	/ˈpɹɛd.ə.sɛs.ɚ/	전임자
nonprofit 형용사		비영리
karma 명사	/kərm(ə)/	업, 카르마
nonetheless 부사	/ˌnʌnðəˈlɛs/	그럼에도 불구하고, 그렇지만
rebel 명사	/ˈɹɛb.əl/	반역자

영상에 나오는 구동사

단어	뜻
give up 동사	항복하다
point out 동사	가리키다

이 영상의 문법

화자가 가장 많이 쓰는 문형을 영상 속 실제 표현과 함께 정리했습니다.

문형	영상 속 표현
수동태 be + 과거분사 — 누가 하는지보다 무슨 일이 일어나는지에 초점	be liked · are maneuvered · being liked
현재완료 have/has + 과거분사 — 과거의 일이 지금도 관련이 있을 때	has never made · have succeeded · have made
관계절 who / which + 절 — 사람이나 사물에 대한 추가 정보	people who look · people who go · people who I

주의할 발음

화자는 don't, isn't, we're 같은 축약형과 약화된 형태를 30번 사용합니다. 들리는 대로 짧게 발음하세요.

긴 단어 — 강세 위치에 주의: hierarchical /ˌhaɪəˈɹɑːkɪkəl/, hierarchy /ˈhaɪ.ə.ɹɑː(ɹ).ki/, competitor /kəmˈpɛt.ɪ.tɚ/, excessively /ɪkˈsɛsɪvli/, reincarnation /ˌɹiːɪŋkɑː(ɹ)ˈneɪʃən/

한국어 화자가 어려워하는 소리:

/f/ — ㅍ(/p/)으로 바꾸지 말고 윗니를 아랫입술에 대기: oftentimes /ˈɔf.ənˌtaɪmz/, fabulous /ˈfæbjʊləs/
/v/ — ㅂ(/b/)과 구별하기: excessively /ɪkˈsɛsɪvli/, vigilant /ˈvɪd͡ʒɪlənt/, maneuver /məˈnuvɚ/, whatsoever /ˌ(h)wʌtsoʊˈɛvɚ/
/r/과 /l/ 구별하기: hierarchical /ˌhaɪəˈɹɑːkɪkəl/, reluctant /ɹɪˈlʌktənt/, rebel /ˈɹɛb.əl/

이 영상으로 연습하는 방법

먼저 말하지 않고 영상을 끝까지 듣고 모르는 단어를 적어 둡니다.
0.75배속으로 한 문장씩 섀도잉을 시작하고, 익숙해지면 보통 속도로 돌아갑니다.
자신의 목소리를 녹음해 원본과 비교하고, hierarchy, colleague, redundant 같은 단어에 특히 주의합니다.

쉐도잉이란? 영어 실력을 빠르게 키우는 과학적 방법

쉐도잉(Shadowing)은 원래 전문 통역사 훈련을 위해 개발된 언어 학습 기법으로, 다언어 학자인 Dr. Alexander Arguelles에 의해 대중화된 방법입니다. 핵심 원리는 간단하지만 매우 강력합니다: 원어민의 영어를 들으면서 1~2초의 짧은 지연으로 즉시 소리 내어 따라 말하는 것——마치 '그림자(shadow)'처럼 화자를 따라가는 것입니다. 문법 공부나 수동적인 청취와 달리, 쉐도잉은 뇌와 입 근육이 동시에 실시간으로 영어를 처리하고 재현하도록 훈련합니다. 연구에 따르면 이 방법은 발음 정확도, 억양, 리듬, 연음, 청취력, 말하기 유창성을 크게 향상시킵니다. IELTS 스피킹 준비와 자연스러운 영어 소통을 원하는 분들에게 특히 효과적입니다.

섀도잉 방법: 단계별 전체 가이드 읽기 →

쉐도잉 연습: Power: Why Some People Have It and Others Don't - 영상으로 영어 말하기 배우기

연습 모드 선택

앱 다운로드

같은 채널

Quick Study: How Venture Capitalists Make Decisions

View From The Top with Roelof Botha, Managing Partner of Sequoia Capital

Leading in a Time of Change: Jamie Dimon, Chairman and CEO, JP Morgan Chase

Last Lecture Series: How to Live your Life at Full Power — Graham Weaver

Stanford Leadership Forum 2026: Rewiring the Workforce in the Age of AI

Alibaba's Ma Reflects On 12-Year Journey at China 2.0 Conference

How to Be Unforgettable

Think Fast, Talk Smart: Communication Techniques

Make Body Language Your Superpower

Oprah Winfrey: The Secret of My Success

Class Takeaways — Turning Data Into a Superpower

추천 영상

The Psychology of Power, Silence, and Self-Control! | Robert Greene

Directness with Respect: How to Make the Hard Conversations Easy

Lean Into Imposter Syndrome, Don't Give In to It

(42-Minute) C1 Level Office Politics Explained || Advanced English Listening

The Speech that will Change Your Life

Leisure's Not a Luxury. It's a Requirement for Top Leaders

The Respect Effect: What Stereotype Threat Teaches Us About Communication

Why Effort Matters More Than Talent | Angela Duckworth

The Tribute System: The new World Order

Be Strategically Authentic

The one principal that all highly successful people share | Mark Manson

How to Protect Ourselves