Prática de Shadowing: How To Build REAL Wealth by Thinking Like The Top 1% - Aprenda a falar inglês com vídeo
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Your brain is keeping you stuck.
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Not because you're lazy or untalented, but because you're thinking like everyone else.
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And everyone else is making bad financial decisions.
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I've spent hundreds of hours around billionaires, and I grew up around people with nothing.
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The difference between them has nothing to do with luck or intelligence or even work ethic.
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It's how they think.
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And the 1% think in a way that completely flips the rules of money to their advantage.
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So here are the six mental principles the top 1% use to think differently about everything
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and how you can use them to build real sustainable wealth no matter where you're starting from.
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When faced with stress, setbacks, or drama, the 1% asks one question that changes everything.
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You see, every time a deal falls apart or a key person quits, pause and ask yourself, will this even matter in five years?
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This might seem simple, but it is crazy how 99% of the time the answer is no.
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And having that perspective is so important because it keeps you focused on what compounds, not what distracts.
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Recently on a Thursday, I had just wrapped up an entire day of one-on-ones, back-to-back meetings with my team members, and I get a late-night text from one of my team members who says,
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I need to talk to you.
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So of course I pick up the phone, give her a call, and she lets me know that one of our
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favorite team members is resigning and he's no longer gonna be with us after two weeks.
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And after a day that wasn't the most awesome day, it could have been super easy to be upset, be frustrated, freak out,
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go into all of this chaos about what it's going to look like for us to have to retrain somebody,
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much less get over the fact that the person that we really enjoy working with is no longer to work with us.
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But instead of any of that happening, she and I just had a very calm conversation And I used this framework then, thinking about in five years from now,
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will I even remember that this bad news took place?
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Because the reality of the situation is, in five years from now, I'm gonna be really excited about what I'm building, what she's building, and what he's building.
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And so having these moments of stress and drama and friction, they're never worth it.
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Because you're not even gonna remember that this situation happened.
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You're gonna remember how you handled it.
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And if you are a stressed out person, you will always respond with stress.
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If you are a calm, confident person who can work through problems, you are gonna always remember that your life was filled with fun, exciting moments and different twists and turns and excitement.
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You see, most people confuse urgency with importance.
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Just because something feels urgent doesn't mean it's actually important and that you have to stress out about it.
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The 1% are able to separate the two by applying a long-term perspective.
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Now, this doesn't mean that you should ignore all of your problems.
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They're real problems but you should triage them correctly.
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So next time something goes wrong, just pause before you react and ask yourself, will this matter in five years?
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If not, handle it with minimal energy.
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If it will, then give your full strategic attention to it and solve the problem.
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So instead of freaking out, we were able to make a game plan
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and get clear on who would need to replace him in order for the team to continue to thrive.
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And one thing that I have mastered after having interviewed thousands of people is an interview process.
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And if you're interested in the process that I've used to hire thousands of people, go to Instagram, check me out at Natalie Dawson
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and send me a direct message that says interview and I will send my process over to you right now.
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Now, the next principle is something that goes against what most people think about when getting rich.
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Don't focus on hard work, focus on patterns.
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When I kept seeing top performers burning out after hitting their first million dollars in revenue, I realized that this was a pattern problem.
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Over the last 10 years, I've had the opportunity to study thousands of businesses, and I get to see the difference between business owners who
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operate a million dollar business versus a $10 million business versus a $50 versus a 50 million dollar business
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and the majority of businesses never get over this million dollar mark
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and it made me really look into what is actually happening at this million dollar mark inside any business
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and what's happening is the business owner isn't able to see
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that they are the problem and that they are unable to train other people effectively
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so I stopped having the same conversation over and over
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because I realized that me solving one business owners problem individually over
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and over again was actually the same problem that they were running into.
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So I didn't take the approach of continuing to solve one-off problems
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and instead I built a system which is in my book called Teamwork
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which is an end-to-end people framework that teaches founders exactly how to break through the $1 million ceiling.
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The way I like to look at this is if I have to solve the same problem two or three times, it's not a coincidence.
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This is a system issue.
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And the 1% are able to zoom out and see these cycles that keep repeating.
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Cycles could be people cycles, cash flow cycles, operational cycles.
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And they use that insight to make smarter and faster processes, smarter and faster systems.
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Because hard work just makes you busy.
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But pattern recognition, when you're able to tie a solution to it, allows you to become rich.
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So look at the last three problems that you've solved and ask yourself are they actually the same problem wearing different masks?
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If you're solving the same type of issue repeatedly, stop doing that and instead build a system around the problem.
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Then you can document that system once you have the solution in place and it gets implemented forever.
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That is how you scale.
