Shadowing Practice: This Is Why Giving Your Boss Feedback Backfires - Learn English Speaking with Video
Les maken...
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Giving your boss impersonal feedback is tough enough, but giving personal feedback can be what we call a CLM.
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a career -limiting move.
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If you want to earn the right to give your boss feedback, there are three important criteria that you have to meet.
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Welcome to Moments with Marty, your short,
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sharp shot of leadership insight to help you to stay on track between our weekly episodes of the No Bullshit Leadership podcast.
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- Thank you.
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One of the most common reasons that people give for resigning from their job is that they can't work for their boss.
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Now we know from our personal experience that there isn't an oversupply of great leaders out there.
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So, rather than job hopping every six months, we settle for the boss we've got, and we try to find ways to work around their most annoying behaviours.
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Thank you.
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But it's only a matter of time before that wears thin, And we decide to take the nuclear option.
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We resign.
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Before you push that big red button though, it might be helpful to think about other ways of improving your situation.
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Perhaps you could find a way to improve your relationship with your boss by giving them feedback.
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Now over the course of my 30 plus year career in senior corporate roles,
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I saw lots of situations where a misunderstanding of intent led to catastrophic outcomes in both directions.
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You'd be amazed at how much unspoken animosity is created simply because of a communication breakdown.
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You'd also be amazed to hear that most leaders above you in the structure are willing to change.
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if only they're made aware of the negative impact they're having.
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But in the absence of any feedback, they'll rationalise.
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and they'll tell themselves that everything is fine, and if it's not fine, it must be someone else's fault.
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We all do this to some extent.
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and your boss is only human.
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Thank you.
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I find it useful to separate feedback into two categories.
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impersonal, and personal.
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All feedback that goes in a downwards direction In other words, to someone below you in the organisational hierarchy,
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Well, that can be considered personal simply because of the power imbalance.
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But if you do choose to give your boss feedback, It's helpful to work out whether the feedback you want to give them is personal or impersonal.
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Now, impersonal feedback would be things like, influencing their decisions.
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having input to problems.
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identifying opportunities for improved performance, managing resource constraints, stuff like that.
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personal feedback, is about the individual.
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So for your boss, That would be things like pointing out problems with their behavior.
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things that they're doing to impair team performance.
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identifying their leadership blind spots, analyzing their mistakes.
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It's very different, isn't it?
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Giving your boss impersonal feedback is tough enough, but giving personal feedback can be what we call a CLM.
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a career -limiting move.
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If you want to earn the right to give your boss feedback, there are three important criteria that you have to meet.
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The first is that your own performance has to be really strong.
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The second is: you should have already established a foundation of trust by giving valuable impersonal feedback.
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And thirdly, You have to know what you're talking about.
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and you have to have thought it through pretty carefully.
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Before you just blurt out what you think your boss needs to hear, make sure you've earned the right to tell them.
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It took me decades to achieve what I consider to be an elite ability to deliver feedback.
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And as part of my life's purpose to improve the quality of leaders globally, I've made all of my insight and wisdom on feedback available to you in our Leadership Beyond the Theory program.
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I absolutely view feedback as a gift.
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I welcome any information that I can get that helps me to improve.
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But on several occasions, someone who reported to me gave me feedback that was entirely off the mark.
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and because their own performance was questionable, they didn't have the credibility they needed to tell me where they thought I was falling short.
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um Look, I'm trying to be a better person, but I'm still not going to have someone whose performance is awful telling me what I'm doing wrong.
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You'll find though, that if you earn the right to give your boss feedback, it's going to improve every aspect of your work situation.
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For more depth on this insight, have listened to episode 284 of the No Bullshit Leadership podcast.
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giving your boss feedback.
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We'll leave a link in the show notes.
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I really hope you enjoyed this moment and that it gives you that extra little spark to be a no bullshit leader.
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you
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Woordenschat en spreektips bij deze les
Deze spreekles op niveau B2 is gebaseerd op de video “This Is Why Giving Your Boss Feedback Backfires”. Deze woorden komen het vaakst terug: feedback, boss, giving, personal, impersonal. Deze video bevat 58 zinnen en 794 woorden om na te spreken. Het gesproken deel duurt 5:12. De spreker praat in een natuurlijk tempo van ongeveer 153 woorden per minuut, dicht bij een alledaags gesprek. 83% van de woorden hoort bij de 3.000 meest gebruikte Engelse woorden; de rest kun je beter vooraf bekijken.
