쉐도잉 연습: Why good leaders make you feel safe | Simon Sinek | TED - YouTube로 영어 말하기 배우기
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There's a man by the name of Captain William Swenson who recently was awarded the congressional Medal of Honor for his actions on September 8, 2009.
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There's a man by the name of Captain William Swenson who recently was awarded the congressional Medal of Honor for his actions on September 8, 2009.
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On that day, a column of American and Afghan troops were making their way through a part of Afghanistan to help protect a group of government officials, a group of Afghan government officials, who would be meeting with some local village elders.
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The column came under ambush, and was surrounded on three sides, and amongst many other things, Captain Swenson was recognized for running into live fire to rescue the wounded and pull out the dead.
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One of the people he rescued was a sergeant, and he and a comrade were making their way to a medevac helicopter.
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And what was remarkable about this day is, by sheer coincidence, one of the medevac medics happened to have a GoPro camera on his helmet and captured the whole scene on camera.
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It shows Captain Swenson and his comrade bringing this wounded soldier who had received a gunshot to the neck.
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They put him in the helicopter, and then you see Captain Swenson bend over and give him a kiss before he turns around to rescue more.
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I saw this, and I thought to myself, where do people like that come from?
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What is that? That is some deep, deep emotion, when you would want to do that.
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There's a love there, and I wanted to know why is it that I don't have people that I work with like that?
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You know, in the military, they give medals to people who are willing to sacrifice themselves so that others may gain.
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In business, we give bonuses to people who are willing to sacrifice others so that we may gain.
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We have it backwards. Right?
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So I asked myself, where do people like this come from?
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And my initial conclusion was that they're just better people.
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That's why they're attracted to the military.
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These better people are attracted to this concept of service.
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But that's completely wrong.
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What I learned was that it's the environment, and if you get the environment right, every single one of us has the capacity to do these remarkable things, and more importantly, others have that capacity too.
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I've had the great honor of getting to meet some of these, who we would call heroes, who have put themselves and put their lives at risk to save others, and I asked them, "Why would you do it?
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Why did you do it?" And they all say the same thing: "Because they would have done it for me." It's this deep sense of trust and cooperation.
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So trust and cooperation are really important here.
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The problem with concepts of trust and cooperation is that they are feelings, they are not instructions.
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I can't simply say to you, "Trust me," and you will.
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I can't simply instruct two people to cooperate, and they will.
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It's not how it works. It's a feeling.
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So where does that feeling come from?
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If you go back 50,000 years to the Paleolithic era, to the early days of Homo sapiens, what we find is that the world was filled with danger, all of these forces working very, very hard to kill us.
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Nothing personal.
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Whether it was the weather, lack of resources, maybe a saber-toothed tiger, all of these things working to reduce our lifespan.
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And so we evolved into social animals, where we lived together and worked together in what I call a circle of safety, inside the tribe, where we felt like we belonged.
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And when we felt safe amongst our own, the natural reaction was trust and cooperation.
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There are inherent benefits to this.
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It means I can fall asleep at night and trust that someone from within my tribe will watch for danger.
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If we don't trust each other, if I don't trust you, that means you won't watch for danger.
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Bad system of survival.
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The modern day is exactly the same thing.
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The world is filled with danger, things that are trying to frustrate our lives or reduce our success, reduce our opportunity for success.
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It could be the ups and downs in the economy, the uncertainty of the stock market.
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It could be a new technology that renders your business model obsolete overnight.
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Or it could be your competition that is sometimes trying to kill you.
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It's sometimes trying to put you out of business, but at the very minimum is working hard to frustrate your growth and steal your business from you.
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We have no control over these forces.
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These are a constant, and they're not going away.
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The only variable are the conditions inside the organization, and that's where leadership matters, because it's the leader that sets the tone.
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When a leader makes the choice to put the safety and lives of the people inside the organization first, to sacrifice their comforts and sacrifice the tangible results, so that the people remain and feel safe and feel like they belong, remarkable things happen.
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I was flying on a trip, and I was witness to an incident where a passenger attempted to board before their number was called, and I watched the gate agent treat this man like he had broken the law, like a criminal.
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He was yelled at for attempting to board one group too soon.
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So I said something.
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I said, "Why do you have treat us like cattle?
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Why can't you treat us like human beings?" And this is exactly what she said to me.
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She said, "Sir, if I don't follow the rules, I could get in trouble or lose my job." All she was telling me is that she doesn't feel safe.
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All she was telling me is that she doesn't trust her leaders.
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The reason we like flying Southwest Airlines is not because they necessarily hire better people.
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It's because they don't fear their leaders.
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You see, if the conditions are wrong, we are forced to expend our own time and energy to protect ourselves from each other, and that inherently weakens the organization.
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When we feel safe inside the organization, we will naturally combine our talents and our strengths and work tirelessly to face the dangers outside and seize the opportunities.
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The closest analogy I can give to what a great leader is, is like being a parent.
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If you think about what being a great parent is, what do you want? What makes a great parent?
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We want to give our child opportunities, education, discipline them when necessary, all so that they can grow up and achieve more than we could for ourselves.
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Great leaders want exactly the same thing.
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They want to provide their people opportunity, education, discipline when necessary, build their self-confidence, give them the opportunity to try and fail, all so that they could achieve more than we could ever imagine for ourselves.
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Charlie Kim, who's the CEO of a company called Next Jump in New York City, a tech company, he makes the point that if you had hard times in your family, would you ever consider laying off one of your children?
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We would never do it.
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Then why do we consider laying off people inside our organization?
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Charlie implemented a policy of lifetime employment.