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Principle number three is something that completely changed how I I make decisions.
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It's called one level up thinking.
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When my team brings me problems I don't just jump in with answers anymore.
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I ask myself if I were on the board How would I handle this?
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What advice would I give?
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You see this allows me to no longer react
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Emotionally and forces me to think structurally It also prevents me from jumping in
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and solving the problem And this is one of the lessons
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that I actually learned from my husband a handful of years
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ago ago early on in our business there was a massive fulfillment problem
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that we were about to run into
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and it was going to require hundreds of hours of rework on projects
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that were already midstream that clients were expecting to be delivered
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and this area of the business was my responsibility
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but instead of him hopping in to help me solve these
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problems he refused to get involved he let let me figure out how to solve this problem.
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Because it was my job to figure this out.
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It wasn't his job.
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And that was invaluable to me because it was actually difficult for him to not jump in.
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It wasn't something that was easy as if he was just giving me work and didn't wanna do it.
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No, he wanted to solve the problem, but he didn't allow himself to get derailed from what his job was.
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So when you remove the emotion, you set your team up and the structure up for success.
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Because if you keep popping in and solving the problem, the team never gets better, the system never gets better.
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You just keep getting sucked into doing the same thing over and over again.
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And this is how I went from being an operator to an architect.
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From doing the work to learning how to design the machine.
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The 1% constantly zoom out of their current level to think at the next one.
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And that is how you start acting like a CEO long before you get the title.
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So next time you face a decision, Pause and ask yourself, how would someone a level above me handle the situation?
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What would they see that I'm not seeing?
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What would they prioritize that I might be ignoring?
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This will instantly upgrade your decision-making.
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Principle number four might be the hardest one to master, but it is also the most powerful.
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Emotionless decision-making equals freedom.
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When I fired my executive vice president, it wasn't emotional.
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It was math.
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And the numbers told the story before the drama ever did.
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You see, when somebody comes into your environment and you actually look at the numbers, you look at whatever it is that that role is supposed to drive,
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and you see that the numbers before them were growing, maybe like this, or maybe they were at least flat.
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But when they come into the environment you can actually plot this person joined at this point, and you watch what happens with the graph.
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And if the graph starts to go like this in a variety
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If not all of the metrics that
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that person is responsible for you do not need to use any emotion
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when firing the person because It's just math and
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that math is tied to the results that they weren't able to create inside the organization
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So it can get really emotional and you can use emotion
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and start pointing fingers
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and having all sorts of drama around it It is simply can a person in my life Do the job
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that they're supposed to do and the only way that you know
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if somebody is doing the job they're supposed to do is if your stats in life get better.
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And anyone inside your environment where your life gets worse around them means
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that they are not fulfilling the role that they have in your life.
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So they have to go.
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I used to second guess tough calls and take things very personally.
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But now I treat my emotions like background noise.
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I can acknowledge them, but I make decisions based off of the data.
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And that discipline gives me peace and that gives me precision.
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Because the elite do not make decisions based off of their emotions.
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They make decisions based off of data-driven bets.
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They separate their feelings from true facts.
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Emotions slow down execution, where clarity actually compounds with wealth.
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So next time you face a tough decision, write down the facts that separate from your feelings.
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What does the data actually say?
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What do your emotions say?
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And separate the two.
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Make the decision from the data column, not the emotion column.
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You don't fire somebody because you don't like them.
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You fire somebody because they can't do the job.
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And when you start to do this, you'll start making faster and better decisions, and you'll sleep better at night.
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The next principle is about the one resource you can never get back.
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Protect your time like it is your capital.
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I used to feel like I didn't have enough time
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or energy to do everything that I needed to do until I started saying no to quick calls
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and things that just added up that ended up costing me two hours of context switching.
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So by cutting off these little things that I said yes to,
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I bought back time and energy for the strategy and the team development that is a requirement of my role.
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I learned this lesson very early on in college.
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You see, one of my close friends was always busy.
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She said yes to every person who wanted to get coffee with her, grab lunch, go out to dinner.
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She was very popular but incredibly stressed, and she was never able to spend time on her grades.
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Whereas I rarely said yes to people.
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I liked to do my own thing, I had a very small group of friends, and I wanted to get my work done.
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So by the end of the semester, even though she looked like she was busy and she felt like she was busy, she didn't actually get the results that she wanted.
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The acquaintances that she was saying yes to weren't actually helping her get closer to her goals, And she wasn't doing very well in school.
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Whereas I still did feel like I was busy, but I was busy focused on getting the grades
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that I wanted to get and spending time with just a handful of people who I loved being around.
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And this lesson really taught me that you can say yes to a million things
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and everybody's going to feel like they're busy.
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But if you're not saying yes to the right things
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and to the things that are getting you closer to where you want to go, it's wasted time.
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And I've pulled this lesson forward to where today, my calendar gets audited like it's a financial statement.
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If it doesn't create leverage or generate momentum, it's not getting scheduled.
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That one shift made me more effective than any other productivity hack ever could.
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Because average people trade time for money.
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The elite treat time as capital, as an asset that can compound or can be wasted.
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And they audit their calendar as if it's a profit and loss statement.
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They cut low-yield activities, outsource anything that creates friction, and reinvest hours into high-return thinking and relationships.
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They don't manage time.
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They allocate their time like they're an investor.
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So this week, audit your calendar like it's a financial statement.
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For every meeting or every appointment that you have, ask, what is the return on this investment for this hour?
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Cancel, delegate, or shorten anything that doesn't create true value.
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And then reinvest that time into high-return activities, strategy, relationship building, skill building.
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Your calendar today is actually your future, so allocate it like your goals depend on it.
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The last principle is one that most people ignore, but it might be the most important.
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You see, a curated environment equals curated thinking.
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I used to think that I could be successful despite my environment.
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It didn't matter that my house was a mess or
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that I had friends who were a little unaccountable or
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that I had a bunch of unfinished cycles because I wanted to go change the world.
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And what I realized is if I couldn't get control of my own environment, meaning the type of food that I eat, how I move my body every single day,
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the friends that I hang out with, the problems that I'm solving.
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If I can't handle me
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and my environment how am I gonna be able to impact other people
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because why should they listen to me about me helping change their environment
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when I can't even get control and change my environment.
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So when I started to look at this I really had to take a honest look at my environment.
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What were the state of my possessions?
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Were things banged up, messy, dirty?
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Or were they organized and neat?
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And was there order in place?
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When it came to my relationships, were those people doing well?
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Were they having wins in life?
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Were they successful?
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Or were they struggling and dealing with a whole bunch of problems
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and a whole bunch of issues that were then being placed on me?
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Was my income actually growing?
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Or was it staying stagnant?
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And what I found when I really looked at my income is I was so focused on solving other people's problems
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that I never took the time to solve problems that I cared about, that I could control, and I just wasted my time solving everybody else's problems.
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And so your environment and curating your environment has to be the first step in order to ever become elite at anything.
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If your environment doesn't challenge your operating system, you will end up defending mediocrity instead of truly evolving.
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And today, I am ruthless about curating who I'm around because I know it will directly shape how I think.
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I just actually watched this with my husband recently.
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We are no longer spending time with a particular individual and my husband is five times happier than he used to be.
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He is happier in the mornings, he is happier at dinner, he is happier throughout the day and will send me random text messages.
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And I can trace it back to the fact
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that this one person who is in his ear is no longer in his ear.
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That is the power of the people who you spend time around.
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And the 1% know this.
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So they only spend time around people who stretch their standards, who challenge their thinking, and ultimately who sharpen their worldview.
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This is how they keep moving forward.
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So look at the five people that you spend the most amount of time with.
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Are they truly stretching your thinking?
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Or are they reinforcing your limitations?
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If your environment isn't challenging you, just change it.
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You can join communities, masterminds, or groups where you are the least successful person in the room.
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That discomfort is growth.
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Your thinking will never outpace your environment.
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So curate it like your future depends on it.
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If you act on these six principles, you will think differently from 99% of people.
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And that is how wealth is built.
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If you like this video and want to learn how to communicate like the 1%
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so that people actually listen when you speak, watch that video next.
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Vocabulário e dicas de fala para esta lição
Esta aula de conversação de nível B2 usa o vídeo “How To Build REAL Wealth by Thinking Like The Top 1%”. Este vídeo tem 221 frases e 3002 palavras para praticar shadowing. A fala dura 16:09. O falante fala rápido, cerca de 186 palavras por minuto, então espere sons ligados e reduzidos. 87% das palavras estão entre as 3.000 mais comuns do inglês, por isso o vocabulário é fácil de acompanhar.
Vocabulário principal deste vídeo
As 15 palavras mais avançadas do vídeo, com pronúncia e significado:
| Palavra | Pronúncia | Significado |
|---|---|---|
| emotion substantivo | /ɪˈməʊ.ʃən/ | emoção |
| curate substantivo | /ˈkjʊɹɪt/ | vicário, vigário |
| pause substantivo | /pɔːz/ | pausa |
| audit substantivo | /ˈɔːdɪt/ | auditoria |
| mathematics substantivo | /mæθ(.ə)ˈmæt.ɪks/ | matemática |
| compound substantivo | /ˈkɑmpaʊnd/ | composto |
| allocate verbo | /ˈæl.ə.keɪt/ | alocar |
| friction substantivo | /ˈfɹɪkʃən/ | fricção |
| zoom verbo | /zuːm/ | zumbir |
| graph substantivo | /ɡɹæf/ | gráfico |
| handful substantivo | /ˈhæn(d)fʊl/ | palmo |
| react verbo | /ɹiːˈækt/ | reagir |
| derail verbo | /ˌdiːˈɹeɪl/ | descarrilar, descarrilhar |
| frustrate verbo | /ˈfɹʌsˌtɹeɪt/ | frustrar |
| mediocrity substantivo | /mi.dɪˈɑk.ɹɪ.ti/ | mediocridade |
Phrasal verbs que você vai ouvir
| Palavra | Pronúncia | Significado |
|---|---|---|
| end up verbo | terminar, acabar | |
| get over verbo | superar | |
| burn out verbo | apagar-se | |
| cut off verbo | /ˌkʌt ˈɔf/ [ˌkɐɾ ˈɔf] | recortar |
| fall apart verbo | cair aos pedaços | |
| figure out verbo | descobrir, deduzir | |
| grow up verbo | crescer | |
| move forward verbo | adiantar |
Frases que vale a pena repetir
Frases curtas e completas do vídeo que você pode usar na conversa do dia a dia:
- What advice would I give?
- What would they see that I'm not seeing?
- What would they prioritize that I might be ignoring?
- What do your emotions say?
- What were the state of my possessions?
Gramática neste vídeo
As estruturas que o falante mais usa, com as palavras exatas do vídeo:
| Estrutura | No vídeo |
|---|---|
| “Used to” used to + verbo — um hábito ou estado do passado que não é mais verdade | used to second · used to feel · used to think |
| Orações relativas who / which + oração — informação extra sobre uma pessoa ou coisa | person who can · system which is · person who wanted |
| Voz passiva be + particípio passado — o foco está no que acontece, não em quem faz | be frustrated · was filled · be delivered |
| Present perfect have/has + particípio passado — uma ação passada que ainda importa agora | I've spent · have mastered · I've had |
Pronúncia para ficar de olho
O falante usa 63 contrações e formas reduzidas, como you're, didn't, gonna. Diga-as na forma curta, do jeito que você ouve.
- Os sons de “th”: mathematics /mæθ(.ə)ˈmæt.ɪks/, ethic /ˈɛθ.ɪk/, ruthless /ˈɹuːθləs/, thrive /θɹajv/
- Os sons de “sh” e “zh”: emotion /ɪˈməʊ.ʃən/, friction /ˈfɹɪkʃən/, sharpen /ˈʃɑɹpən/, shorten /ˈʃɔɹtn̩/, triage /ˈtɹi.ɑʒ/
- Palavras longas — acerte a sílaba tônica: mathematics /mæθ(.ə)ˈmæt.ɪks/, mediocrity /mi.dɪˈɑk.ɹɪ.ti/, prioritize /pɹaɪˈɒɹ.ə.taɪz/, unaccountable /ˌʌnəˈkaʊntəbl̩/, invaluable /ɪnˈvælju(ə)bl̩/
Sons difíceis para falantes de português:
- Consoante final — sem acrescentar um “i” depois: curate /ˈkjʊɹɪt/, audit /ˈɔːdɪt/, compound /ˈkɑmpaʊnd/, allocate /ˈæl.ə.keɪt/, react /ɹiːˈækt/
- /l/ final — a língua toca o céu da boca, não vira “u”: handful /ˈhæn(d)fʊl/, derail /ˌdiːˈɹeɪl/, fulfill /fʊlˈfɪl/, minimal /ˈmɪn.ə.məl/, sustainable /səˈsteɪnəbəl/
Como praticar com este vídeo
- Ouça o vídeo inteiro uma vez sem falar e anote as palavras que você não conhece.
- Comece na velocidade 0,75×, faça shadowing frase por frase e volte à velocidade normal quando ficar fácil.
- Grave a sua voz e compare com o original, prestando atenção a palavras como emotion, curate, pause.
O que é a Técnica de Shadowing?
Shadowing é uma técnica de aprendizado de idiomas com base científica, originalmente desenvolvida para o treinamento de intérpretes profissionais. O método é simples, mas poderoso: você ouve áudio em inglês nativo e repete imediatamente em voz alta — como uma sombra seguindo o falante com 1-2 segundos de atraso. Pesquisas mostram melhora significativa na precisão da pronúncia, entonação, ritmo, sons conectados, compreensão auditiva e fluência na fala.