Belangrijke woorden in deze video
De 15 moeilijkste woorden uit de video, met uitspraak en betekenis:
| Woord | Uitspraak | Betekenis |
|---|---|---|
| impersonal bijvoeglijk naamwoord | /ɪmˈpɝsənəl/ | onpersoonlijk |
| insight zelfstandig naamwoord | /ˈɪnsaɪ̯t/ | inzicht |
| criterion zelfstandig naamwoord | /kɹaɪˈtɪɹ.i.ən/ | criterium |
| resign werkwoord | /ɹɪˈzaɪn/ | ontslag nemen |
| podcast zelfstandig naamwoord | /ˈpɑdˌkæst/ | podcast |
| animosity zelfstandig naamwoord | /æn.ɪˈmɒs.ɪ.ti/ | verbittering |
| constraint zelfstandig naamwoord | /kənˈstɹeɪnt/ | beperking, inperking |
| downwards bijwoord | /ˈdaʊnwɚdz/ | benedenwaarts |
| imbalance zelfstandig naamwoord | onbalans, onevenwichtigheid | |
| impair werkwoord | /ɪmˈpɛɹ/ | beschadigen, verzwakken |
| misunderstand werkwoord | /mɪs.ʌn.də(ɹ)ˈstænd/ | misverstaan |
| catastrophic bijvoeglijk naamwoord | /ˌkætəˈstɹɑfɪk/ | catastrofisch |
| questionable bijvoeglijk naamwoord | /ˈkwɛst͡ʃənəbl̩/ | twijfelachtig |
| hierarchy zelfstandig naamwoord | /ˈhaɪ.ə.ɹɑː(ɹ).ki/ | hiërarchie |
| analyze werkwoord | /ˈæn.əˌlaɪz/ | analyseren |
Phrasal verbs die je zult horen
| Woord | Uitspraak | Betekenis |
|---|---|---|
| point out werkwoord | aanwijzen, aanduiden | |
| work out werkwoord | /ˌwɝk ˈaʊt/ | uitrekenen |
Grammatica in deze video
De structuren die de spreker het meest gebruikt, met de exacte woorden uit de video:
| Structuur | In de video |
|---|---|
| Present perfect have/has + voltooid deelwoord — iets uit het verleden dat nu nog telt | you've earned · I've made · have listened |
| Lijdende vorm be + voltooid deelwoord — het gaat om wat er gebeurt, niet om wie het doet | be amazed · can be considered |
Uitspraak om op te letten
De spreker gebruikt 20 samentrekkingen en verkorte vormen, zoals I'm, they're, isn't. Spreek ze kort uit, zoals je ze hoort.
- De klanken “sh” en “zh”: rationalize /ˈɹæʃənəlaɪz/, organizational /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/
- Lange woorden — let op de klemtoon: impersonal /ɪmˈpɝsənəl/, criterion /kɹaɪˈtɪɹ.i.ən/, animosity /æn.ɪˈmɒs.ɪ.ti/, misunderstand /mɪs.ʌn.də(ɹ)ˈstænd/, oversupply /əʊvəsəˈplʌɪ/
Klanken die Nederlandstaligen lastig vinden:
- Stemhebbende eindmedeklinker — /b/, /d/, /g/, /z/, /v/ niet verscherpen: amaze /əˈmeɪz/, downwards /ˈdaʊnwɚdz/, misunderstand /mɪs.ʌn.də(ɹ)ˈstænd/, rationalize /ˈɹæʃənəlaɪz/, analyze /ˈæn.əˌlaɪz/
- /æ/ — opener dan de Nederlandse “e”: podcast /ˈpɑdˌkæst/, animosity /æn.ɪˈmɒs.ɪ.ti/, misunderstand /mɪs.ʌn.də(ɹ)ˈstænd/, rationalize /ˈɹæʃənəlaɪz/, catastrophic /ˌkætəˈstɹɑfɪk/
- /g/ — een harde plofklank, geen Nederlandse “g”: globally /ˈɡloʊbəli/, organizational /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/
Zo oefen je met deze video
- Luister de hele video één keer zonder te spreken en noteer de woorden die je niet kent.
- Begin op 0,75× snelheid, spreek zin voor zin na en ga terug naar normale snelheid zodra het makkelijk gaat.
- Neem jezelf op en vergelijk met het origineel; let daarbij op woorden als impersonal, insight, criterion.
Wat is de Shadowing-techniek?
Shadowing is een wetenschappelijk onderbouwde taalleermethode die oorspronkelijk is ontwikkeld voor professionele tolkentraining en gepopulariseerd door polyglot Dr. Alexander Arguelles. De methode is eenvoudig maar krachtig: je luistert naar native Engelse audio en herhaalt het onmiddellijk hardop — als een schaduw die de spreker volgt met slechts 1–2 seconden vertraging. In tegenstelling tot passief luisteren of grammaticadrills, dwingt shadowing je hersenen en mondspieren om echte spraakpatronen tegelijkertijd te verwerken en te reproduceren. Onderzoek toont aan dat het de uitspraaknauwkeurigheid, intonatie, ritme, verbonden spraak, luisterbegrip en spreekvaardigheid aanzienlijk verbetert — waardoor het een van de meest effectieve methoden is voor IELTS Speaking-voorbereiding en echte Engelse communicatie.