쉐도잉 연습: What Makes a Great Leader? - 영상으로 영어 말하기 배우기
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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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이 레슨의 어휘와 말하기 포인트
이 말하기 레슨은 영상 “What Makes a Great Leader?”을(를) 바탕으로 합니다. 가장 자주 반복되는 단어는 다음과 같습니다: organization, innovate, leader, formal, authority. 이 영상에는 섀도잉할 문장 62개와 단어 1176개가 있습니다. 말하는 구간의 길이는 6:17입니다. 화자는 분당 약 187단어로 빠르게 말하므로 연음과 약하게 발음되는 소리가 많습니다. 단어의 87%가 영어에서 가장 많이 쓰이는 3,000단어에 속해 어휘가 쉬운 편입니다.
이 영상의 핵심 어휘
영상에 나오는 익혀 둘 만한 단어 15개를 발음, 뜻과 함께 정리했습니다.
| 단어 | 발음 | 뜻 |
|---|---|---|
| formal 형용사 | /ˈfɔɹməl/ | 형식적 |
| innovation 명사 | /ˌɪn.əˈveɪ.ʃən/ | 혁신 |
| mutual 형용사 | /ˈmjuːt͡ʃuəl/ | 서로의 |
| catalyst 명사 | /ˈkæt.ɪ.lɪst/ | 촉매 |
| genius 명사 | /ˈd͡ʒin.jəs/ | 천재 |
| vendor 명사 | /ˈvɛn.dɚ/ | 판매인, 판매자 |
| ecosystem 명사 | /ˈikoʊˌsɪstəm/ | 생태계 |
| experiment 명사 | /ɪkˈspɛɹ.ə.mənt/ | 실험 |
| architect 명사 | /ˈɑɹ.kɪˌtɛkt/ | 설계자, 계획자 |
| slice 명사 | /slaɪs/ | 부분, 몫 |
| ambition 명사 | /æmˈbɪʃ.ən/ | 야망, 야심 |
| fulfill 동사 | /fʊlˈfɪl/ | 수행하다 |
| collaborate 동사 | /kəˈlæb.ə.ɹeɪt/ | 공동으로 일하다 |
| cloud 명사 | /ˈklaʊ̯d/ | 구름 |
| passion 명사 | /ˈpæʃən/ | 열정 |
영상에 나오는 구동사
| 단어 | 뜻 |
|---|---|
| go back 동사 | 돌아가다 |
| put together 동사 | 조립하다 |
이 영상의 문법
화자가 가장 많이 쓰는 문형을 영상 속 실제 표현과 함께 정리했습니다.
| 문형 | 영상 속 표현 |
|---|---|
| 현재완료진행 have/has been + -ing — 전에 시작해 지금도 계속되는 동작 | We've been studying |
| 현재완료 have/has + 과거분사 — 과거의 일이 지금도 관련이 있을 때 | I've come · has become |
주의할 발음
화자는 you're, don't, we've 같은 축약형과 약화된 형태를 21번 사용합니다. 들리는 대로 짧게 발음하세요.
- “sh”와 “zh” 소리: innovation /ˌɪn.əˈveɪ.ʃən/, ambition /æmˈbɪʃ.ən/, passion /ˈpæʃən/, associate /əˈsoʊʃi.ət/, collaboration /kəˌlæbəˈɹeɪʃən/
- 긴 단어 — 강세 위치에 주의: capability /ˌkeɪ.pəˈbɪl.ɪ.ti/, innovation /ˌɪn.əˈveɪ.ʃən/, ecosystem /ˈikoʊˌsɪstəm/, experiment /ɪkˈspɛɹ.ə.mənt/, innovative /ˈɪn.əˌveɪtɪv/
한국어 화자가 어려워하는 소리:
- /f/ — ㅍ(/p/)으로 바꾸지 말고 윗니를 아랫입술에 대기: formal /ˈfɔɹməl/, fulfill /fʊlˈfɪl/, pharmaceutical /ˌfɑː.məˈs(j)uː.tɪ.kl̩/, forge /fɔɹd͡ʒ/
- /v/ — ㅂ(/b/)과 구별하기: innovation /ˌɪn.əˈveɪ.ʃən/, diverse /daɪˈvɜːs/, vendor /ˈvɛn.dɚ/, collective /kəˈlɛktɪv/, innovative /ˈɪn.əˌveɪtɪv/
- /r/과 /l/ 구별하기: formal /ˈfɔɹməl/, collaborate /kəˈlæb.ə.ɹeɪt/, rely /ɹɪˈlaɪ/, collaboration /kəˌlæbəˈɹeɪʃən/, voluntary /ˈvɑ.lənˌt(ɛ)ɹi/
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, formal, innovation, mutual 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.