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If you get a job at Next Jump, you cannot get fired for performance issues.
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In fact, if you have issues, they will coach you and they will give you support, just like we would with one of our children who happens to come home with a C from school.
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It's the complete opposite.
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This is the reason so many people have such a visceral hatred, anger, at some of these banking CEOs with their disproportionate salaries and bonus structures.
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It's not the numbers.
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It's that they have violated the very definition of leadership.
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They have violated this deep-seated social contract.
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We know that they allowed their people to be sacrificed so they could protect their own interests, or worse, they sacrificed their people to protect their own interests.
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This is what so offends us, not the numbers.
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Would anybody be offended if we gave a $150 million bonus to Gandhi?
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How about a $250 million bonus to Mother Teresa?
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Do we have an issue with that? None at all.
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None at all.
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Great leaders would never sacrifice the people to save the numbers.
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They would sooner sacrifice the numbers to save the people.
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Bob Chapman, who runs a large manufacturing company in the Midwest called Barry-Wehmiller, in 2008 was hit very hard by the recession, and they lost 30 percent of their orders overnight.
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Now in a large manufacturing company, this is a big deal, and they could no longer afford their labor pool.
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They needed to save 10 million dollars, so, like so many companies today, the board got together and discussed layoffs.
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And Bob refused.
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You see, Bob doesn't believe in head counts.
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Bob believes in heart counts, and it's much more difficult to simply reduce the heart count.
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And so they came up with a furlough program.
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Every employee, from secretary to CEO, was required to take four weeks of unpaid vacation.
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They could take it any time they wanted, and they did not have to take it consecutively.
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But it was how Bob announced the program that mattered so much.
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He said, it's better that we should all suffer a little than any of us should have to suffer a lot, and morale went up.
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They saved 20 million dollars, and most importantly, as would be expected, when the people feel safe and protected by the leadership in the organization, the natural reaction is to trust and cooperate.
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And quite spontaneously, nobody expected, people started trading with each other.
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Those who could afford it more would trade with those who could afford it less.
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People would take five weeks so that somebody else only had to take three.
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Leadership is a choice. It is not a rank.
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I know many people at the seniormost levels of organizations who are absolutely not leaders.
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They are authorities, and we do what they say because they have authority over us, but we would not follow them.
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And I know many people who are at the bottoms of organizations who have no authority and they are absolutely leaders, and this is because they have chosen to look after the person to the left of them, and they have chosen to look after the person to the right of them.
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This is what a leader is.
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I heard a story of some Marines who were out in theater, and as is the Marine custom, the officer ate last, and he let his men eat first, and when they were done, there was no food left for him.
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And when they went back out in the field, his men brought him some of their food so that he may eat, because that's what happens.
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We call them leaders because they go first.
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We call them leaders because they take the risk before anybody else does.
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We call them leaders because they will choose to sacrifice so that their people may be safe and protected and so their people may gain, and when we do, the natural response is that our people will sacrifice for us.
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They will give us their blood and sweat and tears to see that their leader's vision comes to life, and when we ask them, "Why would you do that?
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Why would you give your blood and sweat and tears for that person?" they all say the same thing: "Because they would have done it for me." And isn't that the organization we would all like to work in?
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Thank you very much.
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Thank you. (Applause) Thank you. (Applause)
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이 TED 강연은 리더십의 중요성과 안전한 환경을 만드는 것이 얼마나 중요한지를 다루고 있습니다. IELTS 스피킹에 준비하는 수험생에게 이러한 주제를 다루는 것은 매우 유익합니다. 강연에서는 리더가 사람들을 어떻게 안전하게 느끼게 만들 수 있는지를 이야기하고, 이는 대화 중 신뢰와 협력의 감정을 어떻게 촉진할 수 있는지를 보여줍니다. 영어 쉐도잉을 통해 이 강연을 반복해서 듣고 따라하면 감정 표현이나 말투를 자연스럽게 배울 수 있으며, 당신의 말하기 능력이 향상될 것입니다. 또한, 강연 내용은 실제 대화에서 활용 가능한 중요한 주제들로 가득 차 있습니다.
문맥 속의 문법 및 표현
- run into: ~에 맞닥뜨리다. 이 표현은 예기치 않게 어떤 상황에 들어가게 되었을 때 사용합니다. 예: "I ran into a problem."
- put someone first: 누군가를 최우선으로 두다. 공동체나 팀에서 다른 사람의 안전과 필요를 먼저 고려하는 것을 나타냅니다.
- make a choice: 선택하다. 결정을 내릴 때 사용되는 일반적인 표현으로, 여러 선택지 중에서 하나를 고르는 의미입니다.
- watch for danger: 위험을 경계하다. 이 표현은 안전을 보장하기 위해 주의를 기울이는 상황에서 사용됩니다.
이러한 구문들을 유튜브 영어 공부와 shadow speak 연습에 적용하여 보세요. 반복 학습은 단어와 표현들을 더욱 자연스럽게 사용할 수 있게 도와줄 것입니다.
일반적인 발음 함정
Simon Sinek의 발음에서 주의해야 할 단어는 environment(환경)입니다. 이 단어는 특히 중간에 'n' 소리가 빠르게 지나가기 때문에 발음할 때 주의가 필요합니다. 또한, cooperation(협력)도 발음이 쉽지 않은 단어 중 하나입니다. 이 단어는 'co-o-peration'으로 나누어 발음하는 것이 좋습니다. 영어 쉐도잉을 통해 이 단어들을 반복해서 발음 연습하면 더욱 자연스럽게 들릴 것입니다.
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.